KATINE COMMUNITY PARTNERSHIPS PROJECT - Guardian.co.uk

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6.3.4 Recommendations Attitude and behaviour change is a process and needs to be emphasised for sustainable interventions. 6.4 Improved income generation 6.4.1 Constraints � High community expectations e.g. everybody wants to belong to a group � Season-dependant activities e.g. trials/demonstrations are affected by seasons and dictated by weather. � Core staff resigning shortly after recruitment, inefficient and unclear management structures between AMREF and FARM-Africa 6.4.2 Solutions � Other community members to be accessed through farmer to farmer approaches � Undertake group capacity building programmes and group-based work concurrently � Timely planning with relevant partners � Streamlined management structures in place to optimise shared resources and capacities within and between AMREF and FARM-Africa. 6.4.3 Lessons Learnt � The community has fully embraced project ideas and has shown willingness to actively participate in their own development. An example is where in each of the 9 villages suggested to participate in on farm trials /demonstrations the community willingly offered a piece of land as their bit of contribution. In addition, farmers in the villages of Odwogai, Ojemorun, Adamasiko (all in Ojom Parish), Ojwiny (in Merok Parish) have gone ahead to prepare the gardens. � Community’s conviction that through improved farming and organised produce marketing, their lives can improve. This was revealed during the diagnostic survey of technology and enterprise priorities. The conviction is based on the fact that more than 90% of the Katine community view farming as their key source of household income. 6.4.4 Recommendations � Livelihoods should be strengthened and its implementation done faster to catch up with other components as its key to the integration, success and sustainability of the project. � Strengthen operations and coordination with FARM-Africa, CARE and UWESO. 6.5 Communities empowered to engage in local governance 6.5.1 Lessons learnt KCPP six monthly narrative report - October 2007 to March 2008 32
� In an integrated project, delay or failure to implement one major activity can greatly affect implementation of other activities tagged to it. For example, there was a delay in holding the district stakeholders meeting consequently affecting the other district level activities. � If implementation of component activities takes place at the same pace, more benefits of integration can be realised. For example, the construction and use of ECOSAN toilets will produce manure for use in livelihood led community demonstration gardens and school gardens. This will improve crop productivity and boost school feeding programmes hence improve nutrition and health. 6.5.2 Recommendations � More emphasis needs to be put on integration of components � Strengthen the incorporation of Rights Based Approach to Development into all components of the project. Development in the rights based perspective is about empowering communities to demand for and protect their rights, making the duty bearers accountable to the community. This is important for ensuring sustainability of the project. It also puts responsibility on citizens to be active actors in their development and not passive recipients of development aid or charity. 7.0 PLANS FOR THE NEXT PERIOD (see annexes) 7.1 FINANCE REPORT SUMMARY (to be read in conjunction with the finance report) Six months into the project AMREF has spent 33% of the total year 1 budget. The lower expenditure is partly due to the fact that the first three months were focused on projects start – up activities and a partial team on the ground, with the Communications Officer and a full time Project Manager starting after project start-up. Now that the project start-up is completed, project spending is expected to increase as activities pick up speed. Below is a breakdown of each of the budget lines with an explanation on expenditure to date, outlining any reasons for under/over spends against the budget. PROJECT ACTIVITIES (1.0-9.0) � Core team salaries: spending is in line with the budget considering the project start up period. There was an over-spend on drivers seconded to support external visits and an under-spend on staff roles who started after the project was launched. � Project activities: the delay in project activities, resulting from a partial team in Katine, are under spent at the midyear point, but expected to increase in lined with our project plan, and as activities are now fully underway. � Health activities, much of the expenditure was focused on training courses for the TBAs, VHTs, health workers and health unit management committees. Some of the hardware components include the purchase of bicycles, purchase of drug storage kits for the medicine distribution and the purchase of 3250 ITNs which is reflected in this budget line. KCPP six monthly narrative report - October 2007 to March 2008 33
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KATINE COMMUNITY PARTNERSHIPS PROJECT - Guardian.co.uk

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