Table of Contents s106

C R S / Z W S T R I V E P r o j e c t

SUPPORT TO REPLICABLE, INNOVATIVE, VILLAGE/COMMUNITY LEVELS EFFORTS FOR CHILDREN AFFECTED BY HIV/AIDS IN ZIMBABWE

Performance Management Plan 22nd December 2001 – 31st May 2004

Prepared by: STRIVE Team—Catholic Relief Services/Zimbabwe

Submitted to: USAID Zimbabwe Cooperative Agreement #690-A-00-02-00056-00

Revised February 2003 Table of Contents

List of Acronyms...... i

Section I: Introduction...... 1

Responding to Increasing Vulnerability...... 1 The Performance Management Plan...... 2

Section II: Key Results Framework...... 3

Key Results Framework...... 3 Explanatory notes for the key results framework...... 4 Critical Assumptions...... 9 Context Indicators...... 10

Section III: Managing STRIVE for Results...... 13

Performance Monitoring Plan...... 13 Performance Data Table...... 17 Staffing Plan...... 19

Section IV: Annual Workplan...... 20 L I S T O F A C R O N Y M S

AIDS Acquired Immune Deficiency Syndrome CABA Children Affected By HIV/AIDS ES Economic Strengthening HIV Human Immunodeficiency Virus CB/G Capacity Building and Gender EA Educations Assistance GM Grants Manager GO Grants Officer HEA Household Economic Approach HH Household IHM Intra Household Model IR Intermediate Result IRC Internal Review Committee LEAD Linkages for the Economic Advancement of the Disadvantaged LOE Level of Effort ORA Operations Research Advisor OR Operations Research ORO Operations Research Officer PAC Project Approval Committee PD Project Director PM Project Manager PPM Pilots Project Manager PPO Pilots Project Officer PMP Performance Management Plan PSS Psychosocial Support RFP Request for Proposals RTA Regional Technical Advisor SARO Southern Africa Regional Office SO Strategic Objective STRIVE Support to Replicable, Innovative Village/community Level Efforts [for Children Affected By HIV/AIDS]

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S E C T I O N I : I N T R O D U C T I O N In December of 2001, Catholic Relief Services was awarded a two-and-half year grant by USAID to enhance the capacity at the regional and local levels in Zimbabwe to support community responses to assist children affected by HIV/AIDS (CABA). The Support To Replicable, Innovative, Village/community level Efforts (STRIVE) for children affected by HIV/AIDS project seeks to establish proven models to support CABA through supporting replicable, innovative village/community level efforts for CABA. The STRIVE Team will achieve this goal through piloting several interventions for CABA, their households and communities at the household, regional and national levels simultaneously and in an integrated way. This comprehensive approach is vital to stemming the tide of new infections amongst CABA whilst providing for their psychosocial, educational and livelihood needs.

RESPONDING TO INCREASING VULNERABILITY With current inflation standing at more than 122%, a tumbling local currency, escalating HIV prevalence rates (at 35% of adults), high death rates, over 6 million people faced with starvation, and a highly polarized national community, the post-election socio-political environment in Zimbabwe continues to pose a number of key challenges to programming. Zimbabwe is facing a deepening socio-political, economic and health crisis.

The combined effects of a land policy that led to disruption in production and drought have adversely affected food security for households throughout the country and continue to lead to the country’s economic meltdown. HIV and AIDS increasingly adversely affect children throughout the country. The number of children affected by HIV/AIDS continues to escalate at a time when government spending on social services has dwindled. Children in Zimbabwe thus face increasing vulnerability.

Some of the most pressing problems CABA face in Zimbabwe include: a) burdens of caring for an ailing parent and younger siblings, b) household economic and food insecurity, c) abuse and neglect by adults or siblings, and d) withdrawal from school to care and provide for other siblings.

With very little public funds invested in CABA, local organizations and communities must enhance their capacity to respond to the impact of HIV/AIDS on children in an effective and sustainable manner. There is need for local organizations to scale-up their activities to match escalating numbers of CABA.

The severe drought coupled with some macro-economic and political factors will further aggravate the situation of CABA throughout Zimbabwe. While STRIVE does not want its attention to be diverted by the current food insecurity, the project will collaborate with strategic partners to ensure that food security issues are addressed. In order to strengthen its own food security interventions and meet the increased demands for technical support from sub-grantees, STRIVE will add an Agriculture Project Manager onto its staff compliment.

The STRIVE Project will work with more than eight sub-grantees during the life of this project. STRIVE will also front load capacity building activities at the beginning of the project in order to ensure that its sub-grantees are able to launch and scale-up their activities at the same time. To accelerate this process and thereby reach out to more children in a shorter timeframe, STRIVE will seek additional sub-grantees, such as national NGOs and international PVOs, whose capacity enables them to initiate projects with a minimum of technical support from the STRIVE team. - 1 - CRS/ZW STRIVE PERFORMANCE MANAGEMENT PLAN – REVISED FEBRUARY 2003

STRIVE will address their sub-grantees’ capacity to deliver quality services to CABA through a capacity building strategy. Similarly, STRIVE will provide the financial resources that sub- grantees lack and which hamper their ability to scale-out and up activities to reach more CABA. STRIVE will implement several special activities aimed at assisting sub-grantees to implement interventions whose impact can be demonstrated. In targeting CABA, much emphasis will be placed on expanding geographic coverage into socio-economically depressed wards or suburbs/townships. Under these pilot programs, STRIVE will assist selected sub-grantees to track, document and learn from the impact of their interventions.

Given the volatile nature of the current situation in Zimbabwe, the 2002 Annual Work Plan will be flexible, allowing STRIVE staff to achieve expected results while responding to changing circumstances. Thus these pre-planned activities must be constantly updated and adapted to reflect changing needs, challenges and opportunities presented by the operating environment. If the socio-political and economic situation deteriorates further, STRIVE will link-up with other humanitarian relief efforts to ensure maximum returns on its investments for CABA and their families.

As already alluded to, the increasing crisis faced by CABA and their families in Zimbabwe means that more requests for support from NGOs and CBOs will be made to STRIVE. STRIVE in turn will need to recruit more full time staff and place them closer to sub- grantees in the field. In order to gear up for increased response and working with more than 8 sub-grantees, STRIVE is planning on hiring three Pilots Project Officers with 100% level of effort (LOE) [2 funded by CRS while one is funded by USAID]. These new staff will be dedicated to managing assistance to sub-grantees’ projects, ensuring timely reporting and following through on the capacity building strategy. The staffing plan for STRIVE is given in Annex 1.

THE PERFORMANCE MANAGEMENT PLAN This Performance Management Plan (PMP) serves as a “living” document that the STRIVE Team will use to guide its performance management efforts. The PMP is thus a useful management and organizational learning tool, which will be updated as and when necessary to reflect changes in the operating environment and or key project activities.

This PMP is organized into sections as follows: Section I: Introduction. This section provides background information and introduces the PMP.

Section II: Results Framework. This section presents the Results Framework, Indicator Flow Chart and the critical assumptions underpinning the framework.

Section III: Managing STRIVE for Results. This section describes how the STRIVE Team will manage this project for results and covers issues such as responsibilities for various management activities.

Section IV: Annual Work plan. This section outlines the STRIVE team’s major activities over the period December 2001 to December 2002.

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S E C T I O N I I : K E Y R E S U L T S F R A M E W O R K

KEY RESULTS FRAMEWORK SO—Level 1 Indicators: Improved care and support to # and type of community initiatives to support CABA strengthened children affected by HIV/AIDS # of NGOs/CBOs supporting community initiatives for CABA throughout Zimbabwe Average % of change in CABA support index in pilot project areas

Indicators: SO—Level 2 # and type of proven models identified Proven models to support # of best practices identified CABA determined

Indicators: Indicators: - % change in Indicators: Indicators: - # and type of ES organizational IR 1 IR 2 IR 3 Indicators: IR 4 - # and type - # and type of interventions IR 5 - # and type of assessment Psychosocial of PSS Food security food security Education Economic piloted Effectiveness EA interventions score support interventions interventions interventions assistance strengthening - # of children, of sub- piloted - # of sub interventions - # of children piloted piloted interventions interventions households, grantees - # of children grantees piloted benefiting - # of children piloted piloted community groups improved benefiting reaching benefiting benefiting maturity (using score measure)

IR 1.1 IR 1.2 IR 2.1 IR 2.2 IR 2.3 IR 3.1 IR 3.2 IR 3.3 IR 3.4 IR 4.1 IR 4.2 IR 5.1 IR 5.2 Psychosocial Life skills Availability Access to Nutritional Enrolment Learning School Vocational Household Community Learning Effective well being of transfer of food to food for status of levels for environ- retention skills inter- economic safety nets linkages ness of CABA inter- CABA CABA CABA CABA ment of rates ventions safety nets improved between services improved ventions increased increased improved increased school increased improved improved NGOs-CBOs delivered improved improved improved by sub grantee Indicators Indicators: Indicators: Indicators: Indicators Indicators Indicators Indicators Indicators Indicators - Average Indicators: - % change - % change - % change Average % % change in # % change # of CABA - % change -# of CABA on Indicators % change - #of CABA in food in sources of in nutritional change in of schools in retention accessing in # and priority -% change Indicators in level of accessing stocks in food for status of enrolment participating in rates for vocational types of registers in frequency % change in PSS well life skills CABA CABA CABA 0-5 of CABA resource CABA skills (by assets in HH assisted of informal/ composite being of activities households - % change years exchange type) - % change -% change in formal impact of CABA - % change in level of activities in # of frequency of contacts partner - # of CABA in # of daily household sources of assistance between programming reached meals taken food income sub on CABA by CABA production grantees

EXPLANATORY NOTES FOR THE KEY RESULTS FRAMEWORK Many elements in the results framework and indicator summary are self-explanatory. However, some specific indicators merit further clarification. These clarifications are included in the following explanatory notes.

Strategic Objective (level 1) “Improved care and support to children affected by HIV/AIDS throughout Zimbabwe”. The primary strategy the STRIVE team will employ to accomplish this goal is to enhance the capacity of national and local level organizations.

The STRIVE team chose three indicators to determine when pilot initiatives achieve the above SO (level one): a) # and type of community initiatives to support CABA strengthened, b) # of NGOs/CBOs supporting community initiatives for CABA, and c) Average % of change in CABA support index in pilot project areas.

For the purposes of the first indicator, STRIVE defines the term ‘community’ loosely. A community is a group of people living in geographical proximity to each other and who consider themselves to be a specific social entity. It is entirely possible to have several smaller “communities” within a larger one. Likewise, the STRIVE team defines community initiatives broadly. Initiatives are activities or services that any group of concerned individuals undertake or deliver to address the situation of children. Such groups directly deliver services (i.e. visiting CABA guardians, organizing fundraising campaigns, working in a communal garden whose production will go to CABA). NGO/CBOs, on the other hand, are more formal entities that catalyze and support community initiatives. This latter category seeks to achieve wider community ownership of issues relating to children affected by HIV/AIDS. They are facilitators, not managers; capacity builders not direct service deliverers.

Further, the STRIVE team believes that sub-grantees will not be able to reach as many CABA as possible in a sustainable manner by acting as direct service deliverers. Catalyzing and supporting community initiatives that deliver care and support services to guardians and CABA will supply the “multiplier effect” necessary for scaling up responses to CABA. This is the rationale behind choosing the indicator “# of NGOs/CBOs supporting community initiatives for CABA”. The challenge of the facilitating NGO/CBO is to draw as many of the smaller “communities” in to join those who begin an initiative. It is in this way that support and care to CABA can be scaled out—first within the initial area and then, from following the initial example, to surrounding communities.

The team felt that it would not be sufficient simply to count the number of community initiatives supporting CABA because we would still be left with the question “so what”. The STRIVE team wants to see that CABA are actually better off because of these community initiatives. Thus, the indicator for a CABA support index was added. The support index is made up of several elements relating to the well being of CABA: 1) Nutritional status, 2) Psychosocial status (emotional and social stability), 3) Access to schooling, and 4) Social network of support.

Strategic Objective (Level 2) “Proven models of care & support for CABA determined” Indicators for this SO are: a) # and types of models identified (i.e. combination of pilot interventions), and b) # of best practices identified.

STRIVE sub-grantees are piloting different combinations of activities. In addition, they will carry out these combinations in different settlements; urban and rural sites of high-density suburbs, peri-urban informal, mining, communal, small-scale commercial and resetlement sites. Each of these combinations is a potential “model”. However, these models will be the sum of “best practices”. Therefore, both indicators are needed in order to determine (1) what the best practices seem to be and (2) the best combinations of those practices that create a given model. We expect these models to evolve and become clearer as sub- grantees engage communities in the various activities and the operation research program tracks their progress.

Intermediate Result 1—“Psychosocial support interventions piloted” The indicators for this IR include: a) # and type of PSS interventions, b) # of children reached, and

The team did not want to dictate which PSS interventions sub grantees should count; therefore, the type of interventions will be described in M&E reports as they evolve. However, an illustrative list of such activities follows: 1) Organized recreational activities such as team sports, drama, singing, 2) Counseling of CABA by peers and adults, and 3) Participation in “outward bound” adventure activities.

Intermediate Result 1.1 —“Psychosocial well-being of CABA improved” The indicators for this IR include: a) Average % change in level of PSS well being of CABA, and b) # of children reached

Psychosocial well-being is defined as emotional and social stability. It would include detecting changes in feelings of hopelessness, anxiety and depression and feelings of connectedness with the larger community.

STRIVE, in collaboration with sub grantees, will commission experts in the psychosocial field to conduct specific studies and produce research reports on PSS status of CABA (please find details in the operations research section of the Annual Work Plan).

Intermediate Result 1.2—Life skills transfer interventions improved The indicators for this IR include: a) #of CABA accessing life skills activities

Examples of life skills activities are: 1) Assertiveness training, 2) Child placement with artisans, and 3) Organized camp activities.

STRIVE intends to use life skills activities as a major tool to prevent the spread of HIV among young people in what is called primary behavior change. This strategy will aim at increasing the average age on the first sexual debut amongst young people, promote abstinence and children’s ability to “say no” to requests for sex.

Intermediate Result 2—Food security interventions piloted The indicators for this IR include: a) # and type of food security interventions, b) # and type of models identified (i.e. combination of pilot interventions) and c) # of best practices identified.

Examples of food security interventions are: 1) Introducing drought tolerant crops, 2) Using drip irrigation techniques to intensify production in home gardens, 3) Facilitating agricultural market linkages to increase income, 4) Promoting the use of crops that are naturally high in vitamins (micronutrients) such as orange flesh sweet potatoes, peanuts, cow peas, and other traditional foods that are typically overlooked, and 5) Promoting Zunde raMambo [Isipala lenkosi] community fields/gardens.

Intermediate Result 2.1—“Availability of food to CABA increased” Indicators include: a) % change in level of food stocks in CABA households, and b) % change in # of daily meals of CABA.

Intermediate Result 2.2—“Access to food for CABA increased” Indicators include: 1) % change in sources of food for CABA and 2) % change in household food production levels.

Intermediate Result 2.3—“Nutritional status of CABA improved” Indicators include: a) % change in nutritional status of children 0-5 years.

Outside of information on nutritional status of children under five, the baseline study did not provide more information on food security levels. To cover this gap, STRIVE intends on using a modified HEA (Household Economy Approach) to determine a baseline value for both livelihood and food security and then to track changes in these indicators throughout the life of the project. This will be a part of the Operations Research agenda (please find details in the operations research section of the Annual Work Plan).

STRIVE hopes that by using a modified HEA and tracking changes throughout the project, sub-grantees and the OR team will be able to detect (1) the overall food and livelihood security situation for the typical household and (2) changes in types of households (as defined by the impact of HIV/AIDS on the children in the household) that can be attributed to the pilot interventions.

Intermediate Result 3 — “Education assistance interventions piloted” Indicators for this intermediate result include: a) # and type of education assistance interventions piloted, b) # of children benefiting from education assistance and

Examples of types of interventions in the education assistance arena: 1) Scholarships to individual children, 2) Support to existing primary and secondary schools and 3) Block grants in exchange for free schooling for CABA.

Intermediate Result 3.1 — “Enrolment levels for CABA increased” Indicators for this intermediate result include: a) Average % change in enrolment of CABA by gender.

Intermediate Result 3.2 — “Learning environment of school improved” Indicators for this intermediate result include: a) % change in # of schools participating in resource exchange activities.

Improving the learning environment in a school revolves around the block grant intervention and involves—among other things: 1) Set up a text book revolving scheme or school library, 2) Purchase of textbooks and/or other learning materials, 3) Set up an after school program that could not otherwise be afforded, 4) Set up a crèche where children heading households can leave their siblings while they attend school, 5) Introduce “life skills” to the existing school curriculum to promote/reinforce positive social behavior among children, and 6) Repair infrastructure (not to exceed US$500 or ZW$150,000).

Intermediate Result 3.3 — “School retention rates increased” Indicators for this intermediate result include: a) % change in retention rates for CABA.

Intermediate Result 3.4 —“Vocational skills interventions improved” Indicators for this intermediate result include a) # of CABA accessing vocational skills (by type).

Facilitating access to vocational skills for CABA may have an effect also on psychosocial well- being. Knowing that one has practical skills on which one can rely or which can afford access to higher learning later on may go a long way in relieving anxiety about the future. In addition, being able to independently fix the hinge on a door or repair clothing may provide a sense of control and confidence in CABA who have head of household responsibilities. Therefore, STRIVE will look to its psychosocial indicators to determine whether this combination of activities does, in fact, yield better results than psychosocial activities alone.

Intermediate Result 4 — “Economic Strengthening interventions piloted” Indicators for this intermediate result include: a) # and type of ES interventions piloted, b) # of children, households, community groups benefiting from ES interventions and

An illustrative list of economic strengthening activities is as follows: 1) Promotion of self-managed savings and credit groups (in collaboration with CARE Zimbabwe), 2) Facilitation of market linkages between microenterprise owners and profitable markets— with special emphasis on agriculturally related products (in collaboration with DAI/LEAD), and 3) Building capacity in innovative community resource mobilization (fundraising, identifying community assets, creating an inventory of skills and talents within the community).

Intermediate Result 4.1 — “Household economic safety nets improved” Indicators for this intermediate result include:

- 7 - CRS/ZW STRIVE PERFORMANCE MANAGEMENT PLAN – REVISED FEBRUARY 2003 a) % change in # and types of assets in household and b) % change in # of sources of income.

Although measuring income may seem a more straightforward indicator to measure the strength of household economic safety nets, microenterprise practitioners have long since concluded that income data are notoriously difficult to capture. When such data is captured, it tends to be unreliable. Proxy indicators such as asset acquisition and changes in sources of household income have strong correlations to resilience of household safety nets.

The baseline study was entirely silent on issues of household economic safety nets, income sources, and assets. As mentioned earlier, the HEA will cover this and the food security information gap.

The STRIVE team recognizes that, given the difficult socio-economic challenges that Zimbabwe is facing now, economic indicators may show a decline from their baseline values. In the worse case scenario, simply maintaining a household’s economic situation or slowing its descent may be as much as STRIVE sub-grantees can hope to attain.

Intermediate Result 4.2 — “Community economic safety nets improved” Indicators for this intermediate result include: a) # of CABA on priority registers assisted and b) % change in frequency of assistance.

When the household safety net fails them, families look to their relatives, neighbors, or other “well wishers” in the community for support. Individuals concerned for their friends, neighbors, and families often organize to provide moral support and material relief to households affected by HIV/AIDS. This is the foundation of a community safety net. Therefore, STRIVE will know when sub-grantees’ community resource mobilization pilot activities have succeeded by the number of CABA assisted because of such initiatives. However, in many cases, such assistance can be one-off activities that communities are not able to repeat. Therefore, adding the indicator “frequency of assistance” will shed light on whether STRIVE sub-grantees need to increase their technical assistance to bolster the community’s capacity in this regard.

Intermediate Result 5 — “STRIVE sub-grantees’ effectiveness improved” Indicators for this intermediate result include: a) % change in organizational assessment score and b) # of sub grantees reaching maturity based on the organizational assessment tool score.

There are many versions of organizational assessment tools already available (ZOCART, NGO CARD, etc) for the above two indicators. The Capacity Building/Gender (CB/G) Project Manager will be responsible for adapting the existing tools to arrive at the most useful version for this intermediate result.

Intermediate Result 5.1 — “Learning linkages between organizations improved” Indicators for this intermediate result include: a) % change in frequency of informal/ formal contacts between sub grantees and other organizations.

Intermediate Result 5.2 — “Effective services delivered by sub-grantees” Indicators for this intermediate result include: 1) % change in composite impact of sub grantee programming on CABA

This group of intermediate results relates to STRIVE’s capacity building as well as its CABA network and forum building agendas. By measuring the effectiveness of the internal organizational capacity, the quality of its programs (as measured by impact) and its linkages to other organizations, STRIVE will be able to determine whether the team has in fact strengthened the capacity of their sub-grantees.

By composite impact, STRIVE is referring to the complete picture the team intends to get by collecting information from the indicators for IR 1 through 5.

A note on direct and indirect beneficiaries—who gets “counted”?

In order to present as rich a picture as possible, the STRIVE team will be collecting information on direct and indirect beneficiaries. However, defining what STRIVE means by these terms deserves clarification.

The definition of direct beneficiaries is straightforward. It refers to children who directly benefit from STRIVE sub-grantees’ activities. For example, children who participate in psychosocial activities, who are the recipients of counseling or material assistance, who receive scholarships or attend vocational training, or whose school fees and levies are excused in exchange for block grants awarded by STRIVE to their schools. It also refers to households caring for CABA that receive material assistance, moral support, participate in savings club or market linkages activities, or receive information on drought tolerant or nutritious crop varieties.

An example of indirect beneficiaries would be children who attend schools receiving block grants that enable the purchase of additional textbooks, or whose teachers attend in-service training; in other words, where the overall learning environment is improved. Simply by attending the school, all children will benefit indirectly. These children will be included as indirect beneficiaries. STRIVE feels that this inclusion is justified since the nature of living in a community where prevalence of HIV/AIDS is high means that a child who at one point is not affected could become so at any time.

Another example of indirect beneficiaries is children who participate in psychosocial activities as opposed to being the recipient of them. For instance, an older CABA becomes a role model for a younger CABA, or leads other CABA in recreational activities. Participating in these ways can increase the confidence of the participant. The very fact that one is looked up to can instill a sense of hope for the future, a sense of being a useful and productive member of society. These are incredibly powerful benefits, especially for young people.

The same goes for adults participating in community initiatives. The self-image of “victim” whose problems can only be solved by others is a demoralizing one. The adage, “there is no dignity in receiving without giving” applies to this case. So, people who are actively taking action to resolve the challenges facing them will benefit. Empowerment that comes with effective community mobilization reinforces a sense that participants can affect the circumstances of their lives. This leads to hope—there can be no change in attitudes or behavior without it.

CRITICAL ASSUMPTIONS The following critical assumptions underpin the activities implemented by the STRIVE team: a) Exogenous factors (deepening poverty, socio-political instability, food insecurity and drought) will not curtail opportunities for piloting interventions for CABA in Zimbabwe.

b) Sub-grantees are willing and able to comply with project selection criteria and CRS/USAID regulations. c) Sub-grantees have interventions to support local level community initiatives. d) Communities do not “burn out”. e) Sub-grantees are not already operating at full capacity. f) Baseline survey and other assessments successfully establish the baseline data for all indicators of key project results. g) Distances and infrastructure allow for networking.

CONTEXT INDICATORS The STRIVE team has identified several context indicators in addition to the results-level and activity-level indicators. These context indicators are at the different levels of the project’s Results Framework. They provide the broader contexts in which STRIVE activities are being implemented. However, these indicators cannot and will not be directly attributed to STRIVE since they are influenced by multiple factors. The context indicators identified to date are: a) HIV infection rates in project sites. b) Percentage change in food security ratings of households in project sites. c) Death rates in project sites. d) Political risk rating for Zimbabwe (a measure of political instability).

- 10 - CRS/ZW STRIVE PERFORMANCE MANAGEMENT PLAN – REVISED FEBRUARY 2003 Critical Assumptions and Context Indicators– Life of STRIVE Project Key Result Area Indicator Source of data Critical Assumption Context Indicator SO Level 1 # and type of community initiatives in a) The socio-political environment a) HIV infection rates in - Baseline report Improved care and support of CABA strengthened remains the same and/improves. project sites. # of sub-grantees supporting - CRS reports & records b) Sub-grantees have interventions to b) Percentage change in support to children - Evaluation report 2/3 mark of LOP affected by HIV/AIDS community responses to CABA support community initiatives. food security ratings of throughout Zimbabwe Average % of change in CABA support c) Communities do not “burn out”. households in project index in pilot project areas d) Pre-selected sub-grantees are willing sites. SO Level 2 # and type of models identified (i.e. - Baseline report and able to comply with project c) Death rates in project - CRS reports & records selection criteria and CRS/USAID sites. Proven models of care & combination of pilot interventions) - Evaluation report 2/3 mark of LOP regulations. d) Political risk rating for # of best practices identified support for CABA e) Sub-grantees are not already Zimbabwe (a measure determined operating at full capacity. of political instability). IR 1—Psychosocial # and type of PSS interventions - Baseline, support (PSS) # of children reached - Sub grantee proposals, interventions piloted - Research reports Baseline survey successfully establishes # of research reports produced N/a psychosocial situation of CABA before IR 1.1—Psychosocial well Average % change in level of PSS well - Baseline, interventions. being of CABA improved being of CABA - Sub grantee proposals, # of children reached - Research reports

IR 1.2—Life skills #of CABA accessing life skills activities - Sub grantee proposals and reports, transfer interventions - Evaluation report 2/3 mark of LOP improved Average % change in STIs amongst Ministry of health, clinics CABA IR 2—Food security # and type of food security - HEA/IHM Baseline survey successfully establishes interventions piloted interventions piloted - Sub grantee proposals and reports, food security situation of CABA before # of children benefiting - Evaluation report 2/3 mark of LOP interventions. # of research reports produced Research reports IR 2.1—Availability of % change in level of food stocks in - HEA/IHM food to CABA increased CABA households - Evaluation report 2/3 mark of LOP % change in # of daily meals of CABA IR 2.2—Access to food % change in sources of food for CABA - HEA/IHM for CABA increased - Evaluation report 2/3 mark of LOP % change in household food Secondary data, Ministry of agriculture production levels IR 2.3—Nutritional status % change in nutritional status of - Baseline survey, of CABA improved children 0-5 years - Research reports, - Evaluation report 2/3 mark of LOP

Key Result Area Indicator Source of data Critical Assumption Context Indicator I.R. 3 —Education # and type of education assistance - Baseline assistance interventions piloted - Sub grantee proposals & reports Baseline Survey successfully establishes - Evaluation report 2/3 mark of LOP piloted # of children benefiting from enrolment levels, school retention rates and education assistance quality of learning environments for CABA before interventions. # of research reports produced Research reports IR 3.1—Enrolment levels Average % change in enrolment of - Baseline for CABA increased CABA by gender - Sub grantee reports, - Evaluation report 2/3 mark of LOP Local schools are willing to implement the IR 3.2—Learning % change in # of schools - Baseline resource exchange activities. environment of school participating in resource exchange - Sub grantee reports, improved activities - Evaluation report 2/3 mark of LOP IR 3.3 —School retention % change in retention rates for CABA rates increased IR 3.4—Vocational skills # and type of CABA accessing - Sub grantee reports, interventions improved vocational skills - Evaluation report 2/3 mark of LOP - Key informants - Secondary data R 4—Economic # and type of ES interventions - Sub grantee proposals and reports, Strengthening piloted - HEA/IHM baseline Household and Community Economic Safety - Research reports interventions piloted # of children, HH, community groups Nets’ Assessment successfully establish the benefiting from ES interventions economic safety nets for households and communities with CABA before interventions # of research reports produced N/a IR 4.1—Household % change in # and types of assets in - HEA/IHM baseline, economic safety nets household - Sub grantee reports improved % change in # of sources of income - Research reports IR 4.2—Community # of CABA on priority registers - Priority registers economic safety nets assisted - Sub grantee reports improved % change in frequency of assistance IR 5—Sub grantee % change in organizational - Baseline report, o Sub-grantees’ Capacity Assessment effectiveness improved assessment score - Capacity assessment successfully establishes capacity of sub- # of sub grantees reaching maturity grantees to deliver quality services to CABA, IR 5.1—Learning linkages % change in frequency of informal/ - Capacity assessment households and communities before between organizations formal contacts between sub interventions. improved grantees and other organizations o Sub-grantees’ current capacity is weak. o Distances / infrastructure allow for IR 5.2—Effective services % change in composite impact of sub - Capacity assessment networking. delivered by sub grantees grantee programming on CABA - Secondary data (evaluation reports)

S E C T I O N I I I : M A N A G I N G S T R I V E F O R R E S U L T S

PERFORMANCE MONITORING PLAN Data Collection Data Analysis Key result area Indicator Source of Baseline Who is Tools & Frequency Frequency Who is How Dissemination data needed responsible Method responsible information will (to whom) be used SO Level 1 # and type of community Types of Improved care and initiatives to support CABA community support to children strengthened initiatives at affected by baseline # of NGO/CBOs ORA, OR PM, Survey/ Baseline and Baseline and STRIVE PD, Policy advocacy, USAID, CRS, sub HIV/AIDS # of NGOs/CBOs - Baseline supporting ORO, research at 2/3 mark 2/3 mark of ORA, OR PM, Project steering, grantees and throughout supporting community initiatives for CABA report community consultant reports of LOP LOP RTA MF, Decisions on what other stakeholders Zimbabwe - CRS initiatives to CABA and PPM, EA PM, programs to reports & at baseline records consultant support, Average % of change in records Elements needed Scaling-up CABA support index in pilot Evaluation for CABA support responses, project areas report 2/3 index Learning best mark of LOP practices. SO Level 2 # and type of models # of models ORA, OR PM, Survey/ Every 6 Every 6 STRIVE PD, Project steering, USAID, CRS, Sub before baseline ORO, research months months ORA, OR PM, Learning best grantees and Proven models of identified consultant reports RTA MF, EA practices, other stakeholders N/a support for CABA # of best practices and PM, Scaling-up determined identified records consultant responses, IR 1—Psychosocial # and type of PSS - Baseline, # of interventions Household Baseline and Baseline and Advocacy work. support interventions - Sub at baseline ORA, OR PM, surveys 2/3 mark of 2/3 mark of STRIVE PD, USAID, CRS, Sub interventions grantee PPM, ORO, LOP LOP ORA, OR PM, grantees and piloted proposals, consultant PPM, other stakeholders - Research consultant # of children reached reports # of children Quarterly Annually reached at baseline IR 1.1— Average % change in level - Baseline, Level of PSS well Psychosocial well of PSS well being of CABA - Sub being of children OR PM, PPM, Household Baseline and Baseline and STRIVE PD, USAID, CRS, Sub being of CABA grantee at baseline ORO surveys 2/3 mark of 2/3 mark of OR PM, PPM, grantees and improved # of children reached proposals, # of children consultant LOP LOP consultant other stakeholders - Research reached at reports baseline

Data Collection Data Analysis Key result area Indicator Source of Baseline Who is Tools & Frequency Frequency Who is How Dissemination data needed responsible Method responsible information will (to whom) be used IR 1.2—Life skills # of CABA accessing life - Sub # of CABA Quarterly Quarterly transfer skills activities grantee accessing life ORA, OR PM, Reports, STRIVE PD, USAID, CRS, sub interventions proposals skills by type of PPM, ORO, record ORA, OR PM, grantees and improved and reports, activity consultant from sub PPM, other stakeholders - Evaluation grantees consultant report 2/3 mark of LOP IR 2 # of food interventions by - HEA/IHM N/a Baseline and Baseline, - Sub at 2/3 mark and at 2/3 Food security type piloted grantee of LOP mark of LOP interventions # of children benefiting proposals # of children piloted and reports, benefiting at Baseline and Baseline and - Evaluation baseline Annually Annually report 2/3 mark of LOP Project steering, - HEA/IHM Level of food ORA, OR PM, Sub ORA, OR PM, IR 2.1 % change in level of food Learning best - Evaluation stocks in CABA RTA MF, grantees’ Baseline and Baseline and RTA MF, USAID, CRS, sub Availability of food stocks in CABA households practices, report 2/3 HH at baseline PPM, AG and project bi-annually bi-annually PPM, AG and grantees and Scaling-up to CABA increased mark of LOP # of daily meals ES PMs, records, ES PMs, other stakeholders % change in # of daily responses, of CABA at ORO, HH consultant meals of CABA Advocacy work. baseline consultant surveys IR 2.2 % change in sources of - HEA/IHM # of sources of - Evaluation food for CABA at Baseline and Baseline and Access to food for food for CABA report 2/3 baseline bi-annually bi-annually CABA increased mark of LOP % change in household Secondary Food production food production levels data, levels at baseline Ministry of agriculture IR 2.3 % change in nutritional - Baseline Nutritional status ORA, OR PM, Anthropo Baseline and Baseline and ORA, OR PM, USAID, CRS, Sub survey, at baseline Ag PM, ORO, metrical 2/3 mark of 2/3 mark of PPM, AG PM, grantees, and Nutritional status status of children 0-5 years - Research consultant survey LOP LOP consultant other stakeholders of CABA improved reports, - Evaluation report 2/3 mark of LOP

Data Collection Data Analysis Key result area Indicator Source of Baseline Who is Tools & Frequency Frequency Who is How Dissemination data needed responsible Method responsible information will (to whom) be used I.R. 3 —Education # of education assistance - Baseline N/a ORA, OR PM, Sub By school By school STRIVE PD, assistance piloted by types - Sub EA PM, ORO grantee term term ORA, OR PM, Project steering, USAID, CRS, Sub interventions # of children benefiting grantee # of children reports, EA PM, ORO Learning best grantees, and reports surveys, practices, other stakeholders piloted from education assistance benefiting from - Evaluation EA at baseline M&E Scaling-up report 2/3 records responses, mark of LOP Advocacy work. IR 3.1—Enrolment Average % change in Enrolment of By school By school levels for CABA enrolment of CABA by CABA at baseline term term increased gender IR 3.2—Learning % change in # of schools - Sub # of schools ORA, OR PM, Survey, Annually Annually ORA, OR PM, environment of participating in resource grantee participating in EA PM, ORO M&E EA PM, ORO school improved exchange activities reports, exchange records - Evaluation activities at report 2/3 baseline IR 3.3 —School % change in retention mark of LOP Enrollment rates By school By school retention rates rates for CABA - Key at baseline term term increased informants - Secondary # of CABA Baseline and Every six IR 3.4—Vocational # of CABA accessing data skills interventions vocational skills (by type) accessing every six months improved vocational training months (by type) R 4—Economic # and type of ES - Sub # of children, HH, Strengthening interventions piloted grantee community interventions # of children, HH, reports, groups benefiting - HEA/IHM from ES piloted community groups baseline interventions at benefiting from ES - Research baseline interventions reports ORA, OR PM, HH Baseline and Baseline and STRIVE PD, IR 4.1— % change in assets in - HEA/IHM Assets in HH at RTA MF, ES surveys, bi- annually bi- annually ORA, OR PM, Household household baseline, baseline PM, ORO, sub RTA MF, ES consultant grantee PM, economic safety % change in numbers of - Sub Sources of income grantee reports consultant nets improved sources of income at baseline reports - Research reports

Data Collection Data Analysis Key result area Indicator Source of Baseline Who is Tools & Frequency Frequency Who is How Dissemination data needed responsible Method responsible information will (to whom) be used IR 4.2 # of CABA on priority - Priority # of CABA ORA, OR PM, HH Baseline and Baseline and STRIVE PD, Project steering, USAID, CRS, Sub registers assisted at RTA MF, ES surveys, bi- annually bi- annually ORA, OR PM, Learning best grantees, and Community registers assisted - Sub baseline PM, ORO, sub RTA MF, ES practices, other stakeholders economic safety % change in frequency of grantee Frequency of consultant grantee PM, Scaling-up nets improved assistance reports assistance at reports consultant responses, baseline Advocacy work. IR 5 % change in organizational - Baseline Level of NGO ORA, OR PM NGO Baseline and Baseline and ORA, OR PM report, service delivery and capacity annually annually and Local organization assessment score # of sub grantees reaching - Capacity score at baseline CB/gender assessme CB/gender effectiveness assessment PM, ORO, nt tool, PM, ORO, maturity improved consultant FGDs, consultant, USAID, CRS, Sub IR 5.1 % change in frequency of - Capacity Frequency of surveys grantees, and assessment contact at other stakeholders Learning linkages informal/ formal contacts baseline between between sub grantees and organizations other organizations improved IR 5.2 % change in composite - Capacity - Impact of ORA, OR PM, NGO Baseline and Baseline and ORA, OR, USAID, CRS, Sub assessment programming at CB/gender capacity annually annually CB/gender grantees, and Effective services impact of sub grantee programming on CABA - Secondary baseline PM, ORO, assessme PM, ORO, other stakeholders delivered by sub data - Perceived consultant nt tool, consultant, grantees (previous quality at baseline FGDs, evaluation surveys reports)

PERFORMANCE DATA TABLE1 Key Result Indicator Unit of Dis- Baseline Baseline Project end 2003 2003 2004 2004 measure aggregate year value target Target Actual Target Actual SO Level 1— Improved #and type of community initiatives in # Type 2002 * * * * * * care and support to place to support CABA children affected by # of NGOs/CBOs supporting # District 2002 8 16 12 16 HIV/AIDS throughout community responses to CABA Zimbabwe Average % of change in CABA support % - 2002 * * * * * * index in pilot project areas SO Level 2—Proven # and type of models identified # Type 2002 0 10 3 10 models of care & support # of best practices identified # - 2002 0 5 0 5 for CABA determined IR 1—Psychosocial # and type of PSS interventions # Type 2002 5 10 10 15 support interventions # of children reached # Gender 2002 * 38000 19000 38000 piloted

IR 1.1—Psychosocial well Average % change in level of PSS well % - 2002 * 25% * 25% being of CABA improved being of CABA # of children reached # Gender 2002 * * * IR 1.2—Life skills # of CABA accessing life skills # Gender 2002 * * * * transfer interventions activities improved IR 2—Food security # and type of food security # Type 2002 0 10 5 10 interventions piloted interventions piloted # of children benefiting # Gender 2002 * * * * IR 2.1—Availability of % change in level of food stocks in % - 2002 0 20% 10% 20% food to CABA increased CABA households # of daily meals of CABA # - 2002 1 3 2 3 IR 2.2—Access to food % change in sources of food for CABA # Type of 2002 3 4 2 4 for CABA increased source % change in household food % - 2002 * * * 25% production levels IR 2.3—Nutritional status % change in nutritional status of % Gender, 2002 30/1000 20/1000 15/1000 of CABA improved children 0-5 years age

1 *Data not available at completion of PMP + Only percentages supplied in the baseline report, numeric values to be retrieved from raw data - 17 - CRS/ZW STRIVE PERFORMANCE MANAGEMENT PLAN – REVISED FEBRUARY 2003

SO or IR Indicator Unit of Dis Baseline Baseline Project end 2003 2003 2004 2004 measure aggregate year value target Target Actual Target Actual I.R. 3 —Education # and type of education assistance # - 2002 0 7 3 7 assistance interventions piloted piloted # of children benefiting from # Gender 2002 34%+ 50% 25% 50% education assistance IR 3.1—Enrolment levels Average % change in enrolment of % Gender 2002 80%+ 88% 82.4% 88% for CABA increased CABA by gender IR 3.2—Learning % change in # of schools # District 2002 * 25% 10% 25% environment of school participating in resource exchange improved activities IR 3.3 —School retention % change in retention rates for % Gender 2002 93%+ 97% 94.7 97% rates increased CABA IR 3.4—Vocational skills # of CABA accessing vocational # - 2002 * * * * interventions improved skills (by type) R 4—Economic # and type of ES interventions # Type 2002 * 4 2 4 Strengthening interventions piloted piloted # of children, HH, community # Gender 2002 * 2 10% 25% groups benefiting from ES interventions IR 4.1—Household % change in # and type of assets in % - 2002 * 10% 5% 10% economic safety nets household improved % change in # of sources of income % - 2002 * * * *

IR 4.2—Community # of CABA on priority registers # Gender 2002 * 100% 100 economic safety nets assisted improved % change in frequency of % - 2002 Weekly Weekly assistance IR 5—Local organization % change in organizational % - 2002 * 60% 20% - 60% - effectiveness improved assessment score # of sub grantees reaching maturity # District 2002 0 8 3 - 8 - IR 5.1—Learning linkages % change in frequency of informal/ % - 2002 * * * * - between organizations formal contacts between sub improved grantees and other organizations IR 5.2—Effective services % change in composite impact of % - 2002 * * * delivered by sub grantees sub grantee programming on CABA

STAFFING PLAN CRS/ZW emphasizes teamwork in its programming and the organization is structured to leverage individuals’ skill sets [see Annex 1- STRIVE Reporting Structure]. The STRIVE Project Director, Mr. Backson Muchini, will have overall responsibility for managing, reporting and serving as the primary liaison with USAID. He will work closely with Mrs. Jill Donahue, RTA for Microfinance and Mr. Arthur Jani, the Head of the Grants Management Unit (GM) in steering the project. Jill Donahue will increase her level of effort to help STRIVE with technical support on economic strengthening, community engagement and project management issues. Consultants will be engaged by STRIVE to work on key studies to compliment work by the STRIVE Team. The following key staff will manage STRIVE activities on a daily basis:

Sr. Kyle Jemison, the head of the Operations Research Unit will supervise a team of project officers in leading M&E and research processes for the STRIVE Project. An illustrative list of major tasks include: developing monitoring tools for STRIVE and sub-grantees, developing the indicators for the STRIVE Project and for sub-grantees, developing the specific assessments of interventions, two-thirds mark evaluation, maintaining a database for all data collected on indicators and other monitoring activities, and analyzing data and making recommendations for project improvement based on this analysis.

As building activities are fundamental to enhancing the ability of local organizations to respond effectively and with sensitivity to issues of CABA in Zimbabwe, the STRIVE Project team includes a Capacity Building & Gender Project Manager (CB/G PM). Ms. Liz Tichareva, the Project Manager, articulates issues of partnership and assists in the implementation of organizational assessments, capacity building needs and training for organizational development. Ms. Tichareva will also be the project’s focal person on gender issues.

Three Pilots Project Officers (PPOs) will manage the grants to sub-grantees for the pilot activities. They will provide technical assistance to the sub-grantees, be responsible for all progress and financial reporting from those sub-grantees, as well as participate in all HIV/AIDS networking and co-ordination activities in their areas of operation in Zimbabwe. The Pilots Projects Manager (PPM), Mrs. Syloid Choice Makufa, will coordinate the work of all PPOs. Ms. Amy McDonagh, a CRS/ZW Technical Program Manager for Economic Strengthening (ES) will provide 50% of her time on technical support on the economic strengthening components of pilots.

The Project Manager for Educational Assistance (EA PM), Mr. Gift Philip Kajawu, will provide technical assistance on education interventions and manage the scholarship program. His main role will be to monitor the activities of the sub-grantees, provide technical support and assistance, and identify training needs in co-ordination with the Capacity Building and Gender Project Manager.

The project will have a full-time consultant Head of Grants Management Unit, Mr. Arthur Jani. He will supervise Mr. Godfrey Mandinde, the STRIVE Accountant. The Head of Grants Management Unit will develop a mechanism for awarding grants in line with USAID regulations. He will also be responsible for documenting all phases of grant application/award process to allow for transparency and compliance with USAID accounting standards; and appraising grantees of the responsibilities, requirements, policies and procedures to be followed during the life of the grant. He will monitor pilots to be sure that grant money is all being spent on project related activities.

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