Final Report
For
End of Term Evaluation of the Humanitarian Assistance Programme CI funded project in Zimbabwe
Presented to
CAFOD and CARITAS Zimbabwe Africa Synod House 29-31 Selous Avenue HARARE
BY
Anne Madzara
STEP Trust, 14 Macilwaine Crescent Lincoln Green Belvedere, Harare [email protected]; [email protected] 0192344913/04741184
March 2010
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Acknowledgements
The consultant wishes to thank the CAFOD and CARITAS Zimbabwe National Office Team for facilitating this study. The Special thanks go to the Mr Hamadziripi and Gabriella Prandini in Harare, Br Francis in Harare Diocese, Sister Chaza in Mutare Diocese, Mr Maeresa in Chinhoyi Diocese, Bother Manombo in Gweru Diocese and Sister Mutizira Gokwe Diocese for ensuring that all the necessary staff were available, logictics were in place and that the field visits were professionally organised. A big thank you to the CAFOD Driver Eddie who displayed professionalism in all aspects and ensuring that we maneuver the roads safely. The consultant would also like to thank all the Diocese stakeholders including all RDC level personnel and heads of schools, hospitals, clinics, orphanages and the old peoples’ homes for finding time to share their project experiences with the consultant. And lastly to the beneficiaries who gave all their time to the consultancy sometimes being called on short notice. Thanks to all who participated, including my research team for providing all the support and constructive comments which gave a lot of confidence to conclude and submit this document
2 Executive Summary
Introduction
In February 2010, CAFOD and CARITAS commissioned an evaluation of the Humanitarian Assistance Program that had ended in November 2009 with an extension of one of the components to February 2010. HAP was implemented in 8 Dioceses and had 4 main components namely Institutional Feeding (Schools, Hospitals, Old People’s Homes and Orphanages), Water and Sanitation, Vegetable Seed Distributions and Support to Health Institutions with Drugs. HAP had been designed as an emergency response to the 2008 drought, economic and political situation that was threatening the lives of many rural Zimbabweans. The purpose of the evaluation is to assess the degree to which HAP was successfully and efficiently implemented the extent of achievement of results, lessons learnt and generate to recommendations to improve CARITAS’s emergency response in future. This report is a result of a 30 day desk and field research which involved 321 respondents from project management and project implementation teams, beneficiaries in 47 project sites and other district and local stakeholders.
Main Findings and Conclusions1
Relevance and Appropriateness: HAP was considered relevant given the socio-economic and political situation of 2008 that had eroded the households’ capacity to produce or procure food and institutions to provide basic services. It was appropriately designed to respond to the wide range of identified needs and it successfully incorporated the main basic human needs namely food, clean water and health. In many ways the design of the response acknowledged the differing vulnerabilities and incorporated them in the range of interventions adopted.
Connectedness: Although HAP was largely a relief project designed to meet immediate needs with largely short term impacts, it successfully incorporated interventions that took into consideration long term impacts. The support to agriculture inputs and farming techniques, water supply to reduce waterborne disease risks, toilets that could be utilised for over 25 years to effectively reduce disease and restore dignity, information dissemination on health and hygiene, the pump minders and water point committees and the building of community or institutions’ human capital assets through their active involvement in supervision, stock management, reporting and feeding all were important recovery components with medium to long term impacts.
Coverage: The HAP Feeding component reached close to 7% of the total food insecure households. The most vulnerable were reached although effectiveness per capita was compromised by limited stocks resulting from reduced budgets. The most vulnerable institutions i.e. schools, hospitals, old people’s homes and orphanages were reached. Selection of beneficiaries for the toilets and gardens however could have used a more inclusive criteria as the one used e.g. ability to provide pits, bricks and labour to work the gardens, tended to marginalize the old and sick.
1 The final expenditure figures were not available at the time this evaluation was concluded hence cost efficiency of the project could not be analysed.
3 Efficiency: Design of the actual interventions e.g. the nature of drugs to be supplied how often, the type of vegetable seeds had limited involvement of beneficiaries which for some components resulted in either supply of unfamiliar seed type (e.g. vegetable seed) or over supply (e.g. certain drugs were oversupplied in clinics). Relevant training was however provided to farmers on vegetable farming.
Adherence to Sphere Standards: Sphere standards were largely adhered to and relevant changes to the design were effected to ensure adherence. Standards maintained included (i) participation and involvement of beneficiaries and other stakeholders in needs identification, planning and implementation, although the specific design of interventions could be improved and selection of beneficiaries for toilets and vegetable seeds could have been more inclusive; (ii) responsiveness to the needs identified although timing for some components was missed e.g. VGF (iii) targeting – HAP was highly equitable and impartial and was based on needs assessment; (iv) monitoring – all changes monitored were applied to improving programme implementation; (v) nutritional requirements met, although in some areas these standard was compromised by the short supply of ration hampers which had to be split; (vi) WATSAN standards – the project made attempts to rehabilitate water points to attain the recommended distances to water points and water quality standards although the later standard was not checked using water testing kits.
Targeting and beneficiary selection: All districts and wards were appropriately targeted. All sites had exhibited severe signs of distress in schools, orphanages and old people’s homes, households and hospitals. Earmarking of certain components to certain dioceses and wards by Donors however compromised the effectiveness of targeting. Selection of institutions and wards was participatory involving the relevant stakeholders. Beneficiary selection was also participatory involving targeted communities and their local leaders. Selection for VGF households was however subject to through verification as it was prone to manipulation. In addition selection for toilet and garden beneficiaries tended to further marginalize the old and sick who could not provide labour as specified in the criteria.
Effectiveness in planning and implementation: Most components were effectively planned though timing could have been improved. E.g. VGF kick started during harvesting, vegetable seeds supplied after most garden space had been planted. Supply chain system was effectively applied although in the most remote areas supply was not as regular as planned due to limited transport. Decision making was generally considered as effective throughout the period and overall implementation effectively guided. Except for vehicles, adequate resources were mobilized and staff recruited and trained in time. Local Stakeholders were effectively engage in planning and implementation. Notable was the active involvement of school development committees, parents and teachers in schools feeding, EHTs in health and hygiene, water point committees and pump minders in rehabilitation of boreholes and local leadership in all components including supervising building of toilets.
Areas for improvement included (i) more support towards financial reporting for the multi-donor budget, (ii) (iii) feeding tended to over stretch the implementation team, (iv) the different policies and procedures between dioceses, particularly the HR policies, which made it difficult for the project to apply a standardized system for remuneration and travel and subsistence across partners, (v) support towards purchasing or hiring of vehicles.
4 Monitoring and Evaluation: A comprehensive M&E system was developed particularly to track delivery of outputs. Case studies and stories were effectively captured throughout the project period. Evaluation meetings were held regularly and monitoring/support visits conducted by the project management teams. Some of the higher level indicators were however unrealistic, not related to the activities and could have been designed to reflect more of the result than the achievement of activity. In addition, support visits were mostly reactive often short and could have been more proactive to minimize problems particularly with accounting. M&E data tools were overwhelming too many introduced at the same time.
Impact: It was quite evident that the project managed to save lives and alleviate suffering through improving access to food, drugs and safe water. Clear impacts directly attributed to the project were - increase in enrolment and attendance, improved staff motivation, more time spent at school by teachers and nursing staff, and increased food security for the acutely vulnerable during the project period. Although capacity gaps and a capacity development plan could have been agreed between CAFOD and CARITAS from the onset, capacity of partners was improved in a number of areas including - improved skills for managing large emergency programmes, supply chain management especially warehousing and accounting for bulk food receipts, commodity movement, new M&E tools, capacity to do narrative and financial reports. Partners adopted the cash voucher system and reporting formats. These positive gains are however likely to be lost, if not lost already, since some of the key staff were laid off at the end of the project.
Lessons Learnt
The following were the main lessons drawn from the evaluation:
Skills transfer between partners during implementation of Emergency Relief Programmes needs to be carefully planned to maximise its effectiveness by taking into account specific needs of different Partners and management levels and local structures.
There is a tendency of relief-recovery programmes to focus more on tracking delivery of relief related outputs at the expense of tracking change brought about by the recovery component.
Organising relief work around community structures provides opportunities for building human capital assets and social networks for other future interventions. It also keeps local level staffing requirements for projects at a minimum.
In school feeding programmes, there are less obvious but longer term social impacts that go beyond simply relieving hunger of children.
It is important to adequately provide for vehicles from the onset of relief programmes to avoid erosion of the vehicle resources asset base, a situation that may compromise future capacity.
Key Recommendations
From the analysis of findings, conclusion and lessons learnt, the following key recommendations are drawn to provide suggestions for future consideration. CAFOD and CARITAS should:
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Seek to standardize, between Relief Partners, the approach to incentivising community level groups/individuals who participate in school feeding. Consider feeding fewer people over a longer period of time than feeding too many people over a few months and leave them expecting more. Seek to continuously improve skills for beneficiary selection as the standard approaches have fallen subject to manipulation by local leadership. Improve HIV and AIDs targeting through working with home based care givers. Devise means of incorporating the most vulnerable especially for interventions like toilets and gardens by facilitating pooled community labour to support them. In order to uphold humanitarian standards at all implementation levels, familiarize institution heads and feeding teams with the food aid standards as they form part of an important supply/distribution chain. New seed varieties should be promoted through not only training households in farming techniques, but also in handling and storage, food processing and promotion consumption Purchase water testing kits and train field team or EHTs in on-the-spot water testing to uphold minimum standards for clean water provision. Improve collection of baseline information in order to effectively measure change/impact especially from recovery activities. Indicators of impact should relate to nature of interventions. M&E officers should seek to identify less obvious and subtle long term social change brought about by relief interventions that simply reporting on obvious/expected improvements such as - improved access to food, drugs etc. Review M&E framework to include both relief and recovery indicators of change. There is too much emphasis on numbers reached and little mention of the change indicators. Monitor use rates of individual drugs to determine frequency and levels of subsequent drugs supply to avoid overstocking. CARITAS National office should have a strategy to maintain a core competencies team to carry over these skills to future emergency programmes. Skills could be drawn from partners some of who have managed to maintain key staff. Churches may need to consider establishing reserve funds for food and drug relief and enhance the capacity of CARITAS to operate of bridging funds between major projects. CARITAS National office needs to consider standardizing some of its policies and procedures across partners e.g. reporting systems and to monitor application of existing guidelines in order to improve inter-diocese coordination of future programmes. Future Humanitarian Assistance Programmes should continue to be designed around provisioning, protectioning and promotional activities. Whilst the period required to livelihoods interventions may exceed the life span of the main relief programme, critical activities for the livelihoods interventions should be identified early in HAP and adequately supported to avoid abrupt exit.
6 List of Acronyms
AGRITEX Agricultural Technical Extension CADEC Catholic Development Commission CI Caritas International CRS Catholic Relief Services CSB Corn Soya Blend DMO District Medical Officer ECC Early Childhood Centre EHHT Environmental Health and Hygiene Technician EHW Environmental Health Worker HAP Humanitarian Assistance Programme HBC Home Based Care M&E Monitoring and Evaluation OPH Old People’s Home PMT Project Management Team RDC Rural District Council TORs Terms of Reference VGF Vulnerable Group Feeding
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Contents
Acknowledgements ...... 2 Executive Summary ...... 3 List of Acronyms ...... 7 1. Introduction ...... 11 2. Background ...... 11 2.1. Overview ...... 11 2.2. Project description ...... 12 2.2.1 Goal and Overall Objective ...... 12 2.2.2. The Expected Outcomes and Outputs were ...... 12 2.2.3. Project Interventions ...... 12 2.2.4. Intended Results ...... 12 2.2.5. Period, Budget and Operational areas ...... 13 3. Terms of Reference ...... 13 3.1. Purpose of the evaluation ...... 13 3.2. Thematic areas and objectives of the evaluation ...... 13 3.3. Expected Outputs of the Evaluation ...... 15 4. Methodology ...... 15 4.1. Approach ...... 15 4.2. Main Information Sources ...... 15 4.3. Data collection Methods ...... 16 4.4. Review of documented literature ...... 16 4.5. Key Informant Interviews ...... 16 4.6. Key Informant Interviews ...... 17 4.7. Questionnaire Survey for beneficiaries ...... 18 4.8. Focus Group Discussions ...... 18 4.9. Observations ...... 18 4.10. Sampling ...... 18 5. Limitations to the Study ...... 19 6. Findings and Discussion ...... 19 6.1. Overall assessment of the Programme ...... 20 6.1.1.Targeting ...... 20
8 6.1.1. Relevance and appropriateness of HAP ...... 20 6.1.2. Effectiveness and Efficiency of Implementation ...... 21 6.1.3. Coverage ...... 23 6.1.4. Overall impact ...... 23 6.1.5. HAP Monitoring and Evaluation ...... 24 6.1.6. Adherence of HAP to Sphere Standards ...... 25 Table 2: A brief review of the adherence of HAP to the minimum standards in Disaster Response ...... 25 6.2. Feeding (School feeding, VGF, Old people’s Homes, Orphanages, Hospitals Staff & Teachers rations) ...... 26 6.2.1. School Feeding ...... 26 6.2.2. Vulnerable Group Feeding (VGF) ...... 31 6.2.3. Institutional Feeding (Orphanages and Old People’s Homes) ...... 35 6.2.4 Staff Rations ...... 39 6.3. Agriculture ...... 42 6.4. Water and Sanitation & HHE ...... 46 6.5 Support towards Essential Drugs ...... 50 7. Main Conclusions and Recommendations ...... 53 7.1. Primary School and ECC Feeding and ...... 53 7.1.1. Main Conclusions on Primary School and ECC Feeding ...... 53 7.1.2. Main Recommendations for School Feeding ...... 54 7.2. Vulnerable Group Feeding ...... 54 7.2.1. Conclusions of Vulnerable Group Feeding ...... 54 7.2.2. Main Recommendations for Vulnerable Group Feeding ...... 55 7.3. Institutional Feeding (Old People’s Homes, Orphanages and Hospitals) ...... 56 7.3.1. Main Conclusions for Institutional Feeding ...... 56 7.3.2. Recommendations for Institutional Feeding ...... 56 7.4. Provision of Staff Rations ...... 56 7.4.1. Main Conclusions for Provision of Staff Rations ...... 56 7.4.2. Main Recommendations for Staff Rations ...... 57 7.5. Supply of Vegetable Seeds ...... 57 7.5.1. Main Conclusions Supply of Vegetable Seeds ...... 57 7.5.2. Main Recommendations for Supply of Vegetable Seeds ...... 57 7.6. Water and Sanitation ...... 58 7.6.1. Main Conclusions for Water and Sanitation ...... 58 7.6.2. Main Recommendations for Water and Sanitation ...... 58 7.7. Supply of Essential Drugs to Health Institutions ...... 58 7.7.1. Main Conclusions for Supply of Essential Drugs to Health Institutions ...... 59
9 7.7.2. Main Recommendations for the supply of Essential Drugs to the Health Institutions ...... 59 7.8. The Overall Programme ...... 59 7.8.1. Main Overall HAP Conclusions ...... 59 7.8.2. Main Overall HAP Recommendations ...... 60 8. Lessons Learnt ...... 61 Annexes ...... 63 Annex 1: Terms of Reference (CAFOD TO INSERT SOFT COPY) ...... 64 Annex 2 List of Documents Publications Consulted ...... 67 Annex 3: Questionnaire for PMT and Implementing partners ...... 68 Annex 4: Questionnaire for Beneficiaries ...... 72 Annex 5: Questionnaire for key informants for different components of HAP/Sectoral Interviews ...... 73 Annex 6: List of people consulted and sites visited ...... 75 Annex 7: Table with consolidated data on planned and actual reach, variances, budget and expenditures for each component...... 79 Annex 8: Testimony from one school headmaster on impact of school feeding ...... 80 Annex 9: Work schedule for the Evaluation ...... 82
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1. Introduction
In January 2010 CAFOD and CARITAS Zimbabwe invited consultants to undertake an end of project evaluation for the project entitled Humanitarian Assistance Program initiated in February 2009. The programme came to an end in February 2010 and CAFOD decided to conduct an evaluation in order to understand the effectiveness, achievements of the project. The evaluation also aimed to generate lessons, to improve design of its future humanitarian strategy and to improve response to emergencies in Zimbabwe. This paper constitutes the whole report on the outcome of the evaluation which was a result of a 30 day desk and field research. The study involved the CAFOD and CARITAS National Project Management Team and implementing partners in 5 Dioceses, beneficiaries and other local stakeholders as resource persons. The report documents the findings and presents a set of recommendations for future areas of improvement of emergency assistance programmes. It is divided into 7 sections which outline in detail the background and context, methodology, findings and discussions, conclusions and recommendations. Other relevant information is annexed for cross referencing.
It was not a fault finding mission. It was instead designed to derive external independent opinion on the project’s performance, achievement and possible areas improvement. It also gave an opportunity for the project management and implementation team, beneficiaries and its stakeholders to reflect on the emergency programme, how it was implemented, the lessons learnt and to understand the levels of achievement and impact through an external evaluation.
2. Background
2.1. Overview
In response to the looming threats of food insecurity in Zimbabwe, CARITAS Zimbabwe carried out a nationwide food security needs assessment in October-November 2008. The needs assessment revealed a number of situations that warranted immediate humanitarian response to avert a looming potential disaster. This included food insecurity in households, hospitals and other institutions, low school attendance as a result of hunger, demotivated staff, poor sanitation resulting in cholera and other health risks among many. The situation was overwhelming for humanitarian players especially considering the NGO ban in the previous year that triggered the situation in most of these areas. Based on these alarming findings, CARITAS member organizations CAFOD, CRS and Trócaire supported CARITAS Zimbabwe in developing a humanitarian response programme in the areas of institutional feeding (including schools, hospitals and clinics, orphanages and old people’s homes), vulnerable group feeding, water point rehabilitation, sanitation improvement, hygiene promotion, provision of nutrition garden seed packs and support to health in drugs.
CARITAS Zimbabwe, with assistance from CAFOD, initiated and implemented the Humanitarian Assistance Programme (HAP) from the Emergency Appeal EA01/2009. The project description is given below.
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2.2. Project description
2.2.1 Goal and Overall Objective
According to the project document the goal of the project is to save lives and alleviate suffering of vulnerable populations in Zimbabwe as will be indicated changes in under 5 mortality rate. The overall objective is to prevent illness and death cause by hunger, preventable and treatable illnesses and waterborne diseases of vulnerable populations in Zimbabwe.
2.2.2. The Expected Outcomes and Outputs were To prevent illness and death caused by hunger targeting 164,212 people for improved access to monthly food rations and 88,841 for improved access to daily midday meal at school To increase household food production targeting 4,607 households for improved access to vegetable seeds and training. To reduce illness and death from preventable and treatable illness targeting 5,000 people for improved access to basic health care To reduce the incidence of waterborne diseases targeting 16,071 households for improved access to a sufficient quantity of water for drinking, cooking and personal and domestic hygiene.
2.2.3. Project Interventions
To achieve the stated objectives and expected outcomes, the programme was designed to achieve this through the following interventions:
o Supplementary Food Distribution: Providing monthly rations to vulnerable households, health centres, old peoples’ homes and orphanages o Support to Food Production: Providing seed packs and agricultural training to selected households o Support towards health care: Provision of essential drugs to health centres and providing incentives for health staff o Supports towards Water and Sanitation: Rehabilitation of water points, providing excreta depositing facilities (toilets) to households and schools, distribution of aqua tablets and hygiene promotion targeted at cholera prevention
2.2.4. Intended Results
The project expected to make impact in the following areas: o Increase in the quantity and quality of food being consumed by targeted population o Increase in household food production among target population
12 o Reduction in cases of preventable illnesses and increase in recovery rate from treatable illnesses among target group. o Reduction in cases of cholera and other waterborne diseases among targeted population o Improved enrolment of children in schools and the general functionality of the schools o Improvement in motivation levels of staff in health centres and schools and general functionality of the institutions
2.2.5. Period, Budget and Operational areas
The project was designed to operate for 7 months between January 2009 to July 2009 in 8 Catholic Dioceses of Bulawayo, Hwange, Chinhoyi, Gokwe, Gweru, Harare, Masvingo and Mutare. The total project budget after review was GBP3,786,068.02.
CAFOD provided facilitation and technical support to the project whilst CARITAS Zimbabwe, through its network of partners, was the implementing partner.
3. Terms of Reference
3.1. Purpose of the evaluation
The evaluation was conducted as to fulfill the accountability requirements of CARITAS Internationalis and of the institutional that contributed to the CI appeal. It was also designed to provide an independent view of the project’s achievements. In addition the evaluation was designed to capture the lessons learned from the implementation of the EA01/2009 programme in order to help CAFOD and CARITAS Zimbabwe to: Guide future decisions on the humanitarian strategy for Zimbabwe Improve response to emergencies
3.2. Thematic areas and objectives of the evaluation
The evaluation was based on seven thematic areas each with overall objective specifies as below:
1. Relevance/appropriateness To assess whether the response is in line with local needs and priorities.
2. Connectedness To assess whether short-term emergency activities are carried out in a context that takes longer-term and interconnected problems into account (i.e.: coordination, sustainability).
3. Coherence
13 To assess whether there is consistency with relevant policies and in particular whether humanitarian and human rights considerations are taken into account (i.e.: conflict sensitivity, protection, and other CAFOD programmes)
4. Coverage To assess whether the major population groups including the most vulnerable are reached, providing them with assistance and protection proportionate to their needs.
5. Efficiency To measure the qualitative and quantitative outputs achieved in relation to the inputs and compare alternative approaches to see whether the most efficient approaches were used.
6. Effectiveness To measure the extent to which an activity achieves its purpose or whether this can be expected on the basis of the outputs.
7. Impact: To look at the wider effects of the project (social, economic, technical and environmental) on individuals and groups (gender, age groups, communities and institutions).
In addition to the above the evaluation was required to make the specific investigations and conclusions on the following issues: i. the extent to which proposed objectives and outcomes have been achieved ii. the extent to which the Code of Conduct and Sphere Standards have been respected iii. the level of involvement of and accountability to beneficiaries iv. the extent that past lessons or recommendations have been fulfilled
Regarding each component of the project, the following specific questions needed to be answered:
1. Beneficiary inclusion: o To what extend did the work take into account the needs and concerns of beneficiaries? Were the needs of the most vulnerable addressed? o To what extent were beneficiaries (women and men) involved in the planning and execution of the programme? o Was input from beneficiaries used to appropriately change/improve the project? 2. Stakeholder Involvement and coordination o Were CAFOD and CARITAS Zimbabwe able to coordinate effectively with the relevant stakeholders involved in the implementation of health services, including local authorities, UN cluster, and other health services providers? o In particular, how does CARITAS Zimbabwe’s approach compare to other service providers? o Does accountability to beneficiaries, coordination with stakeholders and cost- recovery planning guarantee the sustainability of the project’s impact?
14 3.3. Expected Outputs of the Evaluation
The consultant was required to submit a report not more than 15000 words consisting of the following: o Executive summary and main recommendations (tentatively 4 pages) o Commentary and analysis addressing the issues raised in the TOR o Conclusions and Recommendations including specific suggestions for taking forward lessons learned (specifically targeting CAFOD, CARITAS Zimbabwe and CI) o Evidence for the beneficiaries’ feedback
4. Methodology
4.1. Approach
The study employed a predominantly participatory approach involving the project implementation team in Harare and in 5 Dioceses and all categories of stakeholders in the project. The evaluation was also deductive especially in situations where conclusions had to be based on broad narrative responses, observations of behaviors and trends. The consultant also explored how extremely vulnerable groups and orphans have been targeted. The information on which conclusions were based was both quantitative and qualitative.
The approach was also largely guided by the requirement for the consultant to review adherence of the project Sphere Standards. The consultant made reference to the minimum standards throughout the evaluation.
4.2. Main Information Sources
The main information sources for the evaluation were people and documents from the various categories below:
Project documents and related literature CAFOD Management CARITAS Management CARITAS teams in Harare, Mutare, Chinhoyi, Gweru and Gokwe Dioceses Selected households and community groups in the project sites Community leaders (councilors, chiefs and village, ward committee members) Rural District Council representatives Ministry of Education, Schools and ECCs Health Facilities – District Hospitals and clinics Homes for Old People and Orphaned Children AGRITEX
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4.3. Data collection Methods
The main methods for data collection included, (i) Review of documented literature; (ii) Key Informant Interviews, (iii) Questionnaire interviews with individual beneficiaries and (iv) Observations. Each of the methods is described below.
4.4. Review of documented literature
The list of documents consulted during the study is annexed in Annex 2. Below are the broad categories of the documents consulted: Project document and log frame Project Budgets Periodic reports from Implementing partners and CAFOD Baseline assessments M&E documents School records Hospital and Clinic records Airway bills and delivery records Registers maintained by local leadership MOUs with Partners
4.5. Key Informant Interviews
The main methods for primary data collection were semi-structured interviews conducted with key informants and questionnaire surveys. Key informants were drawn from the list in Table 1. The questionnaires used are in Annex 3 (Implementation Team), Annex 4 (Beneficiaries) and Annex 5 (Sectoral interviews)
Although the questionnaires took various forms and were sectoral in a sense, they were designed to collect information based on the standard thematic areas of the research. The key thematic issues maintained in all questionnaires included: o Beneficiaries Selection o Beneficiary and other stakeholders involvement o Efficiency of Coordination and Implementation o Effectiveness of Implementation o Connectedness, Coherence o Extent of achievement of results o Extent of achievement of Impact o Sustainability issues o Lessons Learnt o Areas of improvement o Recommendations for future interventions
16 In total 231 people participated in the study, of which 190 were beneficiaries from 47 sites in 5 Dioceses. 59% of the beneficiaries were women.
Table 1: Categories and numbers of people consulted.
Respondent Category Numbers Interviewed Emergency Board 4 CAFOD Staff HQ 5 CARITAS National Team 5 CARITAS Harare Team 2 CARITAS Mutare 3 CARITAS Chinhoyi 3 CARITAS Gweru 7 CARITAS Gokwe 4 Old People’s Home Staff 4 Beneficiaries 6 Children’s Home Staff 2 Beneficiaries 16 Hospital Staff Admin & medical staff 10 Pharmacists 4 General Nursing Staff 15 Schools Staff 14 Beneficiaries 34 Beneficiaries VGF 17 Gardens 21 Orphans 16 Old People 6 School Children 34 Nursing Staff 15 School Teachers 14 Toilets 10 Boreholes 11 Pump minders 6 Council/ DA Offices 10 Ministry of Education 1 Non Beneficiaries VGF 11
The name list of people consulted is in Annex 6
4.6. Key Informant Interviews
These interviews were designed to collect information from individuals who the consultant thought had key information for the study. Key informants were drawn from the CAFOD and CARITAS staff members and all other stakeholders (listed in Table 1 above) who either participated or made decisions related to the project. A total of 231 key informants were interviewed 87% of which were non CAFOD or CARITAS staff.
17 4.7. Questionnaire Survey for beneficiaries
These were administered to individual beneficiaries. Interviews with individuals were considered to be more effective than focused group discussions with beneficiaries for the following reasons:
(i) Most of the interventions were targeted at specific households and not groups. (ii) Focused group discussions tend to generate biased responses most of which are based on cohesion (iii) The approach was meant to minimize peer exchanges prior to contact with evaluators, there was supposed to be no prior community mobilisation which usually gives communities no time to rehearse (iv) The period during which the field visits were conducted was farming season and most people were working in the fields, it was perhaps going to be difficult anyway to bring people together
4.8. Focus Group Discussions
Two focused group discussions were held with non project beneficiaries and pump minders. This was necessary especially for the non beneficiaries who gathered in large numbers in anticipation of good news from CARITAS.
4.9. Observations
The consultant visited 47 sites. These included gardens, homesteads, water points, pharmacies, cooking areas, and storerooms. The main aim was to ascertain the visible outcomes of the project interventions, assess sustainability and to view other supported activities to improve livelihoods that communities are engaged in. The consultant also took this as an opportunity to review relevant documents in institutions (e.g. clinic records, stock cards, waybills, beneficiary registers, enrollment figures etc) and community records and other documents.
4.10. Sampling
Sampling was a factor of accessibility, time frame and nature of intervention. Given the 30 day period and an agreed 10 day field visit period, it was impossible to visit all the project areas. The consultants therefore adopted stratified sampling where the field visits were designed to ensure that all categories of interventions and target groups were included and that most dioceses participated in the evaluation. Annex 6 provides a breakdown of the sites visited. The consultant made sure the following were included in the sample:
i. All types of interventions ii. At least two wards per dioceses Urban and rural based interventions iii. A representative sample of Implementing Partners iv. A representative sample of District level stakeholders v. A representative sample of local level leadership
18 The consultants made reference to literature for the sites that could not be reached.
With this sampling approach, the consultant is confident that the number of participants in the interviews and FGDs were a representative sample.
5. Limitations to the Study
The study had the following limitations:
1. In the limited time it was impossible to cover the vast area covered by the project. The situation was made more complicated by the bad roads and flooded rivers due to the persistent rains. Consultants therefore had to sample sites according to the sampling approach outlined in section 4.10. With this sampling approach, the consultants are confident that the number of participants in the interviews was a representative sample. 2. The study was conducted during year beginning, on the onset of the rains and the farming season. Most beneficiaries were busy in their fields. The design of the one on one interviews with beneficiaries meant that communities could not be mobilized in advance and consultants had to resort accessing beneficiaries from clinics or other public meetings. 3. The evaluation was conducted when some of the components had been concluded and contract staff already laid off. The consultant requested the various CARITAS offices to contact some of the key laid off staff to come for brief meetings. In some Dioceses it was not possible. Gweru and Chinhoyi however managed to recall staff for brief interviews. 4. The evaluation was conducted during the national teachers’ strike. A few of the schools visited had few children and a number of teachers were absent. The partners had however made necessary arrangements to access the teachers responsible for feeding. The kids were taken from a smaller sample in the few schools affected by the teachers’ strike.
Despite these challenges, the study was successfully conducted and the quality of output was not compromised. The consultant is confident that adequate mitigatory measures were taken and that the data sources and key informants were relevant, reliable and gave accurate data on which to base findings, conclusions and recommendations.
6. Findings and Discussion
Introduction
This section presents the findings and discussions. Findings are presented for each Component following the thematic areas outlined in 3.2. The section begins with a presentation of the broader findings on HAP programme design and implementation. This section is then followed by findings and discussions for each of the components in the following order:
o Feeding (School feeding, VGF, Old people’s Homes, Orphanages, Hospitals and Staff rations) o Agriculture – supply of vegetable seeds o Water and Sanitation
19 o Support towards Essential Drugs
As far as possible, the evaluation makes reference to sphere standards and derives lessons learnt from implementing each component.
6.1. Overall assessment of the Programme
6.1.1.Targeting
Although the 2008 Needs Assessment had identified areas that could be targeted by HAP, the project had to redo targeting for a number of reasons namely: Funds were not guaranteed in total from the start, due to the nature of appeal funds came in irregular batches. Other donors ear marked their funds to specific components and dioceses Other partners had gone into selected wards earlier than HAP, which then had to be moved to avoid duplication There was political influence in some areas especially in Mashonaland West where each party felt HAP should be equitably implemented between wards of the two main political parties. Some areas were traditionally shunned by emergency partners due to inaccessibility (e.g. Mukohwe valley in Makonde District). HAP moved in to assist these areas. The implementing team carefully took these factors into consideration and consulted stakeholders in the process. Stakeholders were satisfied with the selection of the wards and felt that HAP’s targeting was good.
6.1.1. Relevance and appropriateness of HAP
An assessment of the whole programme revealed that the design of the programme was suitable for the nature of crisis that had been identified in the needs assessment. In many ways the design of the response acknowledges the differing vulnerabilities and incorporates them in the range of interventions adopted. It provided both the provisioning and protection mechanisms and interventions that addressed basic human needs and right to life with dignity.
The goals and objectives were realistic and achievable given the set of interventions designed to achieve them. One of the strong areas noted was the general participatory approach that the programme adopted in identifying the needs, targeting project areas/wards and selecting beneficiaries for the various interventions. One area that was identified as an area of improvement was the design of the specific responses. This applied to a number of components which will be discussed below.
There are a number of areas of improvement in the design of the programme noted by the consultant and respondents. These include
20 (i) The objectively verifiable indicators for the purpose/overall objective could have been more specific/quantifiable e.g. to what extent did the project intend to increase the quality and quality of food being consumed; increase household food production or cases of cholera and waterborne disease. (ii) The interventions were too many and spread too thinly and could have been narrowed to a few areas. Whilst it is understood that the interventions were designed to respond to the wide range of needs identified in 2008 and to achieve equity and fairness, interventions like VGF could have been streamlined to fewer dioceses and wards, humpers earmarked for fewer institutions. WATSAN was implemented in fewer dioceses and it achieved relatively better coverage compared to other interventions. (iii) The onset of the programme was delayed, and beneficiaries felt that some interventions were mistimed.
6.1.2. Effectiveness and Efficiency of Implementation
Timeliness: There was a 3 months delay in starting the project. Staffs were recruited as early as February and procurement started in March. Because financial disbursement was based on pledges launch dates of some of the components had to be shifted. By the time some components started a lot of had changed especially the vulnerability situations in many localities. There was need to redo selection of wards as other emergency partners had targeted the same wards earlier identified by HAP.
Many stakeholders felt that food aid was launched just after the harvest when normally most of the partners would have suspended activities due to the harvest period. The month during which food insecurity sets in marginal areas is August. This was particularly true for VGF in Gokwe.
Stakeholder engagement: An overview assessment of the whole programme revealed that the programme was overall effectively implemented and coordinated. The programme engaged the relevant stakeholders on roll out and in the final targeting and beneficiary selection. Implementing partners managed to mobilise the relevant skills to implement the interventions.
Technical support and training for implementation teams: Participants felt relevant technical support and training was provided throughout the project period. A few however felt, project support visits were too few and too brief resulting in some changes to reporting systems being implemented too late in the programme.
One of the positive outcomes of the technical support and training during the tenure HAP was improved reporting systems for all IPs. The Dioceses also adopted some reporting formats including the cash book system.
Application of financial resources under HAP:
21 Financing towards the project was generally viewed as sufficient especially looking at the previous programme and the annual budgets of the specific dioceses in other areas. In most Dioceses, HAP budget constituted above 75% of the total 2009 budgets of individual budgets.
The allocation of resources was also fairly distributed between the project components. The turnaround for funds requests was short and exceeded expectations of all the finance personnel interviewed. All dioceses had positive regard of the procurement system (bikes being an exception). The positive aspects of procurement were its centralisation and the transparent tender system. The project also supported 100% salary for the project team to ensure staff commitment.
Regarding the application of funds, various partners interviewed felt that this aspect could be improved in the following areas: (i) The purchase of project equipment, particularly vehicles. Many felt the resources towards this budget were poorly applied in the sense that the expected vehicles were not bought as originally planned. In addition, the motorbikes bought were not appropriate for some of the operational areas. Non purchase of vehicles was justified poor funding. (ii) Implementing Partners would have appreciated more coordinated budgeting and planning. Many called for more transparency on the way the allocated funds were spent and what the final levels of expenditure for each Diocese were at the end of the project. It is the view of the consultant that although budgets were distributed to Dioceses, most procurement was centralised at Head Office for ease of management, efficiency and regularisation. (iii) In addition to this, a number of partners felt that the financial reporting systems were changed several times throughout the project period, resulting in confusion at some point
There were a number of common challenges faced by finance personnel in all dioceses. These included the (i) GBP and USD exchange rate management especially for the day to day transactions, (ii) the reporting formats that kept changing resulting in many having to recapture data for purposes of reporting and the multi donor requirements. 2Cost effectiveness (this still needs verification) See Annex 7 By the end of the project in Feb 2010, HAP benefited about 353,000 beneficiaries in total and had spent a total of GBPxxx. The cost per capita is GBPXXX per month. Comparing with the cash transfers average of 8USD/month, this approach is cost effective.
Coordination and Communication: All the dioceses had high regards of the effectiveness in which CAFOD coordinated the project especially given the fact that the interventions were varied, the programme had multiple-donor support, budgets and accountability requirements were huge and demanding and that the programme had started late. 3 out of the 5 Partners interviewed however felt that CARITAS National Office could have taken a more leading role in the coordination of implementation than it did, whilst CAFOD could have taken more of a design, monitoring and reporting role. Some felt CAFOD was not supposed to direct Dioceses directly
2 The final expenditure figures were not available at the time this evaluation was concluded hence cost efficiency/effectiveness of the project could not be analysed.
22 whilst some felt, it was necessary given the capacity of the CARITAS National Office. More specifically they expected instructions to come through the CARITAS national office and in turn report progress through the same office. It was the conclusion of IPs that perhaps the National Office still needed more capacity to manage and coordinate implementation of projects of this magnitude. The Terms of Reference between CAFOD and CARITAS National provide very clear operational guidelines which, in the view of the consultant, were largely adhered to.
Despite this view, the general conclusion was that coordination and communication was effectively done particularly in instances were quick and firm decisions had to be made e.g. on redistributing food and drugs or destroying expired food staffs, or controlling expenditure in the face of a reduced budget.
6.1.3. Coverage Geographic coverage was fairly spread across the country taking good advantage of strategic locations of CARITAS Partners. Attention was fairly spread between rural and urban disadvantaged communities. Given the fact that 5.1 million were estimated as food insecure in 2008, the anticipated project reach of close to 353,311 monthly people benefiting from the project, it can be crudely estimated that the project reach was 7%.
Reach for each component is discussed separately.
6.1.4. Overall impact
Impact on beneficiaries: The overall impact of the whole programme is here being assessed at purpose and goal level. Although the higher level impact related to the goal i.e. under 5 mortality rate could not be ascertained, it was quite evident from the interviews and records from clinics and hospitals that the project managed to save lives and alleviate suffering through improving access to food, drugs and safe water. Clear impacts directly attributed to the project were - increase in enrolment and attendance, enrolment increased by an average of 15% whilst attendance was over 95% in most schools visited. There was improved staff motivation and more time spent at school by teachers and nursing staff. There was also evidence of increased food security for the acutely vulnerable during the project period, there was a record of one child at St Agnes orphanage in Gokwe who recovered from severe malnutrition. Cholera cases were lower in 2009/10 rainy season. Many beneficiaries in areas that benefited from toilets and cholera tablets link this to HAP. The consultant could not ascertain this due to many other interventions adopted by Government to combat cholera including mass media campaigns.
Impact on the capacity of CARITAS Partners (a) Emergency projects management skills Capacity of implementing partners was noted as a major challenge in implementing the programme. Capacity building was therefore a major focus of the partnership between CAFOD and CARITAS Zimbabwe. Although all CARITAS partners indicated that the partnership could have agreed from the onset on clear capacity gaps, capacity building areas and a capacity development
23 plan, they all acknowledged the positive impact HAP had on their capacity to implement similar projects in future. The following positive outcomes were noted: (i) Improved skills for managing large emergency programmes (ii) Supply chain management especially warehousing and accounting for bulk food receipts, commodity movement (iii) New M&E tools for various emergency programme components (iv) Financial and Narrative Reporting formats (v) Cash voucher system, adopted in the mainstream system by 4 of the Dioceses (vi) Support to the health sector was a new component in all dioceses visited – this exposed CARITAS to health sector issues such as drugs (vii) Accountability and adherence to stringent reporting conditions as a discipline
These positive gains are however likely to be lost, if not lost already, because some of the key staff were laid off at the end of the project.
(b) Resources and Assets The main assets bought by HAP for IPs were computers and motorbikes. All partners indicated that HAP had had a negative impact on its vehicular assets. One partner gave evidence of vehicles that had deteriorated as a result of the project. They pointed to the fact that their resource base (hence capacity to support future programmes) was now compromised. Emergency programmes usually have massive overheads. They are generally viewed as erosive by nature due to (i) design of budgets by the funders and (ii) their vast coverage and intensity in demand for resources over a short period of time. The reduced budget and the manner in which funds were accessed by HAP through the irregular pledges also worsened the situation. The project had to give priority to food items and drugs over purchasing of assets.
(c) Administrative Procedures CARITAS Dioceses are independent autonomous institution as a result they operate on different policies and procedures. The different procedures, particularly the HR policies, made it difficult for the project to apply a standardized system for remuneration of staff and travel and subsistence for staff notwithstanding the fact that HAP had standardized its budgets across the dioceses.
Impact of HAP on existing Programmes
HAP in many dioceses managed to strengthen existing programmes e.g. PRPII and other livelihoods programmes. Dioceses were able to use existing skills, diversify support to communities. Other Dioceses like Gokwe also benefited immensely from the previous Emergency Food Security Programme.
6.1.5. HAP Monitoring and Evaluation
24 The overall M&E system was evaluated in terms of its design, effectiveness of implementation and application in project management. The M&E function was effectively coordinated between CAFOD and CARITAS. Staffs from both partners were highly skilled in implementing M&E, monitoring and supporting the application of data collection tools by partners, compiling reports and documenting case studies. The Log frame and the related M&E framework were largely appropriately designed to provide a sufficient guidance to M&E. Goals and objectives were realistic and the means to achieve the objectives (i.e. the components and related activities) were appropriately designed. Comprehensive tools for monitoring were designed for each component and staff appropriately trained and supported to apply the tools and collect information. Some of the observations on related to the M&E system include the following: (i) The field team complained that they were being overwhelmed by too many data collection tools (ii) Poor timeliness of submission and poor accuracy of reports implied capacity gap (iii) Need for training of dioceses in capturing and processing M&E data in Access or SPSS so that they submit processed data (iv) Good tracking of outcomes and detailed analysis of trends over the project period but very poor tracking of results and change from the livelihoods interventions (v) Indicators could have been more specific to the nature of change/impact in a few areas especially those that are related more to recovery. (vi) Similarly, important baseline information was missing. (E.g. meals per day, distances from water point, number of toilets per ward etc). (vii) Support visits to dioceses enabled the management team to directly support weak areas of the project. Partners however felt contact time could have improved.
6.1.6. Adherence of HAP to Sphere Standards The whole programme was assessed based on the minimum standards applicable across all sectors. These relate to Participation, Initial assessment, Response, Targeting, Monitoring, Evaluation, Aid Worker Competencies and Supervision and management. The table below summarises the views of the consultant on adherence to these minimum standards
Table 2: A brief review of the adherence of HAP to the minimum standards in Disaster Response
Minimum Standard Assessment by Consultant
Participation: Did the affected population participate in Needs assessment was consultative at all levels, design the assessment, design, implementation, monitoring and of interventions largely directed by PMT, evaluation of the assistance programme?
Initial Assessment: Does the needs assessment of 2008 The assessment was thorough in analysis and provide a thorough understanding of the situation and an stakeholders were consulted analysis of threats to lives, dignity health and livelihood? Were relevant authorities consulted?
Response: Was the response based on a clear position The needs assessment revealed lack of capacity of of inability of relevant authorities to meet the needs? relevant authorities to respond.
25 Targeting: Was assistance provided equitably and No evidence of discrimination was noted, targeted impartially provided and were these based on the disregarded tribes, religious background or gender. vulnerability and needs of individuals or groups? Interventions respond to issues raised in the assessment. Selection of beneficiaries based on vulnerability and needs. Timing could have been improved.
Monitoring: Was the programme implementation and There is evidence of close monitoring of implementation related changes monitored and findings applied to and adjustments made to implementation. Drugs support improving the programme? was not flexible as evidenced by continued supply of the same drugs supplied by other institutions like UNICEF.
Evaluation: Was there systematic examination, lessons Lessons and success stories recorded. Quarterly reviews drawn to improve policy and accountability and follow up visits were conducted
Aid Worker competencies and responsibility: Was The teams interviewed had relevant skills and HAP planned and implemented by staff with appropriate competencies to manage the project. There were qualification and attitudes. strategic partnerships established at district and local level to address the technical skills and outreach capacity gaps
Supervision, management and support personnel: Did Relevant support provided through the CAFOD-CARITAS workers under HAP receive supervision and support for implementation partnership. This included monitoring effective implementation visits, training and feedback on reports.
6.2. Feeding (School feeding, VGF, Old people’s Homes, Orphanages, Hospitals Staff & Teachers rations)
Design
The feeding component was multifocused. It was designed to address hunger in most vulnerable households, old people’s homes and orphanages by providing dry rations. In addition to this, hospital staff and school teachers received rations as a form of incentives. An assessment of the design of the feeding component reveals that the design largely adhered to the minimum sphere standards for food aid in terms of quality (rations that provide energy, protein, fat and micronutrients) and quantity. In instances were standards were missed, such as the CSB porridge for schools quantity per child, the PMT adjusted the anomaly.
6.2.1. School Feeding
Respondents in this component consisted of children school teachers in charge of the feeding and school headmasters. Views from the project management and implementation team are also discussed.
Relevance/appropriateness
School feeding was viewed by all respondents as highly relevant. In 2008 a number of families experienced severe food shortages that affected attendance of children in schools and their
26 participation in class and in extracurricular activities like physical education and sports. Signs of the effects of hunger were noted as fainting, absence, stealing of each others’ food and hunting wild fruits. At least 200 cases of school children fainting at schools were reported in the assessment report. All this had affected the smooth function of schools. As alluded to by one headmaster “feeding came as a painkiller as everyone was at pains to try make the whole system function”. The intervention therefore met the needs and concerns of beneficiaries.
Targeting, Beneficiaries Selection and Inclusion
Targeting was largely based on the 2008 needs assessment. RDC stakeholders from the Ministry of Education and Councils also participated in selecting the schools. It was however the view of many respondents in Gokwe, that the feeding should not have included urban schools as most of the kids in the school were not vulnerable or had recovered by the time feeding started. Most children Gokwe St Agnes School refereed to incidences where some children stayed in class during feeding and some taking a few teaspoons and throwing away the rest. The consultant is also of the view that selection of schools could have been more refined.
Beneficiary and Stakeholder Participation
Designing the intervention: 90% of the beneficiaries indicated that they were not given a chance to define the nature of assistance they required. CARITAS simply advised the schools that they would supply porridge for 6 months. 19% indicated they would have chosen fees and books at the time assistance came whilst 81% thought, although they had not been consulted, porridge was appropriate. The 19% thought school fees, uniforms and stationery were the most persistently pressing issues.
Participation of men and women: Participation of men and women in the planning and implementation of school feeding was noted in all sites visited. Male and Female teachers played an equal role in supervising feeding. The School Development Committees were also involved in planning and implementing including setting up feeding teams from parents. The parents, mainly women, participated in cooking, washing pots, fetching water and gathering firewood.
Input from beneficiaries was sought through monthly visits conducted by the field teams. One of the changes resulting from such feedback was sugar content of the porridge and the size of ration per child. Most respondents indicated that the sugar content of some of the batches delivered towards the end of project were sweeter, an indication that the team responded to the feedback. The ration per child was halved midway through the project to correct the anomaly in the initial estimation.
Participation of the vulnerable: By virtue of its design where all children in the school were fed, it can be concluded that the intervention adequately covered the most vulnerable including the poorest, orphans and the childe headed households.
Coverage
27 The project covered 167 primary schools and 51 ECCs reaching a monthly average of 73,071 and 3,072 children respectively (Annex 7). RDC stakeholders felt HAP had an impressive coverage of schools. The most vulnerable children were reached by virtue of the fact that feeding was for all children in the school.
Efficiency
Planning and implementation: 100% of respondents from primary schools indicated that the project was efficiently executed by CARITAS. The supply chain system was effectively applied, delivery of food was timely, though erratic in some areas, all relevant staff and parents were trained in food preparation, stock management and reporting, there was efficient support by environmental health workers (EHTs) and CARITAS field staff visited monthly to monitor the project and to collect reports. 74% of the respondents also thought the intervention was timely.
Management and decision making: The field team interviewed expressed satisfaction with the management of the whole component by the PMT. They indicated that staff were recruited in time, procurement systems were put in place and all relevant staff trained in stock movement and accounting was effective at all levels. The PMT was acknowledged as quick in decision making and responding to issues. The quick redistribution of excess porridge resulting from the 0.333g/child over estimation, and the distribution of dry rations in November to cater for school terms were cases in point.
Human resource allocation: The relevant staff were recruited in time at all levels in the supply chain. The field team however thought the project could have recruited more staff in the dioceses to manage and monitor food distribution. All the dioceses interviewed mobilized staff from other projects to assist during distributions.
Vehicles and other resources: The failure of the project to purchase vehicles due to budgetary constraints hampered movement of staff for project monitoring. This affected efficiency in most projects. Motor bikes alleviated the situation although all dioceses were not happy with the performance.
Inputs and output analysis: 3A total of 73,071 primary school children and 3,072 ECC children were fed monthly with 150grms per child per day for 22 days a month for 7 months. Close to 1,407 metric tonnes of CSB porridge was bought for distribution to schools at a cost of GB627417.67. This gives a per capita expenditure crude estimate of GBP8.25 per child for 7 months (this is based on the budget figure and not the actual expenditure). This figure excludes transportation and administration costs which are estimated at 10% of the cost.
Effectiveness
Effectiveness of feeding was assessed in terms of adequacy and the extent to which the purpose was achieved. 91% of the respondents were of the view that the intervention was effective and had attained its purpose. The purpose was to afford all primary and ECC children with a mid day CSB
3 Input and output analysis needs final expenditure figures for a comprehensive analysis
28 porridge amounting to 150 g/day. Although the targeted amounts were achieved and were in line with the Sphere Standards, 12% of the children felt that the rations were not adequate. This was common in rural areas among children from Grade 5 and above, some of whom indicated they would have preferred rice which is more filling.
The School Development Committee was effectively organized by teacher-supervisors to deliver the porridge everyday of the feeding programme.
Effectiveness was however hampered by absenteeism due to non payment of fees, cotton picking in Mwenezi district and winter in some areas in Mutare Diocese according to project reports. Refusal of admission by school administration in most schools in August resulted in marginalization of the poor. In Matoranjera School, Chinhoyi Diocese for example, school enrollment dropped from 476 to 304 during the period when school fees was demanded resulting in excess feed. This was until CARITAS intervened and urged schools administration to allow children to feed despite.
Extent of achievement of Outputs
Table 2: A summary of extent of achievement of planned targets for School Feeding Component (Also see Annex 7)
Institution # of Schools Number of Children Planned Achieved Variance Planned Achieved Variance Primary 176 167 -5% 65,705 73,071 11.2% Schools ECC 50 51 2% 3,572 3,072 -14% Total 226 218 88,841 76,094
The variances in the above table was explained by the following:
Some of the targeted schools were removed after realizing that they had been targeted by other agencies e.g. Bulawayo where CARITAS and World Vision shared schools, hence a negative variance of 5% on schools covered. The district education officers were malfunctioning at the time of planning resulting in improper information on enrollment in some instances Estimates were based on enrollment and not actual attendance. In many cases the later turned out to be lower in others these were higher. Other school administrations worsened the estimates by inflating the enrollment figures.
These variances warrant an improvement in the targeting and selection process in future. It is recommended that in future, the field teams should verify figures in each school before the programme starts especially when there is a long gap period between needs assessment and project implementations.
Connectedness
29
On whether the beneficiaries viewed the intervention as connected to long term and interconnected problems, all beneficiaries indicated that the intervention was poorly connected, and had no sustainability consideration. The intervention provided a short lived solution although a few noted that there was reasonable nutritional consideration and that mal-nutrition problems for a few children, particularly those suffering from HIV/AIDS could have had gained medium term solutions.
However, beyond this intervention, the nutritional gardens had potential to benefit a few school children whose parents were supported with vegetable seeds.
Coherence
Every care was taken not to duplicate activities by different agencies in the same ward. In some instances Chinhoyi and Mutare Dioceses had to revise their targeting to take into account existing projects by other agencies. In areas where the CAFOD LPPZ was being implemented, synergy was established between interventions to create a livelihoods integrated programme. Some Dioceses e.g. Gokwe and Bulawayo manage to support wards in a more holistic manner providing both livelihoods provisioning and protection support.
The intervention was consistent with the national and international guidelines on humanitarian assistance. The political sensitivities associated with Food Aid were taken into account through working closely with the meso-level actors and consultations with councilors and traditional leaders. The intervention also adhered to the minimum standards for disaster response laid out in the Sphere Charter.
Impact:
Specific and wider effects of the project were many, albeit mostly short lived. A report from one of the school headmasters of the project in Annex 8 demonstrates the level of appreciation of the impact by the beneficiaries. Impacts noted from a number of schools were documented in reports and case studies during the course of the project. Some were generated during the evaluation: These are:
Improved enrollment and attendance: An analysis of responses from most schools visited revealed that enrollment improved by around 4-10% in primary schools and 20-30% in ECCs. Chiwundura primary school had an exceptionally high increase of almost 90% (from 244 to 465). Feeding had an effect of attracting children from adjacent schools. To further attribute this effect to the project, a number of schools indicated that they experienced a drop in attendance in January 2010 after the withdrawal of feeding. E.g. By the time of the evaluation, Bumhira Primary School in Nyanga had experienced a drop from 555 in Dec 2009 to 549 in January 2010. The school head indicated that these 4 of these students had stopped coming to school because there was no feeding. A sister of one of the students also confirmed. However, this figure was too low to attribute this to no feeding. Reintroduction of physical education and sports in most schools No fainting in class, reduced incidences of headaches and other hunger related illnesses Increased attentiveness and concentration span in class by students
30 Reduction in hunting for wild fruits and related risks of such activity Increase in the number of meals per day and supplementation of protein
Challenges experienced with School Feeding
A number of challenges were experienced. These included:
Demand for incentives by cooks. In Bulawayo and other sites where World Vision was operating a similar intervention, cooks were given monthly food hampers as incentives. There is need for the PMT to bring the issue of incentives to the Food Aid Coordination National Committee and lobby that partners regularize their approach to engagement of parents in cooking. Some schools adopted a duty roster system where parents from different villages were assigned duties to cook. This rotational system had its own challenges related to conformity to standards and recording systems and complications in delivering health and hygiene training.
Some schools had limited access to safe drinking water and required school children and parents to fetch water a distance from the school. The PMT should consider prioritizing borehole repairs in selected schools.
6.2.2. Vulnerable Group Feeding (VGF)
Respondents in this component consisted mainly of household representatives who participated in a household questionnaire survey consisting of 23 beneficiaries. 2 FGDs were conducted with non beneficiaries in Nyanga and Gokwe. Of the 23 beneficiaries, 65% were women. Views from the project management and implementation teams are also discussed.
Relevance/appropriateness
Vulnerable group feeding was viewed as very relevant by 83% of the respondents and appropriate given the food insecurity situation in 2008 and 2009. The needs assessment report reveals that a number of families in 2008 were starving as a result of poor harvests, absence of food on the shelves and limited capacity of households to secure food. Some partners however indicated that although VGF was highly relevant, its poor timing made relevance low in some areas especially in Gweru. VGF was initiated in April during harvesting season. During this period some households who had earlier been identified as food insecure, had harvested some grain that could sustain them for a few more months. Vungu district and some wards in Gweru Diocese were viewed as not food insecure during the period of the launch of VGF.
Targeting, Beneficiaries Selection and Inclusion
31 Targeting of districts and wards was done in consultation with the district stakeholders and in line with the Red Cross red zones and the 2008 needs assessment report. It was estimated that approximately 60% of the vulnerable group population in the selected wards benefited from VGF.
Selection was done through PRAs, and was based on food insecurity status of the household and social indicators like illness, orphan care, disability, number of dependencies and old age. Beneficiaries felt it was fair and transparent whilst non beneficiaries, in Nyanga and Chinhoyi, felt it was unfair a process that needed improvement. The challenges facing beneficiary selection were confirmed by most members of the field team. Some respondents felt that traditional lists were being used from one organization to the other resulting in the same households benefiting from year to year. They felt the system of public participation when selecting beneficiaries had been done so many times now and had fallen subject to abuse, was now systematized and shrouded with a lot of hidden politics. Others non beneficiaries felt some households were vulnerable not because of external circumstances but because they were perennially lazy. In some villages, the result was resentment of beneficiaries.
A number of respondents indicated that village heads could not be barred from benefiting. In most sites visited village heads were beneficiaries in VGF.
CARITAS teams in all dioceses indicated that they went through a verification process to ascertain the level of vulnerability and adjusted where it was necessary.
By virtue of its design, the households selected fell in various vulnerability categories including orphans, widowed and HIV and Aids affected. 5 % of the beneficiaries were home based care clients.
Beneficiary and Stakeholder Participation in design and implementation
Designing the intervention: The design of the package was determined by the PMT. It largely followed the Sphere guidelines. Although beneficiaries did not participated in the design, they indicated that the CARITAS advised them in good time that they would receive monthly food rations for 6 months consisting of 10kg cereals, 1.5. Kg pulse and 0.68kg oil per person and this was acceptable.
Participation of men and women: Both men and women from the selected households participated in food distribution. The selection was biased more towards women who constituted 80% of the distribution team for reasons that they participate more in food handing at home. The food distribution teams coordinated distribution to selected households. Communities also participated in post distribution meetings although it was mainly dominated by beneficiaries.
Coverage
It can be estimated that the component reach at least was below 1% of the estimated 5.1 million food insecure population in Zimbabwe. It can however be estimated that vulnerable group population in specific villages targeted was close to 50% of the most vulnerable households. The intervention planned to reach 14,556 vulnerable households (72,780 individuals) in 8 dioceses fed over 6 months giving a cumulative targeted reach of 436,680 individuals over 6 months. The
32 average actual reach was 152,963 beneficiaries over an estimated average period of 2 months/cycles (Annex 7). Feeding was inconsistent resulting in different people being fed in different months.
Efficiency
Planning and implementation: The VGF was effectively planned at all levels. As with School Feeding, supply chain system was effectively applied, delivery of food was timely, all relevant staff and beneficiaries at food distribution points were trained in stock management, food distribution and reporting.
Management and decision making: The field team interviewed expressed satisfaction with the management of the whole component by the PMT. Although decision making related to procurement was centralized, management of warehouses and distribution was managed wholly by dioceses. Dioceses were also allowed to adjust the targeting in order to respond to specific situations. Gweru adjusted the feeding programme target whilst some dioceses moved to other areas after realizing that the originally selected wards had been taken up by other agencies.
Human resource allocation and training: The relevant staff were recruited in time at all levels in the supply chain. As with school feeding, the field team thought the project could have recruited more staff in the dioceses to manage and monitor food distribution.
Training of staff in warehousing, logistics, distribution and monitoring was timely.
Vehicles and other resources: The failure of the project to purchase vehicles hampered movement of staff for project monitoring. This affected efficiency in most areas. Motor bikes alleviated the situation although all dioceses were not happy with the performance of the motor bikes.
Inputs and output analysis: Revised budget figures reveal that GBP 1,064,420.83 was budgeted for 1,740mt of cereals, 289mt of pulses and 155mt of vegetable oil. A proportional allocation of other costs (human resources, transport, warehousing, equipment and supplies, office and direct costs and other costs) amounts to GBP381,338.97. The total expenditure related to the component can be estimated at GBP1,445,759.80 Given the actual reach of cumulative reach of 152,963 individuals over 2 months, the per capita expenditure for 2 months can be estimated to be can be estimated to be 9.47 in two months or GBP4.73 per person per month (7.80/person per month at the exchange rate of 1GBP = USD1,65).
An alternative intervention to VGF under pilot in Zimbabwe is the cash transfer. A number of Humanitarian Agencies such as CARE, Concern Worldwide and ZCDT are piloting cash transfers in a number of areas including Gokwe and Nyanga. In Gokwe, Concern Worldwide is distributing cash between USD6-8/person per month. HAP’s VGF cost per capita compares to the cash transfer cost per capita indicating comparable cost efficiency.
Effectiveness
33 The purpose of VGF was to afford 14,556 households (72,830 individuals) with 6 months food rations in quantities mentioned above. Effectiveness of feeding was assessed in terms of adequacy and the extent to which the purpose was achieved.
Adequacy: Although 61% of the beneficiaries agreed that the rations were adequate for a family size of 5 for one month, it was clear that VGF timeframe was too short and did not meet expectations of the beneficiaries. Records and responses by beneficiaries, PMT and field team revealed that the intervention failed to meet its targeted feeding period of 6 months. Households interviewed expected rations for 6 months and were only fed for 2 months.
Extent of achievement of output: Output for this component was measured in terms or numbers and the length of period of support. The target of reaching 72,830 individuals with monthly rations was not achieved since only 55,344 individuals were reached on average on a monthly basis This however cannot be the basis for the conclusion that VGF was effective or achieved its expected outputs. VGF feeding was severely affected by lack of funding to procure feed for 6 months. Many indicated that “it was too short lived”.
Connectedness
VGF was effectively applied as a provisioning component within LPPZ which is predominantly protection and promotional in nature. All dioceses implementing the LPPZ took on VGF to target the acutely vulnerable some of who had not been selected for any livelihood intervention. This helped in increasing equity and reach in existing LPPZ areas. In addition to this, households benefiting VGF also received seeds and had their water sources repaired. Both were complementary components that allowed CARITAS to support both immediate and long term interventions within the same households or communities.
Coherence
Every care was taken not to duplicate activities by different agencies in the same ward. In some instances Chinhoyi and Mutare Dioceses had to revise their targeting to take into account existing projects by other agencies. In areas where the CAFOD Livelihoods (LPPZ) programme was being implemented, synergy was established between interventions so as to create an integrated intervention. Some Dioceses e.g. Gokwe and Bulawayo managed to support wards in a more holistic manner providing both livelihoods provisioning and protection support at the same time.
The intervention was consistent with the national and international guidelines on humanitarian assistance. The political sensitivities associated with Food Aid were taken into account through working closely with the meso-level actors and consultations with councilors and traditional leaders. The intervention also adhered to the minimum standards for disaster response laid out in the Sphere Charter.
Impact:
34 The beneficiaries expressed satisfaction with the food they received although they indicated that it was too short lived for them to give details of the impact. The following were some of the impacts noted by the beneficiaries: The households could now afford two meals a day; most of those that benefited from VGF indicated they were having one formal meal a day in the evening before VGF The women indicated that they could have more nutritious meals and cooking had become more interesting. The children were happy and looked forward to meal times especially when beans was cooked. The project facilitated strong social networks, some noted that the food distribution points had become sites for social exchange and one lady in Makonde indicated she used to enjoy walking to and from the distribution points.
Challenges experienced with VGF
In addition to the cross cutting challenges mentioned earlier, the main challenge with VGF was beneficiaries’ selection which took a lot of time and effort. In some areas in Hwange and Bulawayo the situation was so acute that nearly everyone needed assistance. This was to the extent that at some point, the field team in one diocese suggested either rotational distribution or sub-diving the packs to reach more people. In some areas non beneficiaries resented the project indicating as they felt that it was not equitable.
6.2.3. Institutional Feeding (Orphanages and Old People’s Homes) The findings discussed in this section are an outcome of interviews with heads of institutions, orphans and old people, CARITAS field team, the PMT and other stakeholders. A total of 21 beneficiaries (7 from Old People’s Home and 14 from Orphanages) participated in a questionnaire survey.
Relevance/appropriateness
100% of the respondents indicated that the intervention was relevant. It came at a time when the homes were in dire straits especially feeding. One child at St Agnes was suffering from kwashiorkor, a symptom of malnutrition, whilst in all homes food intake by most inmates had significantly dropped due to the monotonous food regimes that institutions had adopted. At the Missionaries of Charity, in Harare, the home had stopped feeding nonresidents due to food shortage at the center. The sick inmates had no source of vital nutrients as food supplied was mostly starch.
Targeting, Beneficiaries Selection and Inclusion
The most desperate institutions were targeted by the project. The targeting was all inclusive with no bias towards religion as some institutions were non catholic. This component targeted the most vulnerable categories namely orphans and old people. Feeding was designed to benefit all inmates.
35
As with other components, heads of institutions indicated they were simply advised of the nature of assistance by CARITAS and were not asked to submit specific food requirements.
Beneficiary and Stakeholder Participation in design and implementation
Designing the intervention: Heads of institutions and local authorities participated in the needs assessment survey and defined the nature and extent of vulnerability of their institutions. They however did not define the specific type of assistance e.g. the type food they would require for their individual institutions. As Sr Cynthia at St Agnes explained, “We gratefully accepted what was on offer, in any case, those times were so hard that we were happy with anything that came our way”.
Participation of men and women: Orphanages were managed mostly by women, and the majority of the inmates. 70% were girls. Old people’s homes benefited more men than women by virtue of the higher enrollment of men.
Coverage
The intervention reached out to the most vulnerable sections of the communities and managed to provide assistance that was proportionate to their needs and, to some extent, their expectations. The needs for these institutions were many and are not seasonal but perennial. These include toiletries, books, uniforms, clothing, blankets and above all food. A crude estimate of the extent to which the food deficit was met by the institution representatives indicated that CARITAS met 60% of their food needs during the time of feeding.
86% of respondents from orphanages indicated that the intervention met their expectations whilst only 57% of respondents from old peoples’ homes had their expectations met. The later indicated that their financial and clothing needs had not been met by the project as expected.
Efficiency
Planning and implementation: The capacity of CARITAS to plan and implement the intervention was unanimously acknowledged by all respondents in this component. Head of institutions were particularly impressed by the response time especially for ad hoc requests. Deliveries came as planned sometimes deliveries came earlier than expected.
Orientation to stock management was particularly noted as an area of improvement for the field team. Staff members from all institutions interviewed reported that they had adopted the stock management system for their own use in other stocks.
Visits were done regularly by the team and feedback sought on the project. Respondents however felt that the project was too rigid as they would have preferred a situation where they could request for particular food stuff especially for the sick.
36 Management and decision making: As indicated above, respondents felt the project was efficiently managed except for the cooking oil deliveries that were erratic and not according to the schedule. Soya mince was not initially on the package and was received in November by most institutions.
Respondents felt decision making was more driven by head office and not the partners. Heads of institutions reported that they did not get satisfactory responses from CARITAS field teams each time they requested for additional forms of assistance (e,g salt) or each time they questioned why there had been delays in cooking oil deliveries. There was very little contribution from beneficiaries to decisions made in implementing or redesigning the project.
Human resource allocation and training: (are as in VGF and School feeding). The main skills required to support this component was stock management. The field team indicated they had adequate skills to support stock management at institutions level. This was also confirmed by the institutions. This implies that training by CAFOD was effective.
Vehicles and other resources: (are as in VGF and School feeding). Efficiency of delivery, especially monitoring, was compromised by poor transport. Food deliveries in a few instances were delayed due to transportation problems. E.g. Vimbainesu orphanage at one point had to request well wisher (Kapnek Trust) to ferry food from Chinhoyi.
Inputs and output analysis: The intervention was designed to reach 8 old people’s homes and 10 orphanages supplying them with food rations amounting to 10kg cereal, 1.5kg pulse, 0.68kg oil, 015kg CSB. The pulse constituted either of beans and/or flavoured soya mince. The targeted numbers from homes could not be accurately ascertained due to the movement in and out of inmates particularly in OPHs. The total reach was 263 people from OPHs and 277 children from orphanages.
Effectiveness
Adequacy: The respondents were asked to make an assessment of the adequacy of the food they received in terms of nutritional value, quantity and ability to meet the daily feeding regime of the clients.
Nutritional value: the package was designed in line with established food standards for daily nutrient requirements per person. The protein component was particularly appreciated especially for the sick and the young children. For some children especially those below 5 years, chakalaka flavor was too spicy. These children ended up not taking soya mince. The porridge was suitable for the sick, especially in the old people’s homes.
Quantity: The quantities delivered were in line with the recommended daily intake person. All 4 of the institutions visited would have preferred more maize meal as it was the cereal used for all meals. Only 57% of beneficiaries from OPHs compared to 86% of children in orphanages were satisfied with adequacy. They were of the view that matemba/kapenta was more feeling than soya mince and that the cereal portion especially when it was accompanied by soya mince could be more.
37 Extent to which requirements for the daily feeding regimes are met: Daily meals at the homes consist of breakfast (mainly porridge), lunch (mainly a starch and protein) and super (similar to lunch). The individuals responsible for preparing the food indicated that meal planning had been made easier because the necessary inputs were available.
Flavoured mince also reduced the budget for tomatoes as they were fortified soup flavor. Kitchen staff however complained that they needed more oil for mince compared to other relishes. “With little oil, soya mince is not tasty”, they said.
CSB was also reportedly easy to prepare requiring less firewood and less preparation time (10 mins).
In one orphanage home, Vimbainesu, the manager in charge indicated they used CSB flour to make bread instead of making porridge for the older children. They were of the view that bread was equally nutritious, more filling, and enjoyed by children better than porridge. They could take the CSB bread to school for a snack at break time whereas with porridge they could not.
Extent of achievement of output:
The table below attempts to outline the figures:
Table 3: A summary of extent of achievement of planned targets for OPHs and Orphanages Feeding
Institution # of Institutions Number of Beneficiaries/ Period of Supply month Planne Achieve Varianc Planne Achieve Varianc Planne Achieve d d e d d e d d Orphanage 10 8 -20% 660 277 -58.0 6 7 s OPHs 8 10 20% 251 262 4.4% 6 7 Total 6 7
The negative variance is explained by shortage of food items that resulted from budget cuts and the overestimation of enrollment by individual institutions.
Connectedness
The component managed to address in the immediate term, the food deficit in these institutions. In addition the intervention had effect on other interconnected problems and served as a means to provide solutions albeit not into the long term but perhaps in the medium term.
Related to the food deficit was the negative effect food deficit had on children’s health, activity, social effects such as depression, loss of hope and dignity of the inmates. The effect food deficit induced on the institutions was cash shortages for other similarly pressing needs such as toiletries, and inability to plan and invest in other activities around the homes. The provision of food supplements to the institutions meant that resources that could have otherwise been spent on food
38 were channeled towards other necessities such as electricity, water and toiletries. Institutions were now able to plan beyond a month. Complaints from ailments such as headaches were also reduced thereby reducing medical costs and worry within homes.
The component also included rations to staff. This contributed significantly to staff morale especially for those staff that stayed out of the institution. Staff morale tends to have a positive influence on the relationship between the caregiver and their client. Relationships boosted even by the shortest lived intervention usually have long term social impacts within the homes.
Connectedness could have been improved if all institutions had received garden seeds for longer term impact.
Coherence Human rights considerations were taken into account. The component had a particular emphasis on the protection from harm of children and the old aged and ensuring equitable access to basic needs.
Impacts: The respondents interviewed noted the following positive impacts: The project met close to 60% of the food needs and met the daily meal plan requirements of the institutions during the period of support. With this gap covered, the institutions rechanneled the little resources they had towards purchasing toiletries, paying staff allowances and, in the case of Missionaries of Charity, support vulnerable households outside the home. The institutions could afford to have a stable daily meal plan and could plan meals for a week The flavoured soya mince caused a saving on tomatoes and other ingredients although more oil was required in soya mince compared to other relishes. Breakfast porridge saved labour and firewood One child at St Agnes Orphanage in Gokwe recovered from kwashiorkor Institutions visited indicated they had gained knowledge and experience in stocks management, good storage and reporting Care giving to the sick in OPHs was easier as porridge was a good alternative food for the frail.
6.2.4 Staff Rations
OUTPUT: Staff at schools and other institutions (health centers, orphanages and Old People’s Homes receive food incentives
INDICATOR: Decrease in absenteeism amongst members of staff is recorded 2,665 teachers and school personnel receive food hampers
A total of 16 beneficiaries 8 from schools and 8 from hospitals were interviewed. 10 of the respondents were female. Consultants also present views from the field teams, heads of institutions and PMT.
Relevance/appropriateness
39
The needs assessment report of 2008 revealed the poor remuneration and incentives for schools, health and care giving institutions. Staff were struggling with poor remuneration and poor working conditions, often failing to meet basic needs for their families. As a result attendance at the workplace was erratic as they found themselves having to look around for opportunities to supplement their income. Morale was low and care giving was being affected as a result.
The situation was made worse, as the Government Incentive Scheme for the health institutions that was in place at the time was only catering for the skilled staff leaving out the unskilled staff/general hands even more vulnerable.
The intervention therefore was relevant as noted by 100% of the respondents.
Timeliness: 88 % of the respondents indicated that the intervention was timely. 12% however felt, the assistance was too long overdue, some had left the institutions out of desperation and a few had managed to establish ways and means of survival outside their own work, e.g. buying and selling.
Appropriateness: Food was the most appropriate intervention as most staff were failing to provide food on the table for their families. A small number, 9% indicated they would have preferred a monetary incentive or assistance in establishing income generating activities.
Targeting, Beneficiaries Selection and Inclusion: The project was positively acknowledged by all respondents are effectively targeted and inclusive. Nyanga District Hospital selected mostly junior staff whilst other institutions specifically targeted the HIV/AIDS infected and affected workers e.g. St Ruperts.
Beneficiary and Stakeholder Participation in design and implementation: As in the other intervention, the intervention was proposed by CARITAS and not the beneficiaries or administrators of the institutions. Despite this, it was a welcome well designed intervention.
The heads of institutions were wholly responsible for selecting beneficiaries and distributing the rations.
Coverage: Coverage as quantified by the number of staff benefiting per institution, was 100% in small institutions such as OPHs, orphanages and clinics. However, coverage was estimated at only 30% in hospitals and close to 80% in schools. This could be a design issue, where the project initially targeted schools but ended up supporting staff from other institutions. The other problem noted by schools was the erratic attendance at work of teachers at the time of planning that resulted in under declaration of staff at the targeted schools.
Efficiency The provision of staff incentives was a new component to emergency response in all Dioceses. Despite this 94% were of the opinion that CARITAS staff efficiently implemented the component. This could be due to the fact that the systems put in place for delivering all the other components were the same. (Findings and discussions on efficiency in planning and implementation,
40 management and decision making, human resource allocation, vehicles and other resources, and training apply to the discussions in section above). A unique finding for this intervention was that heads of institutions were given the lee way to decide how they wanted to distribute the few rations.
Adequacy: Although the package was designed by the project to meet the monthly requirements, the quantities were not adequate. In many institutions rations were too few for the staff and they ended adopting several ways of achieving equity. Some of the ways included:
Splitting the individual rations between staff e.g. some staff would receive beans, others cooking oil only, other maize meal only, on a rotational basis. Whilst this system attained a degree of equity and fairness, this defeated the purpose and compromised Sphere Standards. Rotating full allocations between staff i.e. staff were put into groups which would receive full rations in turns. This tended to have problems especially when rations were stopped by the project before all staff had gotten their turn
Extent of achievement of output:
Table 4: A summary of extent of achievement of planned targets for staff rations (See Annex 7)
Institution # of Institutions Number of Beneficiaries/ Period of Supply month Planne Achieve Varianc Planne Achieve Varianc Planne Achieve Varianc d d e d d e d d e Schools/Teacher 167 218 -30.5% 2663 1429 -46% 6 5 -16.7% s Health staff 47 39 -17.0% 5002 5095 -80% 6 5 -16.7% OPHs staff 8 6 -25% - 32 - 6 4 -33.3% Orphanage staff 10 6 -40% 660 152 -77% 6 4 -33.3% Total 232 269 -15.9% 8325 2632 -68%
Negative variances were recorded in all areas. The main reason was the reduced amount of feeding due to budget cuts.
Connectedness
Although the feed ratios had short term impacts, coupling this intervention with institutional wet feeding provided a more comprehensive assistance that restored or strengthened relationships between teachers and school children, between health staff, their supervisors and patients and between caregivers and orphans/old people.
Rations particularly restored dignity of school teachers a prerequisite for respect. Respect between school teachers and students tend to have long term effects towards delivery of education and performance of students. These effects demonstrate the levels of connectedness that may not be immediately apparent.
41
Coherence
The delivery of the food ration component was consistent with humanitarian rights and contributed towards attainment of fair wages/remuneration under the labor laws. The quality and quantities of food hampers were consistent with humanitarian standards. Inadequacy of the rations which resulted in headmasters redistributing rations compromised adherence to standards.
Impact:
The impacts resulting from the interventions included:
Improved attendance for duty in all institutions Renewed dignity of workers A positive contribution to HIV and AIDS workplace policy
Some of the negative impacts noted were:
Caused bad blood between staff (beneficiaries and non beneficiaries) especially in institutions where distribution was not effectively managed The reduced rations numbers meant heads of institutions had to re-do the beneficiaries lists and work out ways of attaining equity and reducing conflict between staff. This tended to cause extra labour requirements in administration of institutions
6.3. Agriculture
OUTPUT: 4607 households receive vegetable seeds and agricultural training for nutrition gardens
INDICATORS: 70% of households grow vegetables for household consumption and use agricultural techniques learnt Increase in quality and quantity of food being consumed by targeted population Increase in household food production among targeted population
Relevance and Appropriateness
The main purpose of this humanitarian response focused on saving lives and alleviating suffering while providing support to livelihoods, education, health and water. The agriculture component was designed to provide livelihood protection and promotion support for more long term impacts. One of the main findings of the needs assessment was poor resilience of communities in red zones. The most vulnerable households usually fail to bounce back into the productive mode due to perennial shocks. The 2008 political and economic crisis, coupled with the poor harvests significantly eroded the capacity of many households to invest in productive activities such as buying seeds and other agricultural inputs.
42 Nutritional insecurity was also noted as one of the vulnerability factors that impacted negatively on households affected, or individuals infected by HIV and AIDS.
This agriculture component of HAP was designed to address these vulnerabilities. Beneficiaries received seed packs for individual gardens. The consultant viewed this intervention as a highly important intervention given this context. 100% of the respondents agreed the agricultural support was relevant.
The evaluation revealed varying views on suitability of the intervention most of the comments related to the design of the intervention. 88% of the beneficiaries were of the view that it was a suitable agricultural intervention whilst 12% would have preferred dry land agricultural inputs support, community garden approach and water supply to the gardens. RDC stakeholders were of the view that the approach was piecemeal, benefiting a few already empowered individuals.
Targeting, Beneficiaries Selection and Inclusion
The same wards targeted for VGF, school feeding and institutional support where the same wards that were targeted for nutritional gardening. Beneficiaries’ selection was participatory, based on ownership of protected garden, access to water and availability of labour to work in the garden. Institutions were selected based on availability of water.
The selection criteria was applied in order to guarantee some degree of success in establishing gardens. 100% of the respondents agreed that the selection criteria was fair. Whilst the criteria provided some guarantee for success, the consultant is of the view that the selection criteria further marginalized the most vulnerable who usually have no access to productive means.
The community garden approach adopted in Hwange would have been more inclusive than targeting individual gardens. Community gardens provide an opportunity for peer support for labour, protection is less likely to be an issue as households in a community garden take turns to mend or guard the garden. In addition, any water point repairs to one borehole are cost effective, i.e. impacts on multiple beneficiaries.
It was not clear how the project targeted HIV and AIDS infected people although this could have been the most appropriate target group for the project.
The project missed an opportunity to mainstream HIV and AIDS. In future, selection of beneficiaries for the nutrition gardens should clearly focus more on HIV and AIDS infected especially HBC clients.
Beneficiary and Stakeholder Participation in design and implementation
In Designing the intervention: As with other interventions, beneficiaries did not participate in designing the intervention. The seed package was standardized across the country despite the different geographical regions. The PMT decided on the composition of the seed pack, which they confirmed was meant to be a pack for nutritious vegetables, hence the variety.
Coverage
43
Coverage was assessed in terms of geographical coverage, numbers reached and the extent to which the range of nutritional requirements were met. Geographical coverage for the vegetable seeds component was determined by dioceses workloads. The component was implemented in 7 out of 8 dioceses most of the recipients being in Gokwe. In total, 4607 beneficiaries received seeds according to the targeted. This constituted 0.3% of the total food insecure population and 2.8% of the direct beneficiaries of HAP.
In terms of coverage of nutritional needs, the selection of vegetables distributed was a good source of essential nutrients such as proteins, vitamins and minerals.
Efficiency
Timing: The intervention was implemented 4 months into the HAP period. Seeds were distributed in August. Some respondents indicated that timing missed the onset of the gardening season which usually commences soon after harvesting and continues up to the rainy season. Most households had utilized space in their gardens such that they did not plant the seed during the project period.
In order to efficiently deliver the project, the PMT considered workloads of individual dioceses. Relevant gardening training was provided to most dioceses including conservation farming techniques with the involvement of AGRITEX in most areas. A few farmers interviewed however felt that they needed more specific training on the new vegetables especially broccoli, butternut and to some extent spinach. They also felt that there was little support from AGRITEX after the initial training hence assistance towards crop management and pest control was not forthcoming.
All the 17 respondents highlighted that broccoli and butternut were new and that the field teams would have supported the beneficiaries with food preparation. Whilst carrots and spinach were relatively common, it was noted that these were not commonly consumed foods.
Monitoring of this component was generally poor. This conclusion is based on the following findings:
The system did not have any baseline information to measure progress e.g. it would have been informative to establish the current level of gardening activity in a few of the targeted areas Most of the information recorded by the project only refers to “planted” or “not planted” and makes little reference to areas planted and amounts harvested, consumed and sold There were few support visits to the specific gardens, only 3 out of the 17 respondents indicated that they had had at least two visits from CARITAS. This was probably because their gardens were close to the road. The rest had either been visited once or not been visited at all. A further assessment of liaison between farmers and AGRITEX revealed that AGRITEX did not have transport to pay regular visits. Some farmers indicated AGRITEX had little knowledge in gardening. A close monitoring of preparation and consumption would have been necessary especially for the HBC clients
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Effectiveness
Effectiveness as it relates to whether the selected activities were the most appropriate for the achievement of the purpose it can be concluded that the component was effective in as far as the nutritional considerations are concerned. However effectiveness was compromised by the limited coverage and the late delivery of seed.
Records of distribution reports from all dioceses reveal that the targeted numbers were achieved interns of distribution. The actual reach exceeds the 70% targeted stated in the logframe
It was premature to evaluate whether the households were using the range of techniques learnt as some of the seeds had not been planted during the time of the evaluation. The farmers interviewed however indicated that the techniques for butternut were useful. One farmer also highlighted that it was not possible to apply some of the conservation farming techniques as most of the space had been taken up by the winter crop especially covo.
Connectedness
Vegetable seed distribution was the component with potential to achieve immediate and long term impacts The intervention had potential to provide immediate solution to food insecurity, poor nutrition, lack of awareness of nutritious vegetables and poor agricultural techniques. The seeds could meet household food requirements for 3 to 4 months of the year at the same time providing nutrients particularly to those with a compromised nutritional status. The component provided a means of production and promoted self reliance among the beneficiary households.
Imparting agricultural knowledge to farmers was empowering and enhanced coping capacity for households. The knowledge gained could be applied in all seasons and could be spread across to neighbours.
Distribution of vegetables to institutions that were already receiving food was an effective means of ensuring both short term and long term solutions were provided.
The nutrition gardens intervention has been viewed by many as an effective livelihood protection mechanism particularly for those living with HIV and AIDS. The component sets communities onto a recovery path. Its impacts are however short lived provided the support is linked to viable seed supply mechanisms, sustainable water supply, fencing, knowledge in food processing and vegetable preservation.
Coherence
This component had a strong coherence to existing livelihoods projects especially the LPPZ project. In many dioceses the component strengthened other livelihoods project. Impact:
The impacts of the project were noted as:
45 Improved access to relish Reduction in dependency syndrome Improved food production, although this could not be measured in all cases visited except for one farmer in Nyanga who indicated that he had harvested 2 bags of butternut
6.4. Water and Sanitation & HHE
OUTPUT: 16,071 households receive hygiene education and have access to clean water and improved sanitation
INDICATORS: Chlorine tablets distributed alongside food interventions to provide at least 3 liters safe drinking waters per person per day for 6 months 60 water points rehabilitated, providing safe water for 3,000 households, with 50 households per water point (to Sphere Standards) 239 Latrines constructed 14,556 households trained in hygiene education 60 water point committees established
In this assessment 14 beneficiaries participated in the questionnaire interviews, visits were made to 6 borehole sites and 3 toilet sites. The PMT and the implementation team also participated in the assessment of this component.
This component was earmarked by CARITAS Denmark and funded to the tune of GBP282,250. The component targeted households in 4 dioceses except for aqua tablets which were distributed to all dioceses.
Targeting and Selection
Most of the wards targeted had either been hit by cholera or were at risk due to poor sanitation. Reference to the records at local clinics by the consultants also highlighted the risks. The headman and clinic staff at Mukohwe Valley clinic however felt that other villages like Jocho, Honyotsi and Gavanga were more critical than Mukohwe village and could have been prioritized for assistance. Clinic records confirmed that there had been more diarrhea incidences and cholera deaths in these villages. Further assessment revealed challenges of access to these villages which could have resulted in the choice of Mukohwe.
Beneficiaries for all WATSAN units were selected in a fair and transparent manner. Section criteria for toilets however tended to further marginalize the most vulnerable, e.g. the old and the sick, as it was based on capacity to mobilise bricks and to dig the pit.
Relevance/appropriateness
46 The component responded to the critical water supply and sanitation issues that were identified in the needs assessment hence all respondents indicated that the interventions were highly appropriate.
Coverage and Reach
The main components (borehole repairs and toilets construction) covered only 4 out of the 8 wards due to limited funding. Critical areas like Gokwe could not be covered due to the more demanding technical inputs resulting from the low water table. The coverage was therefore justifiable given the resources available.
Extent of reach cannot be assessed in percentage terms as the information on the number of households without toilets or safe water was not available. In many villages visited however, local leaders estimated that the project had attended to between 70-80% of the broken down boreholes. Hence it can be concluded that at village and ward level, coverage was high.
The project had to repair 60 boreholes and construct 239 toilets. By the end of the project 113 boreholes were repaired and 626 toilets constructed. Targets were exceeded due to exchange rate savings experienced during transition from a ZD to USD economy. The project had budgeted 1000USD/borehole which at the end of project was as low as 300usd/borehole.
Through the Environmental Health Technicians (EHTs) system, the project trained 24 personnel at national level who managed through a series of training to train 539 personnel at dioceses level who in turn reached out to 6694 households in 8 dioceses.
Efficiency
Inputs and output analysis: Revised budget figures reveal that GBP 282,250 was budgeted for rehabilitation of 103 boreholes at GBP60,000, construction of 626 toilets at GBP76,480, capacity building awareness, and PHHE. A proportional allocation of other costs (human resources, transport, warehousing, equipment and supplies, office and direct costs and other costs) amounts to GBP101,118.77. The total expenditure related to the component can be estimated at GBP383,368.77. Given the estimated reach of 28,645 individuals who directly benefited from borehole rehabilitation and toilet construction directly, the per capita expenditure of WATSAN can be estimated to be GBP13.38 per individual. This excludes other benefits such as knowledge, restoration of benefits and homestead value/aesthetics.
Human resources: CARITAS maintained a Health promotion Officer at head office who was responsible for providing technical support to the dioceses and for participating in the UN Cluster – UNICEF. This was a key strength of the project as it meant that effective coordination and backstopping was given to the partners most of who had limited WATSAN personnel. It was noted that although Dioceses had WATSAN personnel, they had not received formal WATSAN training besides on the job training.
Training of pump minders was effective in that they were designed to be district wide workshops. This allowed the project to train large numbers in a short space of time. Most pump minders
47 however indicated that they would have wanted more practical experience than what the project afforded them.
Collaborative partnerships: The partners effectively mobilized support of local structures and collaborated with Ministry of Health’s EHTs and Village Health Workers (VHWs) , and District Development Fund (DDF) (and Pump Aid in Gweru) to implement the components of the project. This was a good backstopping measure. Although working through DDF was viewed as strategic approach with long term capacity impacts, most dioceses indicated that, the staff needed a lot of effort to mobilise and incentivize.
Other measures taken than improved efficiency of implementation included: Decentralisation of purchasing which reduced delivery of repairs Use of EHTs and Village health workers: EHTs were viewed as an effective vehicle for facilitating environment health and hygiene awareness as they were present and active on the ground. EHTs in Mutare were mobile as they had received motorbikes from another project. Training local builders who would operate in teams Assigning local leaders to monitor the construction activities and to account for the cement. Accountability for building materials was very high, supervision was close, M&E information was also relatively easy to collect through these leaders.
The approach of training pump minders and community based water point committees was an important sustainability measure. It guaranteed continued technical support towards maintenance of the boreholes. The survey however revealed that: (i) some pump minders who had been selected were too young and were aspiring to move out of communities in search of better jobs (ii) Maintenance kits were expensive and only essential tools were purchased (iii) Most pump minders were trained towards the end of the project and there was no time to monitor their skills uptake (iv) Water point committees of the boreholes repaired in 2010 had not been fully reconstituted and trained. There were fears that the project would wind up before effectively supporting these committees.
Effectiveness
The multifaceted approach was an important effective measure. As Dr Mutede, the District Medical Officer of Nyanga pointed out, “CARITAS’s WATSAN component included both therapeutic and prevention measures that were effective in risk reduction”. As pointed out earlier, the design of the activities was effective in ensuring that the objectives and purpose of the component was achieved. However, the poor timing of the intervention which resulted in a quick wind down before proper training and handover is done compromised effectiveness.
48 The intervention also effectively targeted HIV and AIDS directly through the use of local health workers who were responsible for directly supervising hygiene at Home Base Care client’s homesteads.
The project was also effectively implemented because it was quickly accepted by beneficiaries. Cholera was a trigger for quick acceptance of the intervention.
Connectedness WATSAN in itself demonstrated high connectedness, with a set of integrated interventions that provided immediate safe water solution and long term water supply, diseases prevention and education to communities. WATSAN also connected effectively to most components of the project and was designed to provide both short and long term solutions. Water was essential component of safe feed preparation in households. Most VGF beneficiaries had had their water points repaired. Gardening beneficiaries however felt that connectedness with the water provision component was low and could have been more integrated to achieve both food security, access to water for watering the gardens and portable water.
Toilets provided would remain as asset that would continue to assist in cholera and waterborne disease prevention for the next 15-20 years.
Coherence
The WATSAN intervention was designed in line with the Sphere Standards relating to water provision and sanitation although the aspect of water quality was not given attention in all cases. Water quality assessments are an important compliance aspect of WATSAN.
It also gave attention to human dignity issues. Through the provision of toilets, HAP restored the dignity of beneficiaries who no longer had to use bush system.
CARITAS sits on the WASH working group chaired by UNICEF. This ensured exchange of learning experiences between partners and inputs of HAP data into the national database.
Impact:
The WATSAN Component was acknowledged by all stakeholders for its quick returns and long term impacts. Some of the notable impacts were: Improved access to safe drinking water. The extent of improvement could not be quantitatively ascertained although the Health staff in Chinhoyi indicated that access to safe water in the wards had increased from 5% of the households to 47%. In Bumhira village, access to safe water had improved to 100% meaning all families in Bumhira village has access to safe water as a result of the intervention. Distances would not be ascertained as most of the households visited were very close to the water points. There were no cholera incidences in the wards that were supported and many attributed this mostly to HAP. The skills and knowledge base of the communities was enhanced through the VHW and builders training. Individual builders could now earn USD30 for constructing a toilet, (NB.
49 builders were not paid for constructing toilets under the project). One builder at Bumhira primary school earned USD300 for constructing the school toilet block.
Shortfalls of WATSAN
Some of the shortfalls noted were:
Poor timing – building competed with cropping labour demands The old and frail were further marginalised, the project could have encouraged community labour for the disadvantaged There were limited Information Education Communication (IEC) materials in local languages, quality could be improved by laminating posters Pump minders were too young and there was likelihood that they would move out of the communities
6.5 Support towards Essential Drugs
OUTPUT: 47 Health centers reaching 5000 patients are supported with essential drugs and or incentives for staff.
INDICATOR: 47 health centers received essential drugs, 5000 patients treated 70% of targeted institutions remain open
This component, funded by CARITAS Denmark was implemented in 7 Dioceses, focusing on hospitals and clinics. Support to health centers was a new component to all Dioceses. The findings presented in this section were based on interviews with hospital and clinic staff including Pharmacy staff, a review of documents at the clinics and interviews with the PMT and the implementation team.
Relevance/appropriateness
The health sector had experienced severe distress in number of areas including drugs shortage which had threatened closure of many institutions particularly those in remote areas. The cholera epidemic had also seriously challenged the health sector in terms of its capacity to cope with such incidences. Hunger and malnutrition also triggered several diseases putting even more pressure on the distress institutions. This situation warranted this intervention which was viewed as appropriate by 100% of the respondents interviewed.
Hospitals and clinics received a range of essential drug packages, in addition to staff food hampers and patient feeding.
Targeting and Beneficiaries Selection
50 All dioceses targeted the district hospitals in their areas whose District Health Authorities in turn facilitated the selection of clinics to be assisted and provided the list of drugs required. Catholic and non catholic institutions were selected for the assistance. To this extent, health authorities were satisfied with the targeting and selection and their participation in the original design of the intervention.
Stakeholder participation
Hospital authorities and staff in all institutions were responsible for receiving and distributing the drugs to patients including stock management and reporting. They however indicated that they would have preferred more participation in decision making particularly rechanneling drugs to other clinics.
Coverage
According to the estimated of those interviewed in Nyanga, Gokwe, Gweru and Chinhoyi, it can be estimated that, in districts in which assistance was provided, the intervention targeted over 80% of major institutions and close to 30% of the rural institutions. District health personnel were of the view that coverage for rural clinics could have been higher if CARITAS had not earmarked specific clinics but instead allowed health authorities to distribute to the clinics based on need as and when drugs were received.
Authorities could not provide documented statistics of patients at their centers. Most however indicated that outpatients and admitted patients exceeded 2000 a month in major hospitals. Nyanje clinic statistic of patients was estimated at 200-250 out patients per week, with a peak on chisi day. Without the pooled patients’ statics of all the institutions, it could be estimated that the beneficiaries far exceeded 5,000 a month.
Efficiency
Efficiency of delivery of implementation depended mostly on the capacity of the PMT to coordinate procurement, Crown Agencies on distribution and field team in monitoring. The hospital authorities indicated that supply was erratic, and in some instances certain drugs were oversupplied.
Hospitals and clinics would have preferred a two way communication system to effectively managed stocks and avoid overstocking and expiry.
Inputs and outputs analysis: According to budget records, GBP146,370.00 was invested in drugs procurement. The total estimated cost including transport, admin and overheads is GBP198,808.46. The project benefited 159,013 patients. This gave a per capita expenditure of GBP1.25. There were no approaches that the consultant could recommend as an alternative to distribution of drugs to hospitals. This figure may therefore only be useful for comparisons to other HAP components.
Effectiveness
51
Adequacy: The project contributed close to 50% of the essential drugs supply of the institutions for most of the drugs although they indicated that some drugs like isophane vials were oversupplied. The drug package catered for both chronic and non chronic diseases, for the young and adult patients and was therapeutic and prophylactic.
Extent of achievement of output: The intervention had targeted 5,000 patients from 47 institutions. The actual reach was 159,015 patients from 41 health centers. This gives a huge positive variance of 3000%. The huge variance is due to the fact that original planning based on bed capacities excluding out patients. Some clinics originally targeted institutions were removed from the list because they were receiving assistance from other donors and that hospitals like the Sanatorium in Gweru diocese required more specialized support.
The targeted figure was also surpassed as a result of the pull effect that the drugs had to patients. Nyaje clinic for example attracted patients from Nkayi, in Matebeleland North about 20km away. Although the project could directly account for 41 institutions directly benefiting from this component, the figure of indirect benefits could be higher. A number of clinics that were not directly receiving drugs referred most of their patients to the district hospitals.
Connectedness
The intervention was implemented at the same time with institutional feeding and staff rations. This combined approach provided immediate solutions to the food and medical needs of patients. In addition staff morale was boosted which positively impacted on care giving and hence improved caregiver-patient relationships.
All the drugs were supplied free of charge implying that beneficiaries were relived of cash distress. The long term solutions were minimal, as most of the patients benefited during this time only.
Coherence
The provision of health assistance was in line with the humanitarian standards. It also complemented efforts by UNICEF and Ministry of Health to provide affordable or free health services for all.
The project had a strong consideration for HIV and AIDS as most drugs were suitable as prophylaxis to symptoms of HIV and AIDS infected patients. Specific mention was made to the Crotrimoxazol supplies, which meant that HIV and AIDS patients on this drug did not need to travel long distances to district hospitals secure the drugs.
Impact:
The expected impacts were realized which were generalized as increasing access, saving or sustaining lives, improved functionality of institutions. More specific impacts were: The component managed to address both primary, secondary and related effects of the crisis i.e. the health, hunger and cash crisis.
52 Hospitals that were not admitting patients started to do so. In some institutions admissions increased e.g. at St Ruperts Mission Hospital by admissions increased by 40%. Gokwe admitted to full capacity immediately after the onset of the programme. Small clinics that received drugs attracted more patients than before, as mentioned earlier Nyaje clinic attracted patients from Nkayi and Nemangwe which are outside the catchment of the clinic. The institutions managed to maintain chronic patients up to January when most of the critical drugs ran out. Nyanga hospital for example lost 3 diabetic patients after their insulin drugs ran out. There were more referrals to hospital pharmacies either from outpatients or from outlying clinics. Reduced distances for patients especially those with chronic ailments
Challenges experienced with supply of Hospital drugs
Drugs were generally scarce in Zimbabwe during the period of the project resulting in erratic supplies and deliveries to hospitals.
Shortfalls
The health institutions felt there were more involved in identifying the issues and proposing the initial solutions than in deciding on subsequent supplies. However they indicate that the project failed to respond to situation specific drug requirements (in space and time). They felt the package was too generic/standardized.
Earmarking limited flexibility resulting in some clinics ending up with more stocks of a certain drug than necessary, Authorities felt they should have had a bigger role to play in rechanneling supplies. The project should have identified with authorities the slow moving drugs and responded accordingly. There is need to relate drug supply to use rate. This was confirmed through reviews of the T12 registers which revealed excessive stocks of some drugs.
7. Main Conclusions and Recommendations
From the above commentary and analysis of findings the following conclusions and recommendations have been drawn for each of the components:
7.1. Primary School and ECC Feeding and
7.1.1. Main Conclusions on Primary School and ECC Feeding
53 The school feeding component was the most relevant and appropriate emergency response intervention given the food insecurity situation that had negatively impacted on the general functionality of schools. Selection of schools was largely guided by relevant stakeholders. It is the view of the consultant that urban schools category was an out of line target.
The component was largely designed to provide emergency relief whose potential medium to long term impacts were however subtle to many though very key. These subtle long term impacts were enhanced by the incentives to teachers. Although the visible impacts were short term, the brief functionality of schools, the energised relationships between teachers and students had longer term social impacts on individuals who otherwise would have been devastated. Starvation among young children and animosity between children and their teachers tend to leave a permanent social mark.
The component adhered to the humanitarian standards in design. All the necessary logistical and technical support to roll out the programme was provided by the PMT. Changes in design of the component were efficiently managed and swift decisions and actions taken to minimise loss or to address issues such as expiry of goods in stock. Stakeholders were effectively engaged in assessment, targeting and delivering the component and local communities (including the VHWs) actively contributed towards school feeding - a sign of effective mobilisation. Caseloads were shared between Humanitarian Agencies when found necessary to reduce duplication.
The evaluation can conclude that the intervention met the numbers target and exceeded delivery period by 1 month. It also reached a significant number of institutions. It achieved its purpose making a positive impact on general functionality of the schools despite the fact that it was a relatively new intervention to most dioceses and despite its size. Capacity building for CARITAS partners and schools in handling future similar interventions was also evidently developed.
There were however three shortfalls: Initial overestimation of the amount of CSB per child, though it benefited more project areas in the end, resulted in extra logistical costs The gap between targeting/selection and the actual distribution resulted in need for re- planning and shifting targets Long distances prevented regular monitoring visits to some schools where in some instances the porridge shelve life expired.
7.1.2. Main Recommendations for School Feeding
Although the issue on incentives for cooks did not disrupt feeding, there are disparities in the way the incentives issue is management between relief agencies. There may be need to be regularise between different emergency partners
7.2. Vulnerable Group Feeding
7.2.1. Conclusions of Vulnerable Group Feeding
54 VGF has now become a common emergency relief intervention in the humanitarian sector. The intervention was in line with identified needs. It was consistent with other VGF support delivered through the WFP and other agencies and generally followed the sphere standards. Stakeholders were effectively engaged at all stages. The component however suffered from poor timing starting (only soon after harvesting period) and inadequacy that severely compromised its effectiveness. Coverage was lower than planned achieving only 30% of the target. Despite this level of coverage, labour demands were very high during distribution stretching the capacity of the implementation teams.
The cost efficiency of VGF compared favourably with the Cash Transfer intervention, an alternative approach that is generally regarded as cost efficient due to lower overheads..
Selection of beneficiaries for VGF was typically problematic owing to the extent of food insecurity that was either current or anticipated by the households. HAP selection process was transparent and comprehensive although in certain areas it was subject to abuse by local leaders. The use of female headed households as a criterion for selection is subject for discussion and further research. It is the view of the consultant that some female headed households are actually more resilient than male headed households.
The focus on HIV and AIDs was silent and could have been more specific especially in reporting outreach.
VGF remained largely disconnected from other long term related problems. This was particularly so in households which were not participating in LPPZ or other livelihood interventions like vegetable seed supply. It still remained a dependency syndrome trigger especially to those households that remained top on vulnerable group list.
7.2.2. Main Recommendations for Vulnerable Group Feeding
With the pending apparent poor harvests in 2010, there is no doubt that VGF will continue to remain relevant in these and even more areas. To improve effectiveness in future, the PMT may consider the following recommendations:
After realizing that the budget for VGF was reduced, the PMT could have taken time to re- organize and target fewer districts and fewer acutely affected households in order to achieve more meaningful effects. It is better to feed fewer people over a longer period of time than feed too many people in a few months and leave them expecting more.
PMT should start to engage with agencies that are piloting cash transfers and evaluate its appropriateness and effectiveness. Skills for targeting and selection need to continuously improve (either in design or in investing more time in verification) as the standard systems have fallen subject to manipulation.
HIV and AIDs targeting could be improved in future
55 7.3. Institutional Feeding (Old People’s Homes, Orphanages and Hospitals)
7.3.1. Main Conclusions for Institutional Feeding
Institutions like old peoples’ homes and orphanages were at the verge of collapse when the intervention was rolled out. This rendered institutional feeding a highly relevant and timely intervention that prevented starvation of inmates and potential closure of institutions. Targeting was effectively done through Social Welfare and was not based on association with the Catholic Church. Provisions catered for all age groups and the range of foodstuffs supplied allowed for a breakfast-lunch and supper meal plan. The component made a significant contribution to the institutional food stock (60%) during the feeding period resulting in cash savings for the institutions.
The component also enhanced stock management skills among staff which is a key human capital asset to the institution. Staff incentives were an additional source of positive impact particularly considering the care giver-client relationships.
It can be concluded that this component achieved its objectives and made significant impacts although most of the effects were short term.
7.3.2. Recommendations for Institutional Feeding
The PMT should consider combining institutional feeding with vegetable seed supply and improved water supply where possible, for a more comprehensive support. This will have potential to promote productive activities. Most institutions interviewed suggested this form of assistance. There is evidence from Dioceses which supplied seed to these institutions that it is a viable relief- recovery combination in situations where it can be implemented.
7.4. Provision of Staff Rations
7.4.1. Main Conclusions for Provision of Staff Rations
This was a new form of relief assistance to all dioceses and even to the recipients. Poor planning resulting from limited finances jeopardized an otherwise effective means of maintaining functionality at institutions. Although noted as a relevant intervention, institution administrators ended up with more workload as they struggled to maintain equitable distribution of the rations.
Coverage was low, effectiveness and efficiency compromised by the reduced quantities and period of supply. The impacts were short lived. The intervention however benefited workplace HIV and AIDS policy and to some extent filled the gap left by the selective Skill Retention Scheme for the health sector. Staff, particularly teachers, regained self confidence and dignity which in turn made a positive mark on the teacher-student relationship.
56 Nutritional sphere standards were not met in many institutions as institution authorities split food hampers meant for one person between several staff in order to maintain equity and fairness.
7.4.2. Main Recommendations for Staff Rations
In the face of budget cuts the PMT should in future consider supporting fewer beneficiaries throughout the project period.
Institution heads should be familiarised with the food aid standards as they form part of an important supply/distribution chain.
7.5. Supply of Vegetable Seeds
7.5.1. Main Conclusions Supply of Vegetable Seeds
The supply of vegetable seeds to food insecure households and few institutions provided an important recovery intervention. The criteria for selection, though designed to ensure success of the gardens, however potentially marginalised the most vulnerable (the orphans, sick, old age who are not able to provide labour due to their condition).
The community garden approach adopted in Hwange was more inclusive than individual gardens. Community gardens often afford the landless small portions of land, provide an opportunity for peer labour support, protection is less likely to be issue as individuals in the garden take turns to mend or guard the garden. In addition, any water point repairs to one borehole are cost effective, i.e. impacts on multiple beneficiaries.
Due to the selection criteria, the opportunity to directly target HIV and AIDS infected individuals, a common purpose for many nutrition garden projects, was missed. The intervention is silent on this target.
Two of the vegetable varieties were new to most households a factor that may have negatively influenced uptake. It can be concluded that the supply of vegetable seeds resulted in increased productive activities and income generation among the food secure households although its effectiveness and connectedness could be significantly improved with the following considerations:
7.5.2. Main Recommendations for Supply of Vegetable Seeds
Where possible, consider community gardens instead of individual gardens in order to promote the participation of the vulnerable households. Community gardening provides social platforms for networking and reduces monitoring effort on the part of implementing partners. Adopt a holistic approach that addresses seed, water, fertiliser and pesticides supply.
57 It is important to introduce new nutritious seed varieties, this should however be accompanied by training in production, pest control, handling and storage, food processing and promotion consumption Nutrition gardening should be used as an opportunity to directly target HIV and AIDs infected individuals especially by working through HBC givers. Indigenous vegetable promotion also forms a complementary nutrition support intervention
7.6. Water and Sanitation
7.6.1. Main Conclusions for Water and Sanitation
From the findings and discussions it can be concluded that the WATSAN component was highly relevant and one of the most multifaceted component that provided immediate solutions and solutions for long term connected health and sanitation problems. Provisioning (aqua tablets), Protection (safe water and toilets) and Promotion (education awareness, building skills, community structures) all contributed towards a holistic approach to livelihoods. Decentralising procurement, management and decision making to local level contributed towards the success of the component.
The main shortcomings of this component was (i) selection of beneficiaries for toilets, which tended to marginalise the disadvantaged (old and sick); (ii) delayed implementation which may result in poor attention towards building the capacity of pump minders and water point committees, (iii) limited distribution of IEC materials in local language, (iii) no water quality testing, and (iv) limited baseline information for monitoring change.
7.6.2. Main Recommendations for Water and Sanitation
Some of the recommendations to address the shortfalls include: Future toilet construction interventions should be designed to be more inclusive of the disadvantaged households particularly those who are not able to dig their own pits. One approach would be to cluster households in groups of 5 or 10 households, include one or two disadvantaged households, then encourage each cluster to team up and provide labour to the disadvantaged household before cement can be supplied to the whole group. Support pump minders and water point committees reconstitution and training through DDF if there are any reserve funds in HAP Laminate IEC handouts to prolong life span especially posters Purchase water testing kits and train field team or EHTs in on-the-spot water testing Improve collection of baseline information in order to effectively measure change/impact
7.7. Supply of Essential Drugs to Health Institutions
58 7.7.1. Main Conclusions for Supply of Essential Drugs to Health Institutions
The component was a timely intervention that effectively addressed the desperate drug situation in health institutions. Institutional feeding and staff rations complemented the drug supply component to provide holistic solutions to the institutions. Health authorities were effectively engaged during initial assessment and drawing up the initial list of essential drugs. This ensured the right drugs were delivered. Drugs supplied catered for wide range of clients and served a range of purposes. They also brought reprieve to HIV and AIDs patients in the rural areas as travel distances to hospitals were reduced.
However subsequent drug consignments could have been more effective if they were based on assessment of levels of use of specific drugs. This gap resulted in overstocking of slow moving drugs at clinics. The package was too generic. Earmarking support to specific institutions resulted in equity and overstocking problems which could have been avoided if district officials were given the leeway to redistribute to clinics depending on need.
The impacts were significant but were however short lived. Withdrawal left patients desperate; with a few succumbing to chronic diseases a few months after supplies were stopped.
7.7.2. Main Recommendations for the supply of Essential Drugs to the Health Institutions
Future support towards health institutions may consider the following recommendations: Hospital Authorities should be more involved in deciding which drugs are to be delivered to which clinics in what quantity. Use rate data should inform deliveries. Support towards nutrition garden could provide a good source of nutritious vegetables to patients although this has to be supported by viable water source.
7.8. The Overall Programme
This section presents overall conclusions and recommendations for the whole project. It focuses more on those aspects that are cross cutting.
7.8.1. Main Overall HAP Conclusions
From the analysis of findings, the evaluation can conclude on the following:
HAP was a highly relevant and appropriate intervention given the situation. The combination of interventions all contributed towards meeting an array of identified needs of the targeted beneficiaries in a holistic manner. Obviously the design recognises that communities are not homogeneous and may require different relief support depending on the specific situation. The inclusion of recovery components provide an opportunity for communities to build resilience to some extent.
59 The design of the interventions and the delivery of the interventions generally adhere to sphere standards although a few components are compromised by low supplies of rations and selection processes. The programme maintained a wide geographical coverage and reached out to some of the most remote areas. In an effort to attain equity the project in some instances spread itself too thin, over stretching its human resource as a result. This was particularly so for the feeding interventions.
The evaluation can conclude that HAP was effectively delivered with per capita expenditures in some of the components comparing favourably to other cost effective interventions such as cash transfers. This does not mean the consultant is recommending cash transfers are an alternative option. Coordination was effective at all levels, time support through training, regular reviews and support visits which however could have improved.
Monitoring and evaluation of HAP relief components was thorough though often overwhelming to the field team who would have done with more support and training in spreadsheets. The monitoring and evaluation system for the livelihoods components was however weak and there was tendency to focus too much on activities and deliverables and not the change.
There was notable skills transfer between CAFOD and Caritas Partners especially at the level of implementation teams as evidenced by the adoption of reporting systems and the cash voucher systems. Teams indicated they gained skills in warehousing and stock accounting and in monitoring and evaluation. In the absence of an agreed skills transfer or capacity building targets the degree of skills transfer especially between PMT members could not be quantified. Motorbikes did not help much to alleviate the mobility demands of the project. Most dioceses indicated that their vehicles had depreciated over the project period due to the high mobility and long travel distances in rough terrain.
7.8.2. Main Overall HAP Recommendations
Below are some of the main recommendations that relate to the overall assessment of HAP.
Some components were too ambitious. Future design should take into account the amount of resources available and not focus too much on equitable distribution of few resources. Focus on few individuals and feed them well.
CARITAS National office should have a strategy to maintain a core competencies team to carry over these skills to future emergency programmes.
The PMT should give a fair attention towards building the asset base of Partners before programmes are started. Hire of vehicles could be considered.
Churches may need to consider establishing reserve funds for food and drug relief and enhance the capacity of CARITAS to operate of bridging funds between major projects.
60 In order to improve inter-Diocese coordination of similar programmes and to take full advantage of the potential of a future similar collaborative programme, CARITAS Zimbabwe National office needs to consider standardizing some of its policies and procedures and to monitor their application by Partners. The HR policies and procedures are not consistently applied across all dioceses. Some of the procedures that may need harmonization are reporting formats and monitoring and evaluation approaches for projects.
M&E framework should be reviewed to include systems for monitoring attainment of results particularly for the recovery/livelihoods components. There is too much emphasis on numbers reached and little mention of the change indicators.
In future partnerships between a Technical (CAFOD) and Implementing Partner (CARITAS) should adopt more effective approaches for skills transfer such as (i) conducting skills and capacity gaps, (ii) defining a plan of action for training and support from the onset, (iii) supporting specific skills requirements for individuals of partners and (iv) consider assigning technical personnel to dioceses for longer periods of time to address specific skills gaps e.g. for monitoring and evaluation.
Future designs of Humanitarian Assistance Programmes should be designed to accommodate provisioning, protectioning and promotional activities on a graduated scale. Some of the interventions can deliver medium to long term benefits within the time frame of the humanitarian assistance project. These include: support towards education materials, continued support towards gardening coupled with provision for insecticides in all institutions, short team infrastructural works in exchange for food supporting internal savings and landing small livestock provision
8. Lessons Learnt
The following are some of the lessons that were drawn from the evaluation:
Vehicle fleet capacity is of important consideration in selecting partners for similar relief programmes of a magnitude such as HAP in future. Where capacity is limited, it is important to adequately mobilise financial resources to provide for vehicles from the onset of relief programmes. This helps to avoid wear and tear of the vehicle asset base of partners, a situation that may compromise future capacity to implement relief and recovery activities.
61 Skills transfer between partners during implementation of Emergency Relief Programmes needs to be carefully planned to maximise its effectiveness by taking into account specific needs of different Partners and specific needs at different levels i.e. at management levels and at local level.
Programmes which incorporate relief and recovery components tend to focus more on tracking figures on achievement of implementation of activities and delivering outputs at the expense of tracking changing brought about by the recovery component. There is therefore need to formulate more specific set of higher level indicators to monitor change.
Organising relief work around community structures provides opportunities for building human capital assets and social networks for other interventions
Water is a potential straining factor to most interventions if not considered. It is therefore important to design future relief and recovery programmes that incorporates water supply interventions
There is need for Catholic Church to consider building a reserve fund that can serve to provide bridging funds for critical situations.
It is important to effectively engage stakeholders on the ground and decentralise management of relief activities as much as possible to local institutions to minimise staff requirements at dioceses level and to continuously build local level asset base.
Any assistance to schools should try and incorporate support towards learning materials for more long term impacts
Food aid to school children and ECCs may appear to have short lived impacts. However there are less obvious but longer term social impacts that go beyond relieving hunger, that are achieved through restoring the dignity of a young child.
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Annexes
Annex 1: Terms of Reference (CAFOD TO INSERT SOFT COPY)
Annex 2 List of Documents Publications Consulted
Annex 3: Questionnaire for PMT and Implementing partners
Annex 4: Questionnaire for Beneficiaries
Annex 5: Questionnaire for key informants for different components of HAP
Annex 6: List of people consulted and sites visited
Annex 7: Table with consolidated data on planned and actual reach, variances, budget and expenditures for each component.
Annex 8: Testimony from one school headmaster on impact of school feeding
Annex 9: Work schedule for the Evaluation
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Annex 1: Terms of Reference (CAFOD TO INSERT SOFT COPY)
DRAFT TOR for the evaluation of the CI funded project in Zimbabwe EA01/2009
Background
Over the years CAFOD in partnership with CADEC (Catholic Development Commission) has managed substantial food and livelihoods programmes throughout Zimbabwe. CAFOD and its implementing partners have been beneficiaries of DFID and EU funding, to support over 20,000 households in the areas of HIV and AIDS, water and sanitation, and improved agriculture.
As of February 2009 CAFOD in partnership with CADEC has been implementing an Emergency Food Security Programme funded by Caritas Internationalis throughout the country. The programme consisted of the following components:
Health Water and Sanitation Agriculture Food aid
Purpose of the evaluation
This evaluation should help capture the lessons learned from the implementation of the EA01/2009 programme in order to help CAFOD and Caritas Zimbabwe to: Guide future decisions on the humanitarian strategy for Zimbabwe Improve response to emergencies
The evaluation should also fulfill the requirement of accountability to CI and to the public that contributed to the CI Appeal.
Intended users of the evaluation
CAFOD Caritas Internationalis member agencies Partners: Caritas Gweru, Caritas Hwange, Caritas Gokwe, Caritas Chinhoyi, Caritas Masvingo, Caritas Mutare, Caritas Harare, Caritas Bulawayo
Qualities to be evaluated
The evaluation should assess the following general set of qualities.
Relevance/appropriateness: assess whether the response is in line with local needs and priorities. Connectedness: assess whether short-term emergency activities are carried out in a context that takes longer-term and interconnected problems into account (i.e.: coordination, sustainability). Coherence: assess whether there is consistency with relevant policies and in particular whether humanitarian and human rights considerations are taken into account (i.e.: conflict sensitivity, protection, and other CAFOD programmes) Coverage: assess whether the major population groups including the most vulnerable are reached, providing them with assistance and protection proportionate to their needs. Efficiency: measure the qualitative and quantitative outputs achieved in relation to the inputs and compare alternative approaches to see whether the most efficient approaches were used.
64 Effectiveness: measure the extent to which an activity achieves its purpose or whether this can be expected on the basis of the outputs. Impact: look at the wider effects of the project (social, economic, technical and environmental) on individuals and groups (gender, age groups, communities and institutions).
The evaluation should specifically investigate the following:
1. the extent to which proposed objectives and outcomes have been achieved 2. the extent to which the Code of Conduct and Sphere Standards have been respected 3. the level of involvement of and accountability to beneficiaries 4. the extent that past lessons or recommendations have been fulfilled
With reference to the components of the project, the following specific questions should be answered:
To what extend did the work take into account the needs and concerns of beneficiaries? Were the needs of the most vulnerable addressed? To what extent were beneficiaries (women and men) involved in the planning and execution of the programme? Was input from beneficiaries used to appropriately change/improve the project?
Were CAFOD and Caritas Zimbabwe able to coordinate effectively with the relevant stakeholders involved in the implementation of health services, including local authorities, UN cluster, and other health services providers? In particular, how does Caritas Zimbabwe’s approach compare to other service providers? Does accountability to beneficiaries, coordination with stakeholders and cost-recovery planning guarantee the sustainability of the project’s impact?
Expected Outputs
The main output of the evaluation should be a report, tentatively of no less than 10,000 and no more than 15,000 words. The report should consist of: Executive summary and main recommendations (tentatively 4 pages) Commentary and analysis addressing the issues raised in the TOR Conclusions and Recommendations including specific suggestions for taking forward lessons learned (specifically targeting CAFOD, Caritas Zimbabwe and CI) Evidence for the beneficiaries’ feedback
Appendices should include evaluation terms of reference, maps, beneficiaries’ feedback and bibliography. (All materials collected during the evaluation process should be lodged with CAFOD prior to termination of the contract).
The report and all background documentation will be the property of CAFOD (as the contracting organisation) and will be disseminated and publicised as requested by CI’s evaluation policy.
Methodology
The evaluator will include a description of the preferred methodology in his proposal. A more detailed methodology and a work-plan will be later agreed by the evaluator and CAFOD. The methodology is initially expected to include: Use of participatory approaches and feedback from participants, especially the beneficiaries
Management arrangements The evaluator will be working independently, but will be able to rely on a CAFOD staff in London and in Zimbabwe, acting as focal-point for the evaluation process and providing support during field visits.
Timeframe The evaluation will tentatively last between 3 weeks and 1 month (or 14 to 20 working days), February 2010 including time for preparation; field work; writing; feedback; and finalization.
Process Initial meeting or teleconference to review background information and to review proposed methodology
65 Drafting of detailed work-plan Desk review of key documents Field visit – interviews/focus group discussion with stakeholders: beneficiaries, Caritas Zimbabwe managers and staff, other NGOs, local government, and relevant coordination networks In-country presentation of preliminary findings to CAFOD and Caritas Zimbabwe Produce draft evaluation document Incorporation of comments received and preparation of the final report
Consultant’s Proposal
Proposals should include: Proposed methodology of evaluation and tentative work-plan Description of outputs Detailed financial proposal (travelling and accommodation costs will be covered separately by CAFOD)
Key person specification
The evaluation will be conducted by one professional (or a team including international and local staff) with the following experience and skills: Fluency in English Relevant work experience in humanitarian relief Relevant evaluation experience of humanitarian aid programmes, including with participatory evaluation methods with beneficiaries Ability to work respectfully with national NGO partners
Desirable: Experience of working with faith based agencies and national NGOs Experience, knowledge and clear understanding of Zimbabwe’s humanitarian context
66 Annex 2 List of Documents Publications Consulted
1. CI Narrative First Interim Report, April 2009 2. CI Narrative Third Interim Report, November 2009 3. CI Narrative Second Interim Report, October 2009 4. CI Final Report, February 2010 5. CFGB End of Project Report, January 2010 6. CFGB March-June Report, July 2009 7. CADEC Zimbabwe Humanitarian Assistance Programme 2009: Logframe 8. Zimbabwe Humanitarian Assistance Programme (HAP) 2009 Estimated Budget 9. CADEC Zimbabwe Humanitarian Assistance Programme 2009: M&E Framework 10. Basic emergency Appeal Data Sheet 11. Provincial and District Hospitals Stock Status of Drugs – Midlands 12. Caritas Zimbabwe 2009 Annual Report 13. Minutes of the Emergency Board Meetings, of April and August 2009 14. Terms of Reference agreed between Caritas Zimbabwe and CAFOD on HAP planning, implementation, monitoring, reporting and evaluation. 15. Monthly Narrative Reports from Dioceses. 16. HAP M&E tools 17. Caritas Internationalis Emergency Response Tool Kit, May 2006. 18. Caritas International, Food and Livelihood Security Assessment Report, Nov 2008 The Sphere Project. (2004) Humanitarian Charter and Minimum Standards in Disaster Response 19. HAP Case studies 20. Support visits reports
67 Annex 3: Questionnaire for PMT and Implementing partners
QUESTIONNAIRE FOR CARITAS AND CAFOD PROJECT MANAGEMENT AND IMPLEMENTATION TEAMS Beneficiaries Inclusion: In your own assessment did the project take into account the needs and concerns of beneficiaries? Were the needs of the most vulnerable addressed? Was input from beneficiaries used to design the various components of the project?
Relevance/appropriateness: How relevant has the project interventions been to (i) Plans/rationale of the overall programme? (ii) Target group immediate and long-term needs/priorities? (iii) District development priorities?
Project Coordination: How effective was coordination of activities by the national coordination team (CAFOD and Caritas National) and in what ways can coordination be improved?
Did the project effectively involve the relevant stakeholders in the dioceses? Who was left out?
Effectiveness of Approach: In your own views were the project goals realistic. FOR EACH COMPONENT? Reach, sites, number of interventions in relation to the resources provided and the time frame?
What aspects of the approach do you think compromised the way the project was implemented and the outcome of the project? What needs to change to improve effectiveness? PLEASE ASSESS PER COMPONENT
Project sustainability: In your own assessment was the sustainability factors incorporated in the project? What measures were missed?
Connectedness: Where the efforts to address the humanitarian issues of the target group in an integrated and holistic manner adequate? What could improve?
Efficiency: How were material, technical and financial resources accessed/availed, used/applied to achieve intended results? How are they accounted for? What are the issues and challenges? FOR EACH COMPONENT
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Did Caritas Dioceses team have the necessary technical capacity to meet the technical requirements of the project? How have technical resources been efficiently mobilised through partnerships?
Was the training adequate? What new skills were acquired through this programme?
Impact: Did the project reach the intended target? TRY TO ASSESS PER COMPONENT
What percentage of achievement can you give in terms of (i) reach and (ii) output? TRY TO ASSESS PER COMPONENT.
Mention at least two most outstanding positive impacts that the project achieved?
Are there any unexpected/unanticipated changes?
How could the project have been improved to enhance the positive impacts of the project?
Did the Caritas team adopt any new ways of implementing similar programmes in future or new systems of administration that have been adopted by the Diocese from implementing this project?
Lessons Learnt: What one lesson have you learnt from implementing this project?
Recommendations: What do you recommend to improve similar programmes in future? /What further actions are needed to improve CAFOD and its partners’ capacity to design and implement humanitarian emergency response in Zimbabwe?
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CHECKLIST OF QUESTIONS – CARITAS AND CAFOD TEAMS Beneficiaries Inclusion To what extend did the work take into account the needs and concerns of beneficiaries? Were the needs of the most vulnerable addressed? To what extent were beneficiaries (women and men) involved in the planning and execution of the programme? Was input from beneficiaries used to appropriately change/improve the project? How can the project design, approaches and implementation strategies be improved to make the project more inclusive?
In addition to these guiding questions the consultants also propose the following questions to specifically address the qualities to be evaluated: Relevance/appropriateness
How relevant has the project interventions been to o Plans/rationale of the overall programme? o Target group immediate and long-term needs/priorities? o District development priorities? How relevant is the project towards the efforts of meeting the objectives of the Nation, UN cluster, and Ministry of Health and Child Welfare priorities?
Project Coordination Were CAFOD and Caritas Zimbabwe able to coordinate effectively with the relevant stakeholders involved in the implementation of health services, including local authorities, UN cluster, and other health services providers?
Effectiveness of Approach Are the project goals and objectives realistic? Is there clarity of purpose and project strategy? Were the sites chosen, priority areas/critical areas in terms of the humanitarian situation and needs of the target group? How effective were the different interventions in delivering the results? Does the set of activities and results guarantee attainment of results and impact? How effective were the methods and approaches in achieving the Outputs and Purpose of the logframe? How does Caritas Zimbabwe’s approach compare to other service providers?
Project sustainability Does accountability to beneficiaries, coordination with stakeholders and cost-recovery planning guarantee the sustainability of the project’s impact?
Connectedness How has the project been designed and implemented in order for it to meet both immediate and long term needs? What are the current efforts to address the humanitarian issues of the target group in an integrated and holistic manner?
Coherence Is the project adhering to organisational, national and international principles, policies and guidelines? What are the gaps? In what ways does the project respond to the local sensitivities and the less obvious risks and threats? Coverage What is the extent of the actual project outreach in relation to planned target? How effective are the processes of targeting and beneficiary selection?
70 To what extent are the interventions designed to meet the needs and how farm have the needs been met? Efficiency How efficient was the project implementation? How were material, technical and financial resources accessed/availed, used/applied to achieve intended results? How are they accounted for? What are the issues and challenges? Does CAFOD have the necessary technical capacity to meet the technical requirements of the project? How have technical resources been efficiently mobilised through partnerships? How were decisions made by CAFOD management and implementing staff? How efficiently was staff deployed to activity sites? Was the project cost effective? How does the outreach, results and impact relate to the resources applied in the project? How the project s cost efficiency compare with alternative interventions? How could the project have been more cost effective? How were the project beneficiaries contributing towards making the project more efficient in meeting their needs? Impact Has the project delivered the intended outcomes/deliverables? Have the outcomes caused any changes? What social, financial, economic, environmental and physical changes have been brought about by the project to the target group? What change is most significant and to which target group? Are communities and stakeholders better able to cope and independently meet their own needs? How could the project have been improved to enhance the positive impacts of the project? What were the unanticipated/unexpected impacts? Are there any indirect benefits and multiplier effects resulting from this project? Are there any undesirable impacts?
Accountability To what extent were the stakeholders involved in the project design, planning, and implementation, reviews/monitoring and evaluation? How well was progress documented and shared? To what extent were beneficiaries and stakeholders given feedback? To what extent was information shared and awareness improved? To what extent were project resources accounted for? What systems of accountability were put in place for the project?
Sustainability Are these changes likely to be sustained? What mechanisms have been put in place to sustain these impacts? How effective are mechanisms that have been put in place to ensure that the short term impacts are sustained or form the basis for longer term benefits? How has the project established synergies with other community development projects in the same areas being implemented by other development agencies? What factors may compromise sustainability of impacts? In what other ways can sustainability be improved?
Lessons Learnt and Recommendations What has been learnt from implementing this project? What can be concluded from implementing this project? How has the project facilitated generation of knowledge for designing and implementing humanitarian emergency response? What lessons can be drawn for improving project implementation strategy in future? What are the key lessons to guide/ influence organisational or national policy or practice by other partners? What could have been done better or was missing from the process? What further actions are needed to improve CAFOD and its partners’ capacity to design and implement humanitarian emergency response in Zimbabwe? What are the missing links?
71 Annex 4: Questionnaire for Beneficiaries
BENEFICIARIES FORM One on One interviews This form will be administered to beneficiaries with the aim of assessing how they view the programme, how they have benefited, where the project has failed and what could be improved in future? The structure of the questionnaire allows open responses and for yes and no answers/conclusions which will be used in frequency analysis. Name of Respondent YES NO Sex x X Age X X Location District Ward x X Household status X X Vulnerability category Old age /Under five / /Poor workplace incentives/ x X Poor sanitation/Poor Nutrition Type of intervention Nutrition garden/ Wet Feeding/ Food ration/Drugs x x /Water/ Toilet/ Selection Process Was the selection process fair, and transparent
Involvement Did you participate in defining what type assistance you required?
Efficiency Was the response timely?
Did it meet your expectation?
What is your assessment of Caritas Zimbabwe’s efficiency in implementing the project? Where they efficient or not? In what ways? Effectiveness Was the provision appropriate
Was the provision adequate?
Was the distribution efficiently conducted?
Were local leaders involved?
Connectedness/Coher Did the project meet your most immediate need? ence Activities/Outcomes Did the project do what it promised to do?
Impact Did the project change anything for you or household? What is the change, what is the benefit? Sustainability Is the change brought by the project likely to last long?
Did the project address your future needs? In what way?
Recommendations What did you like most about the project?
What did you not like most about the project?
How could the project be changed in future so that the changes/benefits are more sustainable?
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Annex 5: Questionnaire for key informants for different components of HAP/Sectoral Interviews
CHECKLIST OF QUESTIONS (Clinic, ECC, Primary School, Nutrition garden, Old People’s Home, Orphanage) How were you selected to be part of the beneficieries of the emergency programme? How effective and efficient were CARITAS staff in delivery of service and liaison with the institutions? How do you compare their approach with other emergency agencies? Is your institution involved in any planning? What other stakeholders offer similar or complementary services are you working with/or have you worked with before? How many people are benefiting from the project Total number Children male/female staff members
Were the supplies provided? Essential Adequate Timely provided
How has the project alleviated the situation in terms of Access to drugs Disease incidences Food availability to staff, school children and old people Nutrition Deaths (related to hunger and disease) Attendants to schools/clinic consultations Staff turnover at the clinic/school Other direct or indirect effects of this particular intervention
How activities and impacts are monitored any monitoring records you can show? What aspects of the programme could be improved in future? What mechanisms have been/can be put in place to ensure that benefits can be sustained?
Water Point Committee members What is the history of the water point prior to 2009? What is the nature of CARITAS Zimbabwe’s intervention? Does it meet need and expectations? Has the intervention been timely, adequate and relevant to needs of the vulnerable households? How many households benefit from the water point? What is the structure of the committee, how does it function, what materials have been provided to maintain the borehole, what is the nature of training received through the project? What mechanisms have been put in place to sustain the effectiveness of the committee? Any challenges faced now or anticipated? What linkages have been established with local institutions like ZINWA and DDF? What records are kept, review any written documents of the committee and assess level of commitment and technical knowledge during interview. What aspect of the intervention need to be changed in future programme?
Nutritional garden members What is the history of the garden prior to 2009?
73 How beneficiaries were selected, how most vulnerable are involved or benefit? What is the nature of CARITAS Zimbabwe’s intervention? Does it meet needs and expectations? Has the intervention (seed and other materials supply) been timely, adequate and relevant to needs of the vulnerable households? How many households benefit from the garden? What is the structure of the garden committee, how does it function? What mechanisms have been put in place to sustain the effectiveness of the committee? What positive changes can be attributed to the project? Nutrition, cohesiveness, any challenges faced now or anticipated? What records are kept, by the committee? What sustainability mechanisms have been incorporated in the nutrition garden project? Resilience, drought coping mechanisms, other disasters risk reduction mechanisms? What aspects of the intervention need to be changed in future programme in order to make it more sustainable and meet future needs of vulnerable households?
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Annex 6: List of people consulted and sites visited
PMT, CAFOD and CARITAS TEAM
DATE OF NAME SEX POSITION ORGANISATION INTERVIEW
05/02/2010 1. M. Nyashanu F M and E officer CARITAS, nat 2. G. Matonhodze M Healthy Promotion Officer CARITAS, nat 3. D. Nyamashuka F National Finance Officer CARITAS, nat 4. T. Gwatinyanya M Programme officer CARITAS , Hre 08/02/2010 5. Father Chiromba M General Secretary ZCBC Emergency Board 6. W. Mufunda M Programme Coordinator CARITAS, nat 7. H. Usayiwataka F Finance and Admin officer CARITAS, Hre 8. C. Hamadziripi M National Director CARITAS , Nat 10/02/2010 9. Mark Atterton M Regional Manager CAFOD HQ 10. Gabriella Prandini F Programme Manager CAFOD HQ 05/02/2010 11. L. Mashiri M Programme Support Officer CAFOD HQ 12. L. Zimondi F Finance Admin CAFOD HQ 13. F. Kabungaidze M Programme Support Officer CAFOD HQ 11/02/2010 14. Sr Chaza F Coordinator CADEC , Mtre diocese 11/02/2010 15. C. Bodzo F Finance Officer CADEC , Mtre diocese 16. D.Madzirashe M Field officer CADEC, Mtre diocese 11/02/2010 17. Mr Jaravaza M CEO Nyanga RDC 18/02/2010 18. Mr Gilbert M Project coordinator CARITAS Chinhoyi 18/02/2010 19. M. Maeresa M Programme manager CARITAS Chinhoyi 18/02/2010 20. M. Mutupo ? Finance Assistant CARITAS Chinhoyi 21. A. Tizora M Assistant DA Chinhoyi 22. J. Manyurapasi M Assistant DA Chinhoyi 23/02/2010 23. Br Manobo M Coordinator CARITAS Gweru 24. P. Mukonda M Finance and admin assistant CARITAS Gweru 26/02/2010 25. Mrs Kavhu F Finance and Admin officer CARITAS Gweru 25/02/2010 26. ????? M District education officer Gokwe 27. M. Chinono M Programme Manager CARITAS Gweru 24/02/2010 28. C Chimfombo M Programme Officer CARITAS Gweru 23/02/2010 29. Wenceslaus M Warehouse keeper CARITAS Gweru Gundumure 25/02/2010 30. Themba Madzvimbo M Field Officer CARITAS Gweru 24/02/2010 31. Wellington Ngulube M CEO Vungu RDC 23/02/2010 32. Tinatse Mudzingwa F Environmental health technician Ward 13 24/02/10 33. Siyai Bhudha M Councilor Ward 13 24/02/10 34. Simbarashe Tsure M Councilor Ward 10 24/02/10 35. Beatrice Mupasire F Head Chiwundura primary school 24/02/10 36. C Mabong’a F Hospital administrator Zhombe mission hospital 24/02/10 37. Bonface Ngandu M Water technician DDF Silobela 24/02/10 38. Moffat Sbanda M Councilor Ward 22 25/02/2010 39. D Chikava M Clinical officer Gokwe hospital 25/02/2010 40. Tendai kingi M Pharmaceutical Technician Gokwe hospital 26/02/2010 41. S Velani M CEO Gokwe South RDC 26/02/2010 42. Laisa Dube F Councilor Ward 30 26/02/2010 43. Misheck Ndlovu M Field officer CARITAS Gokwe 26/02/2010 44. Sr C Mutizira F Coordinator CARITAS Gokwe 45. L. Tirivavi F Finance and Admin Officer CARITAS Gokwe 46. M. Chingono M Programme Manager CARITAS Gokwe
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OTHER STAKEHOLDERS AND BENEFICIERIES
DATE OF NAME SEX POSITION INTERVENTION LOCATION INTERVIEW 05/02/2010 47. C. Chitsungo F PHHE School feeding Goromonzi, hre 48. T. Gwatinyanya M School feeding Goromonzi, hre and VGF 49. Sr Julian F Sister supervisor VGF Mother Theresa,hre 11/02/2010 50. Sr Nyanhongo (nurse) F Sr In Charge Drugs Nyanga District hospital 51. Mr Mutsipa M District Pharmtech Drugs Nyanga District Hospital 52. Dr Mutede M DMO Drugs Nyanga District Hospital 53. Sr Dzoma F nurse Drugs Nyanga District Hospital 54. Mrs Toma F ???????????? Drugs Nyanga District Hospital 12/02/2010 55. Mr Marabada M Headmaster, Crossdale School feeding Tombo, Nyanga Primary 56. S. Chitondwe F Healthy teacher, crossdale School feeding Tombo, Nyanga primary 57. J. Chitondwe M Teacher, Crossdale primary VGF Tombo, Nyanga 58. M. Mutunduwe M Beneficiary Nutritional Tombo, Nyanga Garden 59. T. Mudungwe F Beneficiary Nutritional Tombo, Nyanga Garden 60. J. Mukwa F Beneficiary Nutritional Tombo, Nyanga Garden 61. B. Chipomu F Beneficiary Nutritional Tombo, Nyanga Garden 62. S. Butaputa F Community healthy WATSAN Tombo, Nyanga volunteers 63. M. Guta F Community healthy WATSAN Tombo, Nyanga volunteers 64. G. Mutswapo M Non- Beneficiary VGF Tombo Ward 14 Nyanga 65. B. Sanzvenga F Non- Beneficiary VGF Tombo Ward 14 Nyanga 66. P. Mautsa F Non- Beneficiary VGF Tombo Ward 14 Nyanga 67. G. Nyahanana ? Non- Beneficiary VGF Tombo Ward 14 Nyanga 68. S. Chapfumvira F Non- Beneficiary VGF Tombo Ward 14 Nyanga 69. V.Muswere F Non- Beneficiary VGF Tombo Ward 14 Nyanga 70. E. Katunga F Non- Beneficiary VGF Tombo Ward 14 Nyanga 71. C. Mutamba ? Non- Beneficiary VGF Tombo Ward 14 Nyanga 72. C. Gonda F Non- Beneficiary VGF Tombo Ward 14 Nyanga 73. D. Mabvudza F Non- Beneficiary VGF Tombo Ward 14 Nyanga 74. T. Mutize ? Non- Beneficiary VGF Tombo Ward 14 Nyanga 75. 76. 77. O. Marufu M PHHE Tombo clinic 78. Z. Bumhira M Water point Water Ward 12, Nyamaropa committee(headman) 79. A. Nyakatawa F Community healthy Water point Ward 12, Nyamaropa volunteer 80. J. Nyabasa M Village Pump Minder Water Ward 12, Nyamaropa 81. T. Manyau M Village Pump Minder Water Tombo Nyanga 82. P. Ziko M Village Pump Minder Water Tombo Ziko village, nyanga 83. L. Nyakane M Village Pump Minder Water Tombo Nyanga 84. V. sereko F Village Pump Minder Water Tombo Nyanga 85. M. Nyajeka F Ward Environment healthy Nyanga worker 86. S. Ruziwa F Ward Environment healthy Nyanga worker 87. Mrs Nyakatawa F Ward Environment healthy Nyanga worker 88. Mr Makanyanga M School head School feeding Nyanga 18/02/2010 89. J. Madzima F Home Manager VGF Vimbainesu orphanage, zvimba , chinhoyi 19/02/2010 90. S. Chitafiri F TIC School feeding Matoranjera primary, chinhoyi 91. B. Chiweshe M Primary Care Nurse Drugs Mukohwe valley clinic 92. Fr Karl M Superior Drugs , VGF St Ruppets hospital 93. Mr Chirenge M Hospital Admin Drugs , VGF St Ruppets hospital
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94. Dr Chipfuwa M Govt medical doctor Drugs , VGF St Ruppets hospital 25/02/2010 95. Mr Chikora M Clinical officer Drugs Gokwe District Hospital 96. Mr Muganhiri M Pharmtec Drugs Gokwe District Hospital 97. T. Kingi M Pharmtec Drugs Gokwe District Hospital 98. Sr Cynthia F Vice Matron VGF St Agnes Childrens Home, Gokwe 26/02/2010 99. Mrs Hove F Nurse aid Drugs Nyanje RHC Gokwe 12/02/2010 100. A. Bingura f Beneficiary VGF Tombo 2 primary school, nyanga 101. P. Monzora f Beneficiary VGF Tombo 2 primary school, nyanga 102. R. Mautsa f Beneficiary VGF Tombo 2 primary school, nyanga 103. K. Mahachi m Beneficiary School feeding Crossdale primary school, nyanga 104. R. Mubaiwa f Beneficiary School feeding Crossdale primary school, nyanga 105. T. Guta f,m Beneficiary School feeding Crossdale primary school, 106. T. Mbabvu nyanga 107. M. Mukura f School feeding Crossdale primary school, Beneficiary nyanga 05/02/2010 108. O. Chikwanha f Beneficiary School feeding Goromonzi ward 15 109. F. Mukoni f Beneficiary School feeding Goromonzi ward 15 110. T. Nhundu m Beneficiary School feeding Goromonzi ward 15 111. N. Chirombo f Beneficiary School feeding Goromonzi ward 15 112. T. Magirazi m Beneficiary School feeding Goromonzi ward 15 113. D. Nyamayaru m Beneficiary School feeding Goromonzi ward 15 114. W. Laseias f Beneficiary School feeding Goromonzi ward 15 11/02/2010 115. S. Masamvu f Beneficiary School feeding Nyamhuka 1, nyanga 116. P. Nyakatawa f Beneficiary School feeding Nyamhuka 1, nyanga 117. C. Zvingwari m Beneficiary School feeding Nyamhuka 1, nyanga 118. G. Saunyama f Beneficiary School feeding Nyamhuka 1, nyanga 119. F. Fombo f Beneficiary School feeding Nyamhuka 1, nyanga 120. M.Hamunakwadi f Beneficiary School feeding Nyamhuka 1, nyanga 121. L. Walaza f Beneficiary School feeding Nyamhuka 1, nyanga 122. N. Charamba m Beneficiary School feeding Nyamhuka 1, nyanga 123. Mukaronda f Beneficiary Teacher in Nyamhuka 1, nyanga charge 12/02/2010 124. F. Makanyanga m Beneficiary Teacher in Tombo Primary school, nyanga charge 125. S. Gondo f Teacher in ward 12,nyanga Beneficiary charge 05/02/2010 126. R. Samatepo male Beneficiary VGF Ward 12, nyanga 12/02/2010 127. W. Muteresa f Beneficiary VGF ward 12 nyanga 128. J. Chitondwe f Beneficiary VGF nyanga ward 12 129. C.Nyabvure m Beneficiary Teacher in nyanga ward 15 charge 130. T. Mukondora f Beneficiary Teacher in nyanga ward 15 charge 131. R. Sapulanu f Beneficiary VGF nyanga 132. F. Nyamakowe m Beneficiary VGF nyanga 133. Z. Bumhira m Beneficiary VGF nyanga ward 15 134. E. Samungure m Beneficiary Nutritional nyanga ward 12 Garden 135. A. Masungure f Beneficiary Nutritional nyanga ward 12 Garden 136. M. Musarira f Beneficiary Nutritional nyanga ward 12 Garden 137. N. Nyabezi f Nutritional nyanga ward 12 Beneficiary Garden 138. L. Mironga f Nutritional nyanga Beneficiary Garden 139. P.Mamvocha m Beneficiary Nutritional nyanga ward 12 Garden 140. T. Muzimu f Beneficiary School feeding tombo 2 primary school 141. M. Munetsi m Beneficiary School feeding tombo 2 primary school 19/02/2010 142. L. Munetsi m Beneficiary School feeding Matoranjera Primary school 143. J. Chiputire f Beneficiary School feeding Matoranjera Primary school 144. H. Chiganga m Beneficiary Nutritional ward 14 Mukohwe valley
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Garden 145. S. Madhodha f Beneficiary Nutritional ward 14 Mukohwe valley Garden 146. B. Kachese m Beneficiary Nutritional ward 14 Mukohwe valley Garden 147. S. Simbaneuta m Beneficiary Nutritional ward 14 Mukohwe valley Garden 148. R. Tapera m Beneficiary Toilet ward 14 simbaneuta village 149. S. Chitofiri f TIC School feeding Matoranjera Primary School 150. T. Tigere f Beneficiary, cook VGF chengetanayi O.P home chinhoyi
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Annex 7: Table with consolidated data on planned and actual reach, variances, budget and expenditures for each component.
Annex 7: Consolidated Table of figures on Reach (Planned and Actual), Budget and Expenditure and Variance analysis
Component Planned Actual Period of Variance Cumulative Budget Expenditure Variancee Target Reach/month Support Reach GBP GBP
Inst Feeding Hospital 5,002.0 3,437.0 7.0 (31.3) 24,059.0
Wet Feeding ECC 3,572.0 3,072.0 7.0 (14.0) 21,504.0 Wet Feeding Primary Schools 65,705.0 73,071.0 7.0 11.2 511,497.0 Old People's Homes Feeding 251.0 262.0 7.0 4.4 1,834.0 Orphanages Feeding 660.0 277.0 7.0 (58.0) 1,939.0 Dry Rations Primary Schools 73,916.0 1.0 #DIV/0! 73,916.0
Dry Rations ECCs - 2,624.0 1.0 #DIV/0! 2,624.0
Vulnerable Group 436,680. Feeding 0 152,963.0 (65.0) 152,963.0 Staff Hampers Hospital 5,002.0 1,019.0 5.0 (100.0) Staff Hampers ECCs 188.0 67.0 6.0 (100.0) Staff Hampers Primary Schools 2,475.0 1,362.0 5.0 (100.0) Staff Hampers Orphanages 660.0 38.0 4.0 (100.0)
520,195. Total Feeding 0 312,108.0 (40.0) 790,336.0 Seed Packs/Gardening 4,607.0 4,607.0 100.0 4,607.0
Drugs 5,000.0 31,803.0 536.1 31,803.0 WATSAN Water Points 3,000.0 4,167.0 38.9 4,167.0
WATSAN Toilets 239.0 626.0 161.9 626.0
Total WATSAN 3,239.0 4,793.0 48.0 4,793.0
Total 533,041. Beneficiaries 0 353,311.0 57.0 #DIV/0! 831,539.0
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Annex 8: Testimony from one school headmaster on impact of school feeding
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Annex 9: Work schedule for the Evaluation
DRAFT WORK SCHEDULE FOR THE END OF TERM EVALUATION OF THE CI FUNDED EMERGENCY PROJECT EA01/2009 Please note that: i. In all Dioceses the consultant would like to meet with (apart from the CARITAS Project team) local institutions representatives at Hospitals, Clinics, Schools, Orphanages and Old People’s Homes. Consultant would need to access their records as well.
ii. Interviews with beneficiaries will be conducted in one on one interviews and NOT in Focus Group Discussions. There is therefore no need to organize any large groups for focus group discussions. A standard short questionnaire will be administered to individuals.
iii. Brief meetings with relevant district level institutions, including local EHWs, WAC member, HBC personnel and water point committee members would be necessary whenever it is easy to find them.
Date Activity Details of Activity Fri 29th Jan Negotiation of terms and signing of Contract and Collection of Literature Mon 1st Feb Inception meeting with CAFOD and Literature Review and setting up appointments with CARITAS team CAFOD team
Tue 2nd Feb Interviews with CAFOD Team Logistics, M&E, and Finance Officer
Wed 3rd Feb Literature review Thurs 4th Feb Logistics and Approach meeting Interviews and Discussion of field itinerary and tools with Gabriella Emergency board - Gabriella
Fri 5th Feb Literature Review and Meeting with Meeting with National Caritas Team the National Caritas Team Mon 8th Feb Interviews Emergency Board – Father Chiromba and with Wonder Mufunda
Tue 9th Feb Interviews 0830-1130 Caritas Harare team interviews and discussion of field visit
Wed 10th Feb Field Visit Harare Diocese Depart at 0830am for Goromonzi (primary school and old people’s home Depart 1230hrs to Chishawasha (primary school, old people’s home)
Thur 11th Feb Field Visit Mutare Diocese Depart Harare @ 0830 arrive Mutare @ 1130.
Mutare interviews with Caritas Mutare, spend night in Mutare or Nyanga Nat Park
Fri 12thFeb Field Visit Nyanga Field visit to Nyanga Rural (WATSAN, School feeding, clinic and nutrition garden)
Sat 13th Feb Field visit Nyanga and Travel back Nyanga urban District Hospital and Urban School Feeding to Harare Travel to Harare pm
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Thur 18th Feb Field Visit Mutare Diocese Depart Harare @ 0800hrs arrival @ 0930
Interview with Caritas team Chinhoyi, Makonde (nutrition garden, WATSAN, primary school)
Fri 19thth Feb Field Visit Chinhoyi Diocese Visit Chinhoyi Urban Old people’s Home and orphanage and Clinic close to Chinhoyi urban Travel back to Harare
Tue 23rd Feb Travel to Gweru Diocese Depart Harare @ 0700 am Meeting with Caritas staff Gweru @ 1130hrs
Chiundura site visit (WATSAN and primary school feeding)
Wed 24th Feb Gweru Diocese Kwekwe site visits (WATSAN, Nutrition garden) and travel to Gokwe
Thurs 25th Feb Gokwe Diocese Interviews with Caritas staff Gokwe
Gokwe site visit Nemangwe (primary school and WATSAN,)
Fri 26th Feb Gokwe South and travel to Harare Gokwe South (clinic, ECC, orphanage and WATSAN), 1300hrs travel to Harare
Tues 2nd Mar First Feed Back meeting Preliminary Findings presentation to CAFOD and Caritas team
Fri 5th Mar First draft report submitted Preliminary Findings feedback incorporated into draft report
Mon 15th Mar Final Draft Report Submission and presentation
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