Service Delivery and Support for Orphans and Vulnerable Children

Quarterly Report January 01, 2017- March 31, 2017

Revision Submitted June 9, 2017

Award No. 656-15-00010 FHI 360 Reference No. 102248.001.001.001

Contents I. PROJECT OVERVIEW ...... 1 II. HIGHLIGHTS ...... 2 III. Summary of the Reporting Period ...... 2 A. START UP ...... 2 B. PROJECT IMPLEMENTATION ...... 5 IR 1: Increased Utilization of Quality Social, Health and Nutritional Services ...... 5 IR 2: Reduced Economic Vulnerability of OVC Households ...... 8 IR 3: Improved Capacity to Provide ECD Services for Vulnerable Children under Age Five ..... 9 IR 4: Capacity of district government and communities to provide essential preventative and protective services to vulnerable families and children ...... 10 IV. EXIT STRATEGY ...... 11 V. PROJECT PERFORMANCE INDICATORS ...... 12 A. IR 1: Increased Utilization of Quality Social, Health and Nutritional Services ...... 12 B. IR 2: Reduced Economic Vulnerability of OVC Households ...... 16 C. IR 3: Improved Capacity to Provide ECD Services for Vulnerable Children under Age 5 . 17 D. IR 4: Capacity of district government and communities to provide essential preventative and protective services to vulnerable families and children ...... 17 VI. PROJECT MANAGEMENT ...... 18 VII. MAJOR IMPLEMENTATION ISSUES ...... 19 VIII. COLLABORATION WITH GOVERNMENT, OTHER DONORS AND STAKEHOLDERS ...... 20 IX. UPCOMING PLANS ...... 23 X. EVALUATION/ASSESSMENT UPDATE ...... 24 XI. SUCCESS STORIES AND PHOTOS ...... 25 XII. FINANCIAL INFORMATION ...... 27

ANNEXES 1. Gantt Chart (updated with column indicating status) 2. Status of APS Selection Process 3. CBOs Selected by District 4. Consumption Needs Approval Approach 5. Capacity Building for HES 6. Savings Group Strategy for COVida 7. CBO Post Award Conference Agenda 8. Summary of CBO Training and TA 9. COVida and Passos Geographic Overlap

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ACRONYMS ACPE Associações Comunitárias de Poupança e Empréstimo ADE Apoio Directo a Escola AOR Agreement Officer Representative APE Agente Polivalent Elementar (Community Health Worker) APS Annual Program Statement ART Antiretroviral Therapy AWP Annual Work Plan BCI Banco Comercial de Investimeto BCM Basic Case Management BOM Banco Oportunidade Mocambique CAP Capable Partners Program CBO Community-Based Organization CC Community Committees CCS Centro de Colaboração em Saude (Center for Collaboration in Health) CD Community Dialogue CHASS Clinical and Community HIV/AIDS Services Strengthening COP Chief of Party CPC Comite de Proteçao de Criança (Child Protection Committee) CP Consortium Partners CSI Child Status Index ECD Early Childhood Development EGPAF Elizabeth Glaser Pediatric Aids Foundation EMMP Environmental Mitigation and Monitoring Plan ENSSB National Strategy for Basic Social Security FDC Fundaçao para o Desenvolvimento da Comunidade FFBS Farmers Field Business Schools FGH Friends in Global Health GAO Government Accountability Office GBV Gender-based Violence GLM Governance, Leadership and Management GTCOV Grupo Tecnico de COV (COV Technical Working Group) HF Health Facility HFs Health Facilities HES Household Economic Strengthening HIV Human Immunodeficiency Virus HTC HIV Testing and Counseling ICAP Columbia University Mailman School of Public Health ICBP Integrated Capacity Building Plan ICS Internal Control Systems IEC Information, Education, and Communication IGA Income-generating Activities IMCI Integrated Management of Childhood Illness INAS Instituto Nacional de Acção Social INGO International Non-Governmental Organization LOA Letter of Authorization M and E Monitoring and Evaluation MCH Maternal and Child Health

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MCSP Maternal and Child Survival Program MER Monitoring, Evaluating, and Reporting MGCAS Ministry of Gender, Children, and Social Action MINEDH Ministry of Education and Human Development MISAU Ministério de Saúde MOH Ministry of Health MOU Memorandum of Understanding MNEC Ministerio de Negocios Estrangeiros e Comercio (Ministry of Foreign Affairs) MUAC Mid-Upper Arm Circumference NUMCOV Nucleo Multisectoral para Crianças Orfas e Vulneraveis (Multi- sectoral Steering Committee for Orphans and Vulnerable Children) OVC Orphans and Vulnerable Children OFDA Office of U.S. Foreign Disaster Assistance PACO Associação De Ajuda a Criança Orfa e Vulneravel PCC Community Care Program PEPFAR President’s Emergency Plan for AID’s Relief PESOD District Social Economic Plan PESS Health Sector Strategic Plan PLHIV People Living with HIV PMSD Participatory Market Systems Development PMTCT Prevention of Mother to Child Transmission PMP Performance Monitoring Plan PNAC National Action Plan for Children II PPF Programa Para o Futuro PPP Public Private Partnership PSS Psycho-Social Support RENAMO Resistência Nacional Moçambicana RFA Request for Applications SAAJ Adolescent and Youth Friendly Services SAVIX Savings Groups Information Exchange SBCC Social Behavior Change Communication SCIP Strengthening Communities through Integrated Programming SDS-OVC Service Delivery and Support to Orphans and Vulnerable Children SDEJT Serviços Distritais de Educaçao, Juventude e Tecnologia (District Services for Education, Youth and Technology) SDSMAS Serviços Distritais de Saude, Mulher e Acçao Social (District Services for Health, Gender, Children and Social Action) SRH Sexual and Reproductive Health STO Senior Technical Officers TA Technical Assistance TOT Training of Trainers UNICEF United Nations Children’s Emergency Fund USAID United States Agency for International Development USG United States Government WASH Water, Sanitation, and Hygiene WHO World Health Organization WV World Vision YP Youth Power

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I. PROJECT OVERVIEW

Project name: COVida – Juntos Pelas Crianças (formerly Service Delivery and Support to Orphans and Vulnerable Children (SDS-OVC))

Project duration: Five years

Starting date: June 23, 2016

Life of project funding: $71,580,486 USD

Geographic focus: COVida implements activities in 56 districts in Maputo City, Maputo Province, Inhambane, Gaza, Sofala, Manica, Tete, Zambezia, Nampula, Cabo Delgado, and Tete.

Project objectives: The overall objective of COVida is to improve the health, nutritional status and well-being of Orphans and Vulnerable Children (OVC) living in the President’s Emergency Plan for AID’s Relief (PEPFAR) defined priority districts for epidemic control.

The project’s specific objectives are: 1. To increase utilization of quality social, health and nutritional services. 2. To reduce economic vulnerability of OVC households. 3. To improve early childhood development (ECD) services. 4. To strengthen capacity of district government and communities to provide support to OVC and their families.

Consortium partners: The COVida consortium comprises of six partners with either geographic or technical responsibilities, or both. The responsibilities are assigned as follows:

Partner Responsibility Area/Topic FHI 360 Project Lead Geographic partner Maputo, Sofala, Manica, Tete, Niassa, Nampula, and Cabo Delgado Technical lead Case Management, HIV, Organizational Development CARE Geographic partner Inhambane Technical lead Household Economic Strengthening World Vision (WV) Geographic partner Gaza and Zambezia PATH Technical lead Early Childhood Development N’weti Technical lead Social Behavior Change Communication (SBCC) Palladium Technical lead Research Monitoring, Evaluating, and Reporting (MER)

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II. HIGHLIGHTS

COVida has made significant progress in its second quarter: • Registered 61,190 beneficiaries, equivalent to 86 percent of the projected target for quarter two and 22 percent of the annual target. This represents a 200% increase over the first quarter. Sixty three percent of these beneficiaries are below 18 years. • Transferred 1,274 OVC to maintenance support. • Delivered 89,020 services to beneficiaries, bringing the total to 122,576 services or 1.45 type of services per beneficiary. Referred 6,073 beneficiaries to HIV-related care and treatment services. • Trained and additional 24 BCM trainers and 878 activistas on Basic Case Management (BCM), bringing the total since project initiation to 2,319 activistas. • Conducted savings-group training for 32 Household Economic Strengthening (HES) facilitators and 20 staff from 11 CBOs, bringing the total since project initiation to 68 savings group facilitators and 38 staff. Thirty-six groups have started saving. • To date, 53 CBOs have been selected to provide services in 49 districts. These districts represent 96% of annual targets. • Prepared a comprehensive HES strategy for COVida based on internationally-recognized minimum standards for savings groups. • Conducted five provincial project presentations with excellent representation from the central- and provincial-level government and community.

III. SUMMARY OF THE REPORTING PERIOD

This section reports on progress of start-up activities and the status of the implementation plan. Further details are included in the COVida Gantt Chart included in Annex 1. The Gantt Chart includes a column indicating the status of each activity.

A. START UP

Most start-up activities have been completed. This section summarizes the activities completed during this reporting period.

1) Consortium Partners

All Consortium Partners have fully executed sub-agreements or subcontracts with obligations of funds through June 30, 2017.

2) Community-Based Organization Selection and Subaward Workshops

COVida developed an Annual Program Statement (APS) to expand family-centered case management, increasing the number of children and caregivers reached with improved services in the priority districts. The APS includes a phased submission processes with four fixed deadlines: September 27, 2016, October 27, 2016, February 1, 2017, and March 1, 2017. During this quarter, the team focused on helping the recently awarded CBOs start-up, and selecting CBOs that submitted applications for the February and March deadlines.

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COVida received and analyzed 73 projects proposals for 21 districts that were submitted in response to the third and fourth APS deadlines (i.e. February 1 and March 1). In addition, COVida received and analyzed 18 rolling applications for five districts in which COVida had not yet identified partners. Of the 91 proposals, 71 were considered eligible. After scoring the proposals, COVida conducted due diligence processes with 42 CBOs, of which nine were selected for project implementation. Currently, we are still looking for CBOs in 7 districts. Annex 2 - Status of APS selection process, shows the details of the selection process.

Since project initiation, COVida has received 263 grant applications, of which 193 were considered eligible. Selection committees scored 193 proposals, and COVida teams conducted due diligence processes with 125 CBOs. As Table 1 shows, by March 31, 2017, 27 CBOs operating in 24 districts had signed agreements with COVida. An additional 14 CBOs operating in 16 districts have started implementing activities with either a letter of authorization issued by CARE or WV resources in anticipation of fully executing their grants. Annex 3 lists the CBOs selected by district along with their targets.

TABLE 1 CBO SELECTION

# of districts covered by fully awarded CBO 24 # of districts covered by CBOs operating with alternative temporary funding mechanism 16 # of district in which CBO is identified but still in award process 9 # of districts in which CBO has not been identified yet 7 Total number of districts covered by selected CBOs 49 # of CBOs with fully executed awards 27 # of CBO still in award approval process but operating with alternative temporary 14 mechansims # of CBOs selected but not yet operating 12 Total number of CBOs selected 53

The anticipated operationalization of President Trump’s Mexico City Policy is requiring some readjustment within the project. One CBO partner, AMODEFA, has been selected to implement COVida activities in three districts, covering 26,036 beneficiaries. However, the organization’s mission is to ensure the right to access to quality integrated sexual and reproductive services, including safe abortions, especially for adolescents and young women. In a meeting, AMODEFA indicated that their board had decided to maintain their work, even if it meant losing United States Government (USG) funding. AMODEFA has been extremely professional. FHI 360 had already negotiated an agreement with AMODEFA and is proceeding with them now, while identifying other partners who can take on those districts when the Mexico City Policy is operationalized. This will allow us to still reach targets in those large areas. World Vision has decided not to proceed with AMODEFA as they had not yet negotiated an agreement. World Vision has identified ASSODELI to take over Pebane, the district originally anticipated for AMODEFA. June 1 update: WV has signed an agreement with ASSODELI May 15 and they have begun training activistas. Because this is the largest district in Zambezia for COVida, WV mobilized all trainers in the province to accelerate training so that ASSODELI can reach 60-70% of its targets by the end of September, and provide services.

2) Procurement

COVida procured and distributed to the provincial offices and CBOs nine vehicles, five photocopiers, 30 motorcycles, 500 bicycles, 4,460 Guias de Referencia, 3,200 IEC manuals for activistas and 4,000

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Mid-Upper Arm Circumference (MUAC) tapes. Provincial teams are monitoring the CBOs to ensure proper use of the motorcycles and bicycles. There has been some question about the appropriateness of bicycles in certain regions; for example, while the activistas in Tete find the thin tires suitable, those in Maputo prefer the thicker radial tires. In the next procurement for 2,000 bicycles, we will differentiate by region.

3) Monitoring and Evaluation (M&E) Systems

COVida modified its M and E systems to align reporting with other United States Agency for International Development (USAID) projects. Quarter one data, for example, now includes data from October to December instead of September to November. We had to adjust the data flow to ensure that project staff is still able to verify the data at various levels. Revised standard operating procedures were prepared and shared with the CBOs.

We also made significant progress in developing the project database. VP Health finalized the data capturing interface and field-tested the system. Several issues were identified and addressed. In the next reporting period, we will build the capacity of CBOs to use the database. In addition, we will continue to improve the report-generating interface, aligning it with routine data needs at various levels and of different key stakeholders.

COVida conducted monitoring visits to all CBOs, focusing on monitoring data quality. We verified data from the source to reports to assess the level of understanding of the tools by the activistas and CBO management and identify challenges with form completion and data aggregation. We also provided on-the-job training to improve partners’ capacity to manage, interpret and use data. In summary, we identified data aggregation errors (some were human errors such as arithmetic errors, and other errors were due to weak understanding of the tools); some CBOs, especially in Marromeu and Mossurize, were not counting adults as beneficiaries. Finally, there were issues related to the reporting calendar for many CBOs. Overall, however, the level of discrepancy in data was only around three percent.

We organized a two-day workshop in Maputo for all project M and E Officers. We fine-tuned definitions of indicators, tools and M andE processes, and ensured that all participants understood COVida’s M and E system. CARE, the technical lead for the HES component, organized a three-day training-of-trainers (TOT) for M and E Officers on the SAVIX Management Information System, the database that will be used to capture all HES-related data. The M and E Officers will replicate the SAVIX and HES M and E system for CBOs in the next reporting period. It is worth highlighting that a new offline version of SAVIX has been released, which mitigates the challenges related to poor internet access in some COVida districts.

Finally, we revised data collection and reporting tools to address challenges and constraints in form completion and aggregation identified during field visits.

4) Project Deliverables

All deliverables for the start-up phase have been submitted and approved.

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B. PROJECT IMPLEMENTATION

Project implementation closely follows the workplan that was submitted on October 20, 2016. This section does not repeat what was described in the workplan. Instead, it highlights those activities or strategies that have proven particularly successful and can be taken to scale. It also describes lessons learned from challenges and how the project is adapting in response.

IR 1: Increased Utilization of Quality Social, Health and Nutritional Services

Newly contracted CBO partners continue to conduct meetings in their communities to introduce the program and identify activistas as outlined in the Annual Work Plan (AWP).

COVida trained an additional 24 trainers (14 men and 10 women) on Basic Case Management (BCM) in Maputo in January 2017. Of the 24 new trainers, 18 were accredited; the remaining six trainers will be assessed next quarter. Of the 21 trainers that had not been evaluated during last reporting period, 19 were accredited during this reporting period. In total, COVida has 63 accredited trainers, of which 20 are Ministry of Gender, Children, and Social Action (MGCAS) staff operating at either provincial or district levels. Two PATH ECD specialists were accredited as BCM trainers and are supporting activista trainings as ECD activities are still scaling up.

COVida has trained 847 activistas, bringing the total since project initiation to 2,319 (28 percent male and 72 percent female) – mobilizing CBO and Serviços Distritais de Saude, Mulher e Acçao Social (SDSMAS) trainers not only for training in the districts in which they operate but also to support others. SDSMAS trainers from Kamavota, Kamaxaquene and Matola, for instance, were mobilized to train activistas and CBO supervisors in Boane. The SDSMAS trainer from Massinga also supported Inharrime District.

The BCM training and activista IEC manuals were reviewed by FHI 360’s gender specialist. We received very positive feedback. Minor adjustments will be made when the manual revision is due next year.

Community Based Organizations continue to identify vulnerable children through the channels outlined in the AWP, where possible prioritizing identification through clinical partner CBOs or health facilities (HFs). Since the start of the project, COVida partners have identified and provided services to 84,563 beneficiaries - 53,920 (64 percent) children and 30,643 (36 percent) caregivers. More than half (55 percent) of the beneficiaries are female. The percentage of children under 18 whose HIV status is known to the CBO partners is 22 percent. We transitioned 1,274 OVCs to maintenance support. These benefiaries will receive a visit on a quarterly basis to monitor their continued well-being for a period of 12 months, after which they will be graduated. If the situation of the child deteriorates during this period, he/she will return to the pool of beneficiaries that is receiving more intensive support, ie.e two household visits per month.

Field monitoring visits indicate that many of the activistas are struggling to apply the Child Status Index (CSI) correctly, prepare a care plan based on the findings, and conduct timely assessment of the care plan to evaluate readiness for transition. This is in line with what COVida had anticipated and with previous experiences of CBOs initiating case management. To most CBOs, case management is a novel approach that replaced a more charity-oriented approach. The CSI is a very

Award AID-656-A-16-00010 FHI 360 5 | P a g e Quarterly Report for period January 01 – March 31, 2017, Revision Submitted June 9, 2017 useful tool to initiate case management but it is not easy to apply. COVida is providing intense Technical Assistance (TA) to all CBO partners during the first six months of project implementation to support case management capacity building. Both the literature and FHI 360 experience indicate that after the second round of CSI application activistas become more skilled at conducting the CSI and interpreting results. PATH is supporting CBO and activistas to ensure the integration of quality ECD activities in household visits. COVida will have to review the transition criteria. The current guidance, i.e. no score ‘1’ in an category, is too strict. If households share a laterine, for instance, the CSI will indicate a score ‘1’ and the family will not transition.

COVida continues to foster solid working relationships with HFs and clinical partners as outlined in the AWP, through regular meetings and the use of the referral guide to document referrals and completed referrals. We expect to sign Memoranda of Understanding with CCS and Ariel in the next quarter. We have also made considerable progress in consolidating the collaboration between FHI 360 clinical and community-based projects, particularly Clinical and Community HIV/AIDS Services Strengthening (CHASS) and COVida. COVida, CHASS, CBO representatives (i.e. coordinators, supervisors, and activista chefes), and health facility (HF) staff conducted joint meetings in each clinical site to clarify mutually-supportive project objectives and analyze work processes and referral procedures, with an emphasis on referring HIV (+) patients to CBOs and respect for confidentiality. Even though many referral system features are similar across sites, this process allowed for some critical site-specific referral procedure adaptations. The basic premise is that either HF staff or a COVida CBO representative located in the facility will inform HIV (+) patients about COVida project activities at various entry points in the HF, and ask if they would like to benefit from the opportunity. If consent is provided, an activista will visit the family for follow-up support – preferably on the same day. COVida CBO partners are actively referring beneficiaries that do not know their HIV status to HFs for testing, regardless of likelihood of testing positive. In some cases, this has overloaded the counselors at the facilities. USAID is clarifying its guidance on testing in the community. For the moment, COVida partners will continue to refer all beneficiaries of unknown HIV status. In order to reduce referral and testing of low-risk beneficiaries and increase positive yield, FHI 360 will pilot and validate a community screening tool developed by USG before the end of FY2017. More details on this pilot can be found in Section X Evaluation/Assessment update. Currently, the data on beneficiairies’ known HIV status is captured when the family is registered and not updated thereafter. COVida is working on putting systems in place that will allow us to capture and report the change in beneficiaries’ known HIV status that results from the work activistas are doing with the families.

World Vision and ICAP agreed to hold monthly coordination meetings in Zambezia and WV will meet shortly with other clinical partners to schedule regular coordination meetings. At the district level, COVida’s Gaza CBO partners UDEBA and REENCONTRO discussed bi-directional referral system strengthening with the peripheral Mazivila and Incaia HFs in Bilene, and Malehice HF in Chibuto.

CARE facilitated a meeting with Centro de Colaboração em Saude (CCS) and CBO partners to discuss complementarity of technical interventions with families of OVCs during home visits, and coordination of activities at the HFs. Following this meeting, CARE, CCS and CBO partners presented the coordination strategy to HFs, involving the case management staff and counsellors of CCS. Seven clinics were visited in Inharrime (2), Maxixe (2), Massinga (1) and Vilankulo (2). All parties involved agreed that the activista chefes collaborate with the counselors and case management administrators in identification of people living with HIV/AIDs. As a result, CBOs received 465 beneficiaries from HFs since the collaboration was initiated.

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The data from the first and second quarter of FY 2017 demonstrate the results of COVida’s efforts to strengthen linkages with clinical services. Referrals of beneficiaries from HFsand/or clinical partners to COVida CBOs of FY2017 increased from 103 (2.4 percent of all referrals) to 1,445 (14 percent of all referrals). The data also shows that we have been most successful in strengthening collaboration in Sofala, Manica, Tete and Inhambane and are still struggling in Maputo. In Maputo, we have tried to foster referral mechanisms through top-down and bottom-up approaches, talking with provincial and district health authorities, clinical partners and direcetly with the health facility management. Finally, in March, COVida CBOs managed to get permission from HF management to place activistas in health facilities to facilitate referrals. We anticipate resistance in the use of the guides but will monitor the situation carefully and continue to support CBOs overcome these challenges. In Nampula, CBOs are still registering beneficiaries and conducting CSIs while establishing relations with ICAP and HF. We believe that we have recently made progress in our collaboration with ICAP and anticipate receiving patients from health facilities in the next reporting period. In Sofala, Manica and Tete, 30 percent of people who don’t know their status are referred for HCT of which 72 percent are completed. In other provinces, 8.3 percent of people with unknown status are referred of which 11 percent are completed. During field visits we noted that activistas are reluctant to issue the Guia de Referencia until they are sure that the beneficiary will actually go to the clinic for testing. This means that we are under-reporting efforts to encourage beneficiaries to get tested. COVida will work with the CBOs that face this challenge to define a procedure that more accurately captures the efforts activistas make to mobilize beneficiaries for HIV testing. Another challenge we have identified is that counselors have their own testing criteria and may not test COVida benefiaries if they do not meet these criteria. This will be harder to address as these criteria are based on empirical evidence and aim to increase the yield of HIV testing. As mentioned above and described in Section X Evaluation/Assessment Update, COVida will pilot a community HIV screening tool that we anticipate will help address this issue.

COVida CBOs are also strengthening linkages with other government services. In Tete, for example, CBOS have mediated access for beneficiaries to poverty statements, birth registration, and education. They have fostered good working relations with school councils, SDSMAS and the National Institute for Social Action (INAS), which has resulted in beneficiaries gaining access to school uniforms and materials via Apoio Directo a Escola (ADE) and government’s family kits.

In addition, CBOs continue to refer beneficiaries to age-specific cohort groups such as mother-to- mother groups and adolescent groups where they already exist. N’weti piloted the mapping tool in January and March 2017 in a rural, semi-urban and urban setting in Maputo (i.e. Magude, Boane and Lhamankulo). COVida developed a roll-out protocol which will be applied in all districts. PATH and FHI 360’s ECD and Adolescent experts have been involved in the development of the tool to ensure that CBOs map formal and informal community preschools and daycare services. PATH will discuss with implementation partners the possibility of applying a quality checklist for existing services to screen out those that do not meet minimum standards and thus should not be used as referral sites.

In collaboration with COVida consortium partners, N’weti produced a revised draft of the debate sessions manual for the savings groups. FHI 360’s gender specialist reviewed the materials and some adjustments will be made to accommodate her observations. N’weti added new sessions to the manual to align the debates with COVida objectives (e.g. prevention of early marriages and retaining girls in school). During the next reporting period, N’weti will pilot the new sessions in a rural and urban setting before finalizing and printing the manual.

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IR 2: Reduced Economic Vulnerability of OVC Households

All CBOs have included a budget line to purchase basic consumption needs for the most vulnerable OVC families. COVida developed a standardized consumption needs approval approach to ensure responsiveness to beneficiary needs and proper use of funds (Annex 4 – Consumption Needs Approval Approach). CBOs only started providing the family kits after this process was defined.

Household Economic Strengthening master trainers trained 31 HES facilitators and 20 staff from 11 CBOs, bringing the total since project initiation to 68 savings group facilitators and 38 staff from 25 CBO partners in eight provinces (see Annex 5 – Capacity Building for HES). Facilitators have started to engage communities to form savings groups as of January 2017. Thirty-six groups have initiated savings. Nearly one third (31 percent) of the 807 savings group members are OVC caregivers who care for 704 children. The majority (81 percent) of the savings group members are female. To date, the groups have saved a total of 380,543 MT. This corresponds to an average saving of 471.55 MT per participant, which is significant considering that most groups only recently started saving. In the next reporting period we anticipate to operationalize the SAVIX database that will capture all HES- related data.

COVida, under the leadership of CARE, developed a strategy for savings group programming within the COVida Program. The strategy describes a) how savings groups contribute to other program objectives, and b) how to monitor savings groups to ensure consumer protection and the achievement of the program's objectives. Savings groups are the main vehicle to achieve a reduced economic vulnerability of OVC households (IR2) by offering financial products such as savings, loans and a social fund to savings group members. The strategy is attached in Annex 6.

The strategy considers eight Program Quality Guidelines for Savings Groups, as developed and promoted by the SEEP’s Savings-Led Financial Services Working Group (SLWG), which represents over 70 organizations that facilitate savings groups worldwide.1 SEEP is a a global network of over 120 international practitioner organizations dedicated to combating poverty through promoting inclusive markets and financial systems. The guidelines are summarized in the figure 1 above, and can be viewed interactively SLWG’S PROGRAM QUALITY GUIDELINES FOR SAVINGS GROUP online.

Based on an assessment of current COVida savings group plans against these basic principles, COVida identified areas in which programming needs to be adjusted. These include:

a) Improve selection criteria for savings groups facilitators. b) Strengthen CBO supervisory structures for savings-group activities. CBOs should allocate one supervisor for each four facilitators. This person will support these facilitators and will monitor implementation quality, conducting visits at key stages of group formation to ensure transition occurs and is well documented. The supervisor is also responsible for the

1 http://seeplearning.org/sg-guidelines.html

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entry of data into the online SAVIX database, and generation of useful reports from the system for management purposes. c) Limit each facilitator’s workload. One facilitator cannot form and accompany more than five savings groups. d) Any additional activities with savings groups – including debate sessions, financial literacy and business skills – can only be conducted if the groups agree to it. The facilitators will discuss the potential additional activities, objectives, advantages and disadvantages with the group members for their consideration, using a checklist of key messages. The management committee of the VSL groups will be requested to sign a brief statement that indicates that additional activities were discussed and accepted or turned down. If the groups accept to participate in debate sessions, partners of savings group members should be invited to participate as well. The decision to participate in debate sessions should be discussed at the beginning of a savings cycle. e) Social funds and the use of these funds should be determined exclusively by savings group members without any external pressure to support vulnerable groups in society. f) Adolescents can be encouraged to participate in regular savings groups. However, COVida is consulting an adolescent expert to assess this possibility, and the potential need to form separate savings groups for adolescents. g) Savings groups should be formed through voluntary membership and through an organic process. Women often do not want male partners to participate. Men should not be excluded on purpose for this reason but COVida can support men to form their own groups if enough interest is demonstrated. h) Linkage to financial institutions should only be attempted if the savings group is interested, and only in areas with appropriate financial institutions in the proximity of the savings group (therefore unlikely in deeply rural areas). i) Initiate Farmer Field and Business schools and Participatory Market System Development as pilot interventions only after all other savings group work is settled. j) SAVIX will be used as the primary data platform for recording performance of savings groups, and reporting on the indicators related to these. The SAVIX MIS is a web-based Management Information System.

FHI 360’s gender and adolescent specialists are working with the HES working group to review training materials and advise on adolescent and gender-specific approaches. If necessary, materials and approaches will be adjusted to respond to their observations.

IR 3: Improved Capacity to Provide ECD Services for Vulnerable Children under Age Five

COVida successfully advocated with MGCAS to include three additional ECD indicators in the CSI. MGCAS has requested that the COVida Consortium present these changes at the annual meeting of the multi-sectoral OVC steering committee for approval. The meeting was initially scheduled for December but was postponed until further notice.

The development of the community playgroup manual is being implemented as described in the AWP. In addition to the field visits conducted during the previous reporting period, PATH collaborated with national ECD experts, studied national and partner manuals, conducted internet research, and collaborated with MGCAS staff to identify commonly used toys, games and songs to inform the development of the playgroup manual. To tailor the manual to local circumstances, during the training the playgroup facilitators will be encouraged to add local games, toys and songs into their daily activities.

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In March 2017, COVida held technical meetings with MGCAS to discuss the manual structure and key content. The manual will consist of 40 daily activity cards—which can be used repeatedly during the year—and a facilitator manual. Key learning competencies and the content of the 40 activity cards have been revised. Next steps include an internal analysis of the draft manual, followed by contributions from external ECD partners and submission to the Technical and Consultative Councils of MGCAS for final review and approval in June 2017. MGCAS has decided that the manual will also be used for the community preschools that MGCAS had planned to create this year. The two interventions (community playgroups and preschools) have the same facilitator profile (5th or 7th grade, no vocational training), serve the same population, and function for the same duration (three hours) in low-cost settings. To better support MGCAS on ECD integration in its plans, tools, and materials, MGCAS has agreed to include PATH as a member of the Grupo Tecnico de COV (GTCOV).

In the context of activities aimed at reducing the barriers to access early ECD education opportunities, the program team identified Nampula as one of the two provinces where COVida will support ECD integration into routine maternal and child health ( MCH ) services in selected target health facilities. PATH is holding conversations with United Nations Children’s Fund (UNICEF) and Maternal and Child Survival Program (MCSP) to partner on a district pilot project in Nampula province. The aim of the pilot is to validate some components of ‘The Lancet ECD series’ nurturing-care model, using baseline and endline data to better understand the impact on caregivers and their young children of enhanced health, nutrition, and ECD service delivery through the health care system, Agente Polivalent Elementares (APEs), and CBOs. PATH will be bringing additional donor resources to this joint effort from the Conrad N. Hilton Foundation-funded project that is expected to be launched in July 2017 for four years. The project will not only enhance COVida project impact but will also help PATH to meet its COVida cost share contribution requirement. PATH will continue to engage the consortium partners and the Ministry of Health (MOH) to identify the second province for this initiative.

IR 4: Capacity of district government and communities to provide essential preventative and protective services to vulnerable families and children

COVida is implementing activities as outlined in the AWP. The COVida Cooperative Agreement indicates that the report should align with a local capacity development plan, but most of the activities have been postponed to Year Two, so this is not addressed in this report.

During this reporting period, COVida continued to strengthen the capacity of district government to coordinate and respond to OVC needs. COVida partners worked closely with MGCAS officers during the implementation of activities. Namely, MGCAS representatives at national, provincial and district levels: - Continued to serve as panelists on CBO selection panels at the district level in all provinces; - Were trained as trainers and trained activistas on BCM; - Conducted supervision visits with COVida staff in Manica and Sofala; - Prepared and carried out COVida project presentations in the provinces of Sofala, Manica, Tete, Nampula, Inhambane and Cabo Delgado; and - Participated in the COVida semi-annual reflection meeting.

MGCAS representative participation and involvement represents an opportunity to a) learn approaches and practices that complement government practice and b) validate COVida practices.

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FHI 360 conducted three additional post-award conferences for 63 participants from 15 CBO partners to help them better understand the contractual details of their sub-agreements. The objective of the 1 ½ day workshop is to support CBO governing bodies and senior executive staff to be compliant with award requirements by identifying potential risk factors and assigning roles and responsibilities for oversight (See Annex 7 for post award conference Agenda).

FHI 360 started to address the CBO capacity gaps identified during the pre-award assessment that were described in the previous quarterly report. FHI 360 conducted several workshops and provided TA on internal control systems, policies and procedures, internal governance, budget monitoring, recruitment, and procurement to CBOs according to the overall plan. The table in Annex 8 – Summary of CBO training and TA, provides further details.

Apart from sharing practical tools, the workshops provided ample peer learning opportunities. Participants expressed appreciation for the practical and simple tools shared with them, and for tailoring the teaching to their specific needs. In addition, COVida provincial finance officers provided individualized TA to support CBOs in operationalizing key strategies.

CARE conducted one-day workshops with all partners in Inhambane to strengthen CBO capacity to manage their awards. The workshop sessions addressed the following issues: clarification of the sub- agreement, financial management, auditing, internal control, fraud, common costs, business plan monitoring, performance indicators, financial and programmatic reporting, staff structure of the project, contracts and job descriptions, personnel, coordination with other NGOs and public institutions, and accountability to beneficiaries. CARE conducted field visits following the training and noted the following issues: some activistas implement activities of multiple projects simultaneously, activistas do not have any signed agreements with CBOs, and key personnel did not have clear job descriptions. The team left recommendations to address these challenges and will follow-up during subsequent monitoring visits.

To improve CBO OVC technical capacity, COVida delivered one TOT on basic case management in Maputo, and two trainings on HES in Inhambane and Nampula. Details of these trainings are provided in the Section B. Project Implementation, under IR1. and IR2. In addition, COVida conducted bi-weekly TA visits to strengthen CBO capacity to apply the CSI correctly, develop appropriate care plans, provide services and conduct referrals, ensure the quality and veracity of beneficiary data, and manage large numbers of activistas.

IV. EXIT STRATEGY The project is implementing the exit strategy as outlined in the workplan. Of note is the role that SDSMAS technical officers are playing as trainers of activistas. In many cases, they are the strongest trainers; they master the material and appreciate the leadership role.

To make COVida’s work with savings groups more sustainable, a transition from payment for services, which was adopted by COVida as a program, to a fee-for-service system (whereby groups pay their facilitators directly for their support) is required. For this to occur, it was decided that no new groups which are paid and supported by the project will be formed in the last year before the project ends. All geographic partners will communicate clearly to CBOs and facilitators from Y1 onwards that project will not pay for group formation in the last year of the project, and all savings groups formed from Y1 onwards will be informed that services will be paid only during the first four years of the project; thereafter arrangements between facilitator and group need to be made.

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V. PROJECT PERFORMANCE INDICATORS

The tables and explanations below describe the progress made towards targets outlined in the Performance Monitoring Plan (PMP). These tables include data on required PEPFAR indicators as well as additional COVida project indicators. Outcome-level indicators will be measured at baseline and over specific moments throughout project implementation through evaluations to be conducted by Palladium. Progress towards targets reported below covers the period of January 01 – March 31, 2017. There has been a significant increase in the number of beneficiaries reached during this reporting period from 22,653 to 61,910. As a result of data verification undertaken, the achievements initially reported for the first quarter changed. The numbers presented in column Q1 and Q2 of this report and the cumulative percent achievement reflect the actual numbers.

A. IR 1: Increased Utilization of Quality Social, Health and Nutritional Services

Table 2 below illustrates the achievements by COVida, compared to annual targets, for the Intermediate Result 1 (increased utilization of quality social, health and nutrition services), from January 1 to March 31, 2017

.

TABLE 2 – ACHIEVEMENTS AGAINST TARGETS FOR COVIDA IR 1, OCTOBER 2016 TO MARCH 2017 % % % % Annual Q1 Q2 Q3 Q4 Achieve Indicator Achieved Achieved Achieved Target Results Results Results Results d - end - end Q1 - end Q2 - end Q3 Q4 OVC_SERV Number of active beneficiaries served by PEPFAR OVC 285,964 22,653 7.92% 61,910 29.57% programs for children and families affected by HIV OVC_HIVSTAT Percentage of orphans and vulnerable children N/A 23% N/A 22% N/A (<18 years old) with HIV status reported to implementing partner Number of referrals made to health 142,982 759 0.52% 7,411 5.71% or social services Number of referrals to health or social services known to be 71,491 589 0.82% 3,780 6.11% completed OVC_ACC Number of active beneficiaries receiving support 7,149 364 5.09% 5,709 84.94% from PEPFAR OVC programs to access HIV services SS.HRH.02 Number of community health and social workers (CHW) 3,575 1,441* 42.46% 878 64.87% who successfully completed a pre- service training program *In the first quarter, we reported having trained 1,518 CHW. Data verification revealed that we had acutally trained 1,441 CHW. We have corrected this in this report.

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As Table 2 illustrates, we reached 61,910 beneficiaries in quarter 2, resulting in a cumulative total of 84,563 beneficiaries or a cumulative achievement of the annual target of 29.57 percent. This achievement is 2.73 times higher than the last quarter in which we reached 22,653 beneficiaries, or 7.92 percent of the annual target. The trend is consistent with our initial projections at the beginning of this fiscal year. The steep increase in beneficiaries reached is the result of our efforts to scale-up activities on the ground by increasing the caseload of the activistas (from 25-30 to 45-50 beneficiaries per activista), and initiating activities in new sites in Maputo and Inhambane. Figure 1 illustrates that COVida reached 82 percent of the projected number of beneficiaries in Quarter 1 and 86 percent of the projected number of beneficiaries in Quarter 2. Figure 2 illustrates that sixty-three percent of the beneficiaries are children (0-17 years old), and 56 percent of them are females, which is consistent with overall trends, including from the previous quarter.

FIGURE 1 - PROJECTIONS VS ACHIEVEMENTS IN Q1 AND Q2, FY 17 – OVC AND CAREGIVERS REACHED 300000 87% 86% 247284 86% 250000 86% 85% 200000 170405 85% 84% 150000 84% 98317 100000 84563 83% 83% 82% 82% 50000 27737 22653 82% 0 81% Q1 Q2 Q3 Q4

Targets Achievements % achieved

As figure two shows, the sex breakdown of our beneficiaries has been consistent, at 45% percent males both in quarters 1 and 2.

FIGURE 2 –Q1, Q2, AND TOTAL # OF BENEFICIARIES BY SEX

90,000 80,000 70,000 60,000 46,866 50,000 34,476 40,000 30,000 20,000 37,697 12,390 27,434 10,000 10,263 0 Q1 Q2 Total (Cumulative)

Males Females

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FIGURE 3 – Q 2 BENEFICIARIES BY AGE AND SEX

In the second quarter, we referred a total of 7,411 beneficiaries to health and other social services, equivalent to 5.71 percent of the annual target. This represents a ten-fold increase in referrals compared to the results of the first quarter. We recorded 3,780 completed referrals to health and social services in the second quarter, equivalent to 6.11 percent of the annual target, up from 0.82 percent at the end of the first quarter. We anticipate the referrals to increase rapidly in the next two quarters as all activistas now have referral guides to document referrals.

COVida supported 5,709 beneficiaries to access HIV services in the second quarter, corresponding to 94.84 percent of the annual target, a vast increase from the 5.09 percent reported at the end of the first quarter. Nearly all of these beneficiarires, i.e. 5,851 or 96 percent, accessed HIV counseling and testing services.

During the enrollment of beneficiaries we monitored the percentage of caregivers who not only knew, but who were also willing to share with the project, the HIV status of their children. Among beneficiaries that enrolled in this quarter, 39,030 are OVCs (beneficiaries aged <18 years), of which 24 percent (9,279 OVCs) knew their HIV status (including those that who, for some reason, did not disclose the status). Of those of known HIV status, 8,428 OVCs (91 percent), equivalent to 22 percent of all children registered in this quarter, disclosed this to COVida. Of these children, 1,3652 (16 percent of those with known HIV status) are HIV positive and 985 (72 percent of HIV positive children) are on Antiretroviral Therapy (ART) (see Figure 2). COVida will continue to work with caregivers to increase the percentage of children receiving HIV care and treatment and to ensure that children know their status.

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FIGURE 4 - CASCADE OF KNOWLEDGE OF OVC HIV STATUS BY CAREGIVERS (JANUARY TO MARCH 2017) 45,000 100% 39,030 91% 40,000 90% 35,000 80% 72% 30,000 70% 60% 25,000 50% 20,000 24% 40% 15,000 9,279 8,428 16% 30% 10,000 20% 5,000 1,365 985 10% 0 0% Total # of OVCs HIV Status HIV status HIV+ Total HIV+ known known and already in ART disclosed Total Achievement Coverage

Finally, we trained a total of 878 activistas and HES facilitators during the second quarter, corresponding to 64.87% percent of the annual target. To date, COVida has trained 2,319 volunteers by the end of March, comprising of 2,255 activistas and 64 HEC facilitators.

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IR 2: Reduced Economic Vulnerability of OVC Households

In December 2016, we initiated training for HES facilitators to form and manage savings and loans groups. Thirty-six groups initiated savings in the second quarter, corresponding to 4.21 percent of the annual target. These groups have a total of 807 members, equivalent to 5.24 percent of the annual target.

As shown in Figure 3 below, 250 (31 percent) of 807 savings group participants are OVC caregivers who then care for 704 children. OVC and caregivers represented 39 percent of participants in savings groups. The majority (81 percent) of the VS&L group members are female (see Figure 4).

TABLE 3 - ACHIEVEMENTS AGAINST TARGETS FOR COVIDA IR 2, OCTOBER 2016 TO MARCH 2017 % % % % Annual Q1 Q2 Q3 Q4 Indicator Achieved Achieved Achieved Achieved Target Results Results Results Results - end Q1 - end Q2 - end Q3 - end Q4 Number of savings and loans groups formed and 855 0 0 36 4.21% saving money Number of direct participants in savings and 15,390 0 0 807 5.24% loan groups supported by COVida Number of OVCs benefiting from parents/care givers participating in savings and 14,700 0 0 704 4.79% loans groups supported by PEPFAR Value of total savings for COVida supported Village - 0 0 380,543 NA Savings and Loans groups

FIGURE 5 - DIRECT PARTICIPANTS OF SAVINGS GROUPS, BY TYPE OF FIGURE 6 - DIRECT PARTICIPANTS OF SAVINGS GROUPS, BY SEX OF PARTICIPANT, JANUARY TO MARCH 2017 PARTICIPANT, JANUARY TO MARCH 2017

151 250 19% 31%

489 61% 64 8% 656 4 81% 0%

OVC Caregivers OVC Activistas Community members Males Females

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By the end of the second quarter, 807 members saved 380,543 MT. This corresponds to an average saving of 471.55 MT per participants which is significant considering that most groups only recently started saving.

B. IR 3: Improved Capacity to Provide ECD Services for Vulnerable Children under Age 5

A total of 2,569 children aged 0-5 years were provided with various ECD services. This represents a three-fold increase compared to the first quarter.

COVida procured and distributed MUAC tapes to all activistas towards the end of the second quarter and screened 2,010 children (aged 6 to 59 months) for acute malnutrition. This represents a six-fold increase compared to the first quarter, and 4.64 percent of the annual target. We identified 57 cases (2.83 percent) of acute malnutrition, the equivalent of 1.66 percent of the annual target. All acutely malnurished children were referred to health facilities for follow-up.

TABLE 4 - ACHIEVEMENTS AGAINST TARGETS FOR COVIDA IR 3 OCTOBER TO MARCH 2017

% % % % Annual Q1 Q2 Q3 Q4 Indicator Achieved Achieved Achieved Achieved Target Results Results Results Results - end Q1 - end Q2 - end Q3 - end Q4 Number of children 0-5 benefiting from ECD support TBD 842 NA 2,569 NA provided by the project Number of children 0-5 years screened for acute 50,400 330 0.65% 2,010 4.64% malnutrition at community level Number of children with acute malnutrition detected 3500 1 0.03% 57 1.66% at community level

C. IR 4: Capacity of district government and communities to provide essential preventative and protective services to vulnerable families and children

TABLE 5 - ACHIEVEMENTS AGAINST TARGETS FOR COVIDA IR 4, OCTOBER TO MARCH 2017

% % % % Annual Q1 Q2 Q3 Q4 Indicator Achieved Achieved Achieved Achieved Target Results Results Results Results - end Q1 - end Q2 - end Q3 - end Q4 Number of community 195 0 0.00% 0 0.00% members trained Number of CBO 195 127 65.13% 67 99.48% representatives trained

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Number of government 57 40 70.18% 8 84.21% officials trained Number of technical coordination meetings 19 0 0.00% 5 26.31% held

In the second quarter, COVida trained 67 additional members of newly awarded CBOs, especially in Inhambane, Gaza, Zambézia and Maputo, equivalent to 99.48 percent of the annual target. In addition, eight additional government officials were trained, thus increasing total achievement to 84.21 percent of the annual target. Finally, we organised six coordination meetings, five COVida project presentations in Sofala, Manica, Tete, Nampula and Cabo Delgado, and one semi-annual meeting in Maputo. National-level government, USAID and the majority of the COVida team participated in the semi-annual meeting to review achievement, discuss challenges and ensure alignment of implementation approaches across all partners. We have not started training community members yet as the activities linked to child protection committees have been postponed until year two.

VI. PROJECT MANAGEMENT

We have added this section to the report template to cover those issues that are management in nature, as opposed to technical, that effect project outcomes.

Staffing changes and hires: World Visions’s Project Manager for Zambezia, James Bitone, resigned. World Vision is actively recruiting for this position. CARE is re-advertising its Program Manager post, as the person hired did not complete the probation period. CARE’s Assistant Country Director – Programme, Cathy Riley, will be working from outside of the country and supporting Saul Butters to assume management of the project until she returns. FHI 360 has selected the final candidate for the Senior Program Office post. Having had great difficulty identifying a suitable Grants Manager candidate, FHI 360 has restructured the grants and program teams and will receive remote assistance from Marty Galindo-Schmith, who is very familiar with Mozambican CBO’s and grants management.

Cabo Delgado and Nampula offices: When FHI 360 assumed responsibility for Nampula and Cabo Delgado, it was necessary to hire teams to work in both provinces. Most of these people have been hired or selected. FHI 360 has set-up an office in Pemba to better manage the CBOs that will be providing services in Cabo Delgado districts. FHI 360 is also updating its registration to include Cabo Delgado. In Nampula, FHI 360 will need to expand its office space to accommodate the additional staff.

Zambezia and Gaza provinces: World Vision normally implements projects directly and was still testing and refining its subaward management systems when it agreed to manage CBO sub-grants as part of COVida. FHI 360 shared tools and resources to facilitate the process, yet it was still a learning curve for the organization. To further complicate matters, FHI 360’s HQ grants & contracts team was overburdened with the demands of five major consortium partner subawards, 25 CBO subawards, and 2nd tier sub approval processes, such that it took longer than ideal to provide the necessary reviews and approvals to World Vision. To rectify this situation going forward, FHI 360 has restructured and designated one HQ contracting officer, who speaks Portuguese, to respond solely to the subaward needs of the Mozambique country office. This has already greatly improved turnaround time in reviewing and approving subaward documents for second tier subs under CARE.

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Visit by Jennifer Adams, new Mission Director: COVida, along with CBO Partner, Kindlimuka, was honored to host a visit by the new USAID Mission Director for Mozambique, Jennifer Adams, on March 3. She heard a brief presentation of the project and then had the opportunity to visit a beneficiary household and dialogue with some of the activistas supported by the project. The USAID staff accompanying her also dialogued with a group of activistas eager to share stories of the families they help, the challenges they face, and their successes.

Modification to add new districts and increase award ceiling: On March 15, FHI 360 responded to USAID Mozambique’s request for an application to expand the scope of the activity and realign the budget, adding $12.8 million to the award ceiling. Among other things, this modification proposed increased funding to CBOs, increased M&E staff, and the purchase of 2800 additional bicycles, 60 motorcycles and three vehicles.

VII. MAJOR IMPLEMENTATION ISSUES

The AWP describes the dramatic increase in targets that were provided to COVida in Year 1 and how the project has adapted.

Reaching targets: The prior quarterly report describes the pros and cons of two strategies to reach targets by September 2017: engage more activistas and increase the caseload. We have operationalized the increase in caseload from 30 beneficiaries per activista to 45-50 per activista. When we discussed the shift with MGCAS, they were very concerned about the impact on quality of care. COVida, through Palladium, is organizing a study to monitor the effect on quality. This is further discussed in Section X Evaluation/Assessment Update. Most CBOs take responsibility for 100 percent of the targets in the districts in which they operate – except for urban centers like Boane, Matola, and Nampula city where we have had to identify multiple CBOs to cover high targets. Increasing the number of activistas would take the CBO targets beyond USAID established targets. We analyzed the possibility of increasing the number of activistas for CBOs that are working in the under-covered urban areas but decided not to pursue this option. Most of the CBOs have already drastically increased the number of activistas they manage. We fear that a further increase might be detrimental to the organizations’ performance.

As described in the prior report, the Mission has insisted that COVida shift its reporting period to align with traditional fiscal quarters. This significantly reduces the timeline for collecting and reviewing data from subs, aggregating data, and submitting data to DevResults. This creates a risk for data quality, particularly this early on in the project when so many CBOs are learning the systems. The team has been doing its best to mitigate this risk, as outlined in Section A. Start up, Monitoring and Evaluation. One strategy is recruiting additional M&E staff to ensure all data is captured and to speed up the data review.

Referrals for HIV counseling and testing: CBOs are referring project beneficiaires of unknown HIV status to HIV testing and counseling services. Increasingly, we get feed-back from CBO partners that the beneficiaries are not tested at HFs because they do not meet the HIV testing criteria determined by clinical partners. Preliminary info indicates that adult beneficiaries are being declined more than children. Activistas often spent significant time convincing beneficiaries of the benefits of knowing ones HIV status, only for them to be turned away by the counselor once they seek the service. We are concerned that the CBOs’ image as an efficient provider of support to OVC and their families will be tarnished and affect other service delivery efforts. It would be very helpful to get guidance from USAID on this matter.

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Difficulty finding qualified CBOs in some districts: In some districts, we are having difficulty identifying capable CBOs that have some relevant experience and are able to manage a grant. In some areas, e.g. Matola and Boane, we have conducted three rounds of site visits in an attempt to identify CBOs. COVida is considering alternative strategies that will respect the intent of working with CBOs but allow activities to initiate. These strategies include: working with another, more robust CBO as a fiscal agent for the more emerging organizations; staffing up to provide more intensive support to fledgling CBOs; and direct implementation by a consoritium partner, to eventually transfer to a CBO. We will keep our Agreement Officer Representative (AOR) appraised of how we handle each situation.

Work and residence permits for expatriates: The Finance and Operations Director has received his work permit and is now awaiting his resident permit.

Cost share: COVida has followed up on the cost-share commitments made in the proposal. COVida anticipated $3.75 million in contribution from Project Cure and $2.8 million from Books for Africa. Both contributions have shipping costs, which we budgeted. However, we are concerned about the rising costs of importation and shipping and the difficulties that CHASS is facing in obtaining tax exemption documents from the Government of Mozambique (GOM). We are exploring further partnerships with both and analyzing the costs and benefits. We are also looking for alternative sources in Mozambique and elsewhere. The project plans to prepare a revised cost-share plan before the end of the fiscal year.

Discrepancies in working conditions: CBOs that are contracted by both community and clinical projects, in general, appear to have fewer challenges in establishing linkages across the continuum of care. The challengehowever, is that activistas may work for both projects and do not spend sufficient time on either, a situation identified by CARE in Inhambane. . CARE assisted the CBOs to recruit and train additional activistas dedicated to a single project. In other provinces, USAID-funded CBOs provide different stipends for activistas. COVida has been told not to exceed Mts 1200 per month in order to stay below APE stipends. There have also been complaints that stipends are not adjusted to inflation.

Lack of means of transportation hampers coverage of the geographical area in which activistas are delivering services. A procurement process has been initiated for 2000 additional bicycles for activistas. Some CBOs made photo copies of the Guia de Referencia; others only reported referrals after they received the official guides at the end of this reporting period. All CBOs received referral guides by the end March and we expect the number of referrals and completed referrals to increase in the next quarter.

VIII. COLLABORATION WITH GOVERNMENT, OTHER DONORS AND STAKEHOLDERS

As an integrated project that relies heavily on referrals to address many of the needs of its beneficiaries, collaboration with other service providers, donor-funded projects and stakeholders is critical.

During this reporting period, COVida organized provincial project presentations that took place in Maputo in November in five additional provinces. All project presentation workshops were designed

Award AID-656-A-16-00010 FHI 360 20 | P a g e Quarterly Report for period January 01 – March 31, 2017, Revision Submitted June 9, 2017 to bring together provincial-level representatives of the MGCAS, Ministério de Saúde (MISAU), the Ministry of Education and Human Development, the Ministry of Justice, Religion and Constitutional Matters, the Ministry of Interior and the Ministry of Youth, Sports and Technology, the Ministry of Agriculture and the National Aids Council. The objective was to help participants:

1. Understand the importance of project success for the province; 2. Describe the contribution that s/he or the institution s/he represents could make to the objectives of the project; and 3. Describe how the project overlapped with its own institution’s objectives.

Each province adapted to the preferences of the local authorities. In Manica, the governor and governor’s wife mobilized tremendous participation at the workshop held there. The governor’s wife, a former Minister of Women and Social Action, organized a visit to Centro Aberto Barue and continues to be highly engaged in project activities. The Secretario Permanente of MGCAS, Dr. Danilo Bay, attended workshops in Sofala and Cabo Delgado. Francisca Sales, Advisor to the Minister of Gender, Children and Social Action, attended the workshop in Manica. Dionisio Matos, AOR for COVida, attended the workshop in Manica, and Filomena Joao, USAID Mozambique Project Management Specialist, attended the workshop in Sofala. Workshops in Tete and Cabo Delgado were more practical and engaged technicians in concrete discussions of how to work together to support children at the district and provincial levels. Cabo Delgado and Nampula organized workshops in communities where beneficiaries live.

World Vision convened 14 meetings (six in Gaza and eight in Zambezia) among COVida staff and representatives of MCGAS, the Ministry of Health, the National AIDS Commission and Clinical partners at both provincial and district levels. World Vision used these opportunities to discuss partnership and future coordination, joint supervision and monitoring of project interventions. CARE held a workshop at the provincial level, to which all key partners (district and provincial governments, clinical partners, etc.) were invited with the aim of sharing an overview of the project and explaining COVida strategies of intervention, and to hear the various experiences of other interested parties of the project. Best practices of partners such as the Fundaçao para o Desenvolvimento da Comunidade (FDC), the Núcleo Provincial de Combate ao HIV&SIDA, Social Action and other actors were featured. The workshop also served to enable the harmonization of tools for the project, sharing the first results achieved in beneficiary identification, and discussion of next steps for coordination among the partners.

In the workshops organized by FHI 360, a representative from each provincial delegation was asked to complete a card highlighting the contributions COVida and the institution could make to each other’s objectives. The following responses illustrate the commitments made:

1. [We will] support community education sessions and other behavior change events. – Office to Support Families, Victims of Violence, Manica. 2. Through program activities with Geração Biz, we will raise awareness and promote sexual and reproductive health, especially on prevention in risky relationships, premature marriages, sexually transmitted infections and HIV.– Provincial Delegation of Youth and Sports, Tete 3. We will share information on programs that exist in schools to support orphans. We will create the space for children identified through the project to exercise their right to study. – Provincial Delegation of Education and Human Development, Sofala

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COVida continues to actively engage SDSMAS in CBO selection, case management training and other activities such as proposal development workshops. COVida consortium partners in Tete, Manica and Cabo Delgado have started to invite SDSMAS staff on joint supervision visits. The other provinces have planned joint visits for next quarter. In some cases, we receive requests from DPGCAS. For example, the DPGCAS from Cabo Delgado requested vehicles and motorcyles for her offices. COVida indicated our availability to bring SDSMAS folks along when we go to the field. We budgeted per diem for that quarterly, but if they are not requesting that, they are welcome to join whenever there is space in the vehicle.

At the national level, COVida continues to participate regularly in GTCOV meetings, including conducting a review of the summary version of the Community Child Protection Committee Manual and the operational plan for ending premature marriage. COVida met with national-level ministry representatives to share progress and results on March 10. Antastasia Mula, Department Head for Children in Difficult Situations, and Dr. Pascoa Ferraão, Deputy Director for Children, actively participated in the semi-annual coordination meeting that COVida organized at the end of March. Dr. Elsa Tembe, the COVida focal point from the Public Health Department at MOH participated actively throughout the semi-annual coordination meeting. A COVida staff person was invited to train technical officers in Manica province on Child Protection Committees.

COVida also had meetings with:

• 4Children regarding their support to MGCAS and ensuring that our activities to support the ministry are complementary. • Fundaçao para o Desenvolvimento da Comunidade, to identify areas of geographic overlap of the work that FDC does on behalf of UNICEF with community committees, and to discuss potential areas of collaboration. Fundaçao para o Desenvolvimento da Comunidade also participated in the Nampula project presentation and coordination meeting in Inhambane

As previously mentioned, PATH is working with FHI 360, UNICEF, and MGCAS to produce a manual for community-based playgroups and preschools that will go through a process of validation and approval by the MGCAS to be considered an official national manual. PATH is promoting collaboration within several key implementing partners—including UNICEF, MCSP, COVida, and the other PATH ECD program—to design a comprehensive integrated ECD intervention for 0-5 year olds at clinical and community levels in one pilot district of Nampula Province.

As part of our ECD program in Mozambique and the integration of ECD in ministry plans, tools and materials, PATH has received formal endorsement from Maputo province DPGCAS of the parenting education package, developed with support of the Public-Private Partnership for ECD Programming project funded by PEPFAR through USAID and the Conrad N. Hilton Foundation. The same project will support training of some provincial and district social action technicians to start testing the package and generating lessons, which will then be used to inform the MGCAS with the aim of a national endorsement.

COVida partners continue to meet with clinical partners, health authorities and health facilities to strengthen collaboration with the health sector. Collaboration between COVida and CHASS is working well as described in the program implementation section under IR 1. Collaboration in Maputo is improving as Ariel and COVida met directly with health unit staff. As part of the semi- annual coordination meeting, COVida invited clinical partners to a session on clinical-COVida linkages. Ariel and CHASS both offered concrete examples of strategies. Unfortunately, ICAP and CCS

Award AID-656-A-16-00010 FHI 360 22 | P a g e Quarterly Report for period January 01 – March 31, 2017, Revision Submitted June 9, 2017 sent representatives that were not familiar with prior discussions. This was frustrating, yet workshop participants felt the subsequent province-specific discussions were a highlight of the workshop. USAID representatives clarified that there is no overlap in targets and that, in fact, projects are complementary and necessary to each other’s success. Clinical partners aware of what is happening were pleased with the referrals from COVida for testing and counseling; indeed, some had to adjust their strategies to keep up with the demand. COVida team members clarified that referrals from the clinics were more important than lists, as COVida does not do active defaulter tracing, and that COVida can work with any child infected or affected by HIV, not just those that are most vulnerable. Collaboration is proving most successful where the mechanisms are agreed upon at the district or health-unit level. Support from higher levels is necessary; however, since implementation will vary, it is best that the details are sorted out at local level.

COVida is coordinating with FHI 360’s project working with key populations, Passos. Passos is initiating project activities and will select CBOs in the next quarter. We have analyzed our geographic overlap (Annex 9 – COVida and Passos Geographic Overlap) and identified how CBOs should collaborate. As soon as Passos had contracted CBOs, COVida and Passos intend to conduct meetings at the district level to discuss collaboration with all stakeholders and find locally appropriate mechanisms.

IX. UPCOMING PLANS

The following key activities are planned for the next quarter: • Conclude agreements with CSOs selected during this reporting period. • CARE will sign agreements with CBOs that are currently operating under a Letter of Authorization (LOA). • Continue intensive monitoring of CSI application, care plan development, and the integration of ECD activities in household visits. • Continue strengthening linkages with clinical services. • Continue to train activistas and CBO staff in BCM, both for newly recruited activistas as well as to replace those that dropped out. • Continue savings group facilitator training, support CBOs to initiate savings groups ensuring beneficiary participation, and train CBOs on the use of SAVIX. • Conduct mapping for all contracted CBOs. • Obtain inputs from MGCAS on the savings group debate session manual, pilot select sessions and finalize the manual. • Present COVida officially in Gaza, Niassa, and Zambezia. • VP Health to conduct first training on new database. • Design and produce a draft of the manual and activity cards for community-based playgroups—in collaboration with MGCAS, FHI 360, and UNICEF—and submit to the MGCAS for final review and approval. • Conduct a national training on ECD in home visits for regional and provincial technical staff from geographical partners and key government partners. • Build consensus between COVida, UNICEF, MCSP, and the other PATH ECD program around an ECD-integrated intervention in one pilot district in Nampula. • Conduct M&E training with WV and CARE CBO partners. • Continue to conduct data quality assurance and verification visits. • Finalize the development of the adolescent component. • Revise the cost-share strategy.

Award AID-656-A-16-00010 FHI 360 23 | P a g e Quarterly Report for period January 01 – March 31, 2017, Revision Submitted June 9, 2017

X. EVALUATION/ASSESSMENT UPDATE

The protocol for the Monitoring, Evaluating, and Reporting (MER) essential indicator survey/outcome evaluation was finalized this quarter. The protocol outlines a mixed methods study involving a household survey at two points in time and 12 focus group discussions with youth aged 12-17 years. For the household survey, we will survey a cross-sectional sample of COVida project beneficiaries enrolled in year one of the project at two points in time: mid-2017 (time 1) and mid- 2019 (time 2). The overall sample size will be 1,440 households. We will interview caregivers and at time 1 only, we will interview children aged 12-17 years. The final protocol was submitted to the Comité Nacional de Bioética para a Saúde in March. The submission included letters from all Direcçãoes Provincial de Saúde (DPS) authorizing the research in their respective provinces. The protocol was reviewed at the end of March and minor feedback was received from the ethics committee. We will resubmit a revised protocol in April.

Other research priorities were also conceptualized, namely: 1) a study assessing the impact of variations in caseload among activistas in terms of their productivity, and the quality of care they provide, and 2) a study examining referrals for HIV testing, care and treatment and developmental delays. This latter study could address two questions – how activistas make decisions about referrals and the factors that distinguish completed and uncompleted referrals. Initial concept notes for both studies were drafted this quarter, and we are in the process of refining these ideas further.

We submitted an abstract for presentation at the American Evaluation Association conference on the MER survey (October 2017, Washington, D.C.). The abstract focuses on how COVida adapted the MER guidance to suit project and Mission needs for information, and how this adaptation in turn informed the global guidance in an example of field-to-HQ learning.

COVida is currently referring children of unknown status to health facilities for HIV testing, regardless of likelihood of being HIV positive. The USAID Orphans and Vulnerable Children (OVC) working group developed a tool for screening children in communities prior to HIV testing with the aim of focusing testing on those children at highest risk of being HIV positive. The tool is an algorithm that includes seven questions to determine whether or not HIV testing is indicated for a particular child aged 2-17. The tool has not yet been validated, although efforts are underway to do this in at least two countries. Understanding whether or not the screening tool is effective in Mozamibque will help to guide whether or not and how the tool is used by both the CoVida and CHASS projects to increase yield of community-based HIV testing.

Award AID-656-A-16-00010 FHI 360 24 | P a g e Quarterly Report for period January 01 – March 31, 2017, Revision Submitted June 9, 2017

XI. SUCCESS STORIES AND PHOTOS

Dreaming Again

Micheque lives in the Sansão Muthemba neighbourhood of Tete city in Mozambique. Micheque’s father passed away three years ago leaving his mother, who is HIV positive, and five siblings on their own without a steady source of income. As the years went by, their economic situation steadily deteriorated. Micheque, now 17, completed primary school in 2016 and hoped to move on to secondary school. He dreamt of becoming a police officer in order to support his family while fighting crime in his neighbourhood. However, Micheque soon learned that he did not have the proper identification – a birth certificate - necessary to enroll in secondary school. Without support or guidance on how to obtain this, Micheque felt his dreams of being a police officer were now out of reach. “I was very sad because I saw my dream of In 2017, a community-based organization called Kuthandizana supporting the fight against crime here in my neighbourhood, as a policeman, far Kuthira reached out to Micheque’s family. Kuthandizana, with from being real,” - Micheque support from the FHI 360 COVida project (funded by USAID), works with local leaders in Tete to help children like Micheque and his family gain access to health care, school and other social services. The COVida project assigned a community volunteer from Kuthandizana, an activista, to Micheque’s family to assess their needs and offer with tailored, holistic solutions to their challenges. The activista quickly realized the importance of Micheque continuing his education, both for himself and for the benefit of his family, and immediately initiated the process of obtaining the necessary identification. The activista first assisted Micheque in applying for a poverty certificate with the local leadership, a document which, in turn, would enable him to obtain his birth certificate from the local civil registry office. Micheque soon had his birth certificate and was able to enroll in secondary school, only missing one month of the school year.

Micheque’s joy and excitement upon enrolling in secondary school was apparent to all. Micheque is now attending the 8th grade at the Sansão Muthemba Secondary School in Tete, and wants to use the opportunity afforded him to pursue his dream of becoming a police officer, as well as to serve as a role model for other children in his neighbourhood struggling with challenging circumstances. He thanked the Kuthandizana activistas for their invaluable support to him and his family, adding: “Please keep on helping, because there are many children who experience difficulties here.”

Micheque is one of about 53,920 children supported by COVida project in Mozambique. Twenty seven community-based organisations work under COVida to Micheque, overjoyed to be returning to provide community-based services ranging from school.

Award AID-656-A-16-00010 FHI 360 25 | P a g e Quarterly Report for period January 01 – March 31, 2017, Revision Submitted June 9, 2017 community mobilization for HIV counselling, testing and treatment, enrolment and retention in school, birth registration, promotion of child rights, screening for malnutrition, early child development services, basic child support and promotion of community-based savings groups.

Fátima, a girl without fear of facing challenges!

Fátima Ndima was born in South Africa and moved to Mozambique with her mother when she was 13. Shortly after the move, her mother passed away and Fátima went to live with a family friend in Maputo. At the age of 16, Fátima became pregnant, was married into a polygamous arrangement as the second wife, and went to live in Ndlavela, Maputo with her husband.

During one of her prenatal visits at the clinic in Ndlavela, Fátima was diagnosed with HIV. Although she was immediately referred for antiretroviral treatment (ART) to prevent vertical transmission to her baby (PMTCT), Fátima faced a very difficult situation at home and was unable to stay on treatment. She was a victim of domestic abuse and was generally neglected by her husband, who seemed to prefer his first wife. In July 2016, her daughter Victoria was born -- HIV positive.

After Victoria’s birth, Fátima’s difficult situation at home only grew worse. She and her baby were eventually put out of the main house and into a bare-bones dwelling nearby where her living conditions were very poor.

In November 2016, an organization called Kindlimuka reached out to Fatima to offer help. Kindlimuka is an association of people living with HIV/AIDS and is funded by COVida, a USAID financed project that provides support services for families such as Fatima’s. A community volunteer, called an activista, was assigned by Kindlimuka to Fátima’s case and conducted an initial needs assessment. The activista discovered a dire situation: although Fatima was taking her ARVs and breastfeeding, she was often without food, had no appropriate place to sleep, had no access to clean drinking water, and had no source of income to support herself and Victoria. Moreover, she was still Fátima and Victoria experiencing domestic violence from her husband.

The activista from Kindlimuka acted quickly. With support from local leaders, the community was soon informed of Fatima and Victoria’s situation. Neighbors rallied around them, offering food, clothing, comfort and, where possible, small opportunities to earn money (such as washing clothes, house cleaning, etc.). The activista then referred Fátima to the Integrated Assistance Center for Women Victims of Violence (CAI), an organization that will work with Fatima and her husband to improve the relationship and strive to end the domestic violence and neglect. The activista is also working with the District Registry and Notary Services to register Fatima’s birth so that she can access other government services. Fátima now also attends adult literacy classes at the Complete Primary School of Ndlavela. Fátima at school in Ndlavela

Award AID-656-A-16-00010 FHI 360 26 | P a g e Quarterly Report for period January 01 – March 31, 2017, Revision Submitted June 9, 2017

To address her lack of proper nutrition, the activista coached Fátima in home garden production and she now produces nutrient-rich sweet potatoes on her homestead. The activista also mentors Fátima as a mother and caretaker, enabling her to better understand and take responsibility for her daughter’s medical needs (ART).

Kindlimuka continues to work with Fátima and Victoria, and Fátima, now 17, says that she is now far more hopeful about Fátima tending the garden in her home her future.

XII. FINANCIAL INFORMATION

Total expenses January 1, 2017 – March 31, 2017: $3,369,341 Cumulative expenses (LOP): $6,415,717 Projected expenditures, April 1, 2017 – June 30, 2017: $4,040,017 Projected expenditures amount does NOT include obligations that will be outstanding to partners as of March 31, 2017, only expenditures. Sub-grantee obligations made through March 31, 2017 accounts for $3,036,614.

Award AID-656-A-16-00010 FHI 360 27 | P a g e Quarterly Report for period January 01 – March 31, 2017, Revision Submitted June 9, 2017

Annex 1: COVIDA Year 1 Gantt Chart

Activity Domain Lead IR 2016 2017 Implementa-tion Implementa-tion Implementa-tion Oct Nov Dec Jan Feb Mar Apr May June July Aug Sept status status status 3 10 17 24 31 7 14 21 28 5 12 19 26 09/30/16 12/31/16 03/31/17 Present project to MGCAS, MISAU, MINEC and Stake holders FHI 360 - x MINED, etc. Completed Completed Completed Meet with clinical partners Stake holders Geo - Partners On-going On-going On-going Provincial Government informed about project Stake holders Geo - partners Completed Completed Completed Meet with other stakeholders – UN, bi-laterals, Stake holders FHI 360 - SCF, World Ed, OVC and edu IP On-going On-going On-going Steering and management committees Stake holders FHI 360 - x established – roles and responsibilities determined Completed Completed Completed National Launch event Stake holders FHI 360 - x On schedule Completed Completed Provincial project presentation (added for Q1 x - On schedule On schedule LOAreport) signed Grants FHI 360 - Completed Completed Completed Consortium partners sub agreement signed Grants FHI 360 - x Delayed Delayed Completed Consortium partners retreat conducted Grants FHI 360 - Completed Completed Completed Cost share plan updated Grants FHI 361 - In process Pre-award assessment all consortium partners Grants FHI 360 All IRs completed Completed Completed Completed Pre-award assessment fast track CBOs Grants FHI 360 All IRs completed Completed Completed Completed Agreement development workshop for fast Grants FHI 360 All IRs track CBOs conducted Completed Completed Completed Fast track CBOs sub-award signed Grants FHI 360 All IRs x x x Completed Completed Completed Fast track CBOs start implementation Grants Geo All IRs x x x x (recruitment etc.) partner On schedule Completed Completed RFA for new CBO announced Grants Geo All IRs partners Completed Completed Completed Q&A to clarify RFA distributed to all CBOs that Grants Geo All IRs requested the APS partners Completed Completed Completed Eligibility of new CBO Round 1 applications Grants Geo All IRs x determined partners Completed Completed Completed Pre-award assessment of new (that were not Grants Geo All IRs x x x pre-approved) CBOs Round 1 completed partner Completed Completed Completed CBO visits conducted - Round 1 Grants Geo All IRs x x x partners Completed Completed Completed Agreement development workshop for new Grants Geo All IRs x x x x CBOs partners On schedule Completed Completed New CBOs sub-award signed Grants Geo All IRs x x x x partner On schedule Delayed Completed Activity Domain Lead IR 2016 2017 Implementa-tion Implementa-tion Implementa-tion Oct Nov Dec Jan Feb Mar Apr May June July Aug Sept status status status 3 10 17 24 31 7 14 21 28 5 12 19 26 09/30/16 12/31/16 03/31/17 New CBO Round 1 implementation initiated Grants Geo All IRs x x x x (recruitment etc.) partner On schedule On schedule Completed Rolling submissions, appraisal and approval of Grants Geo All IRs x x x x x x x x proposals Round 1 partner On-going On-going Completed Eligibility of new CBO Round 2 applications Grants Geo All IRs x determined partner On schedule Completed Completed Pre-award assessment of new CBO Round 2 Grants Geo All IRs x x x x completed partner On schedule Completed Completed CBO visits conducted - Round 2 Grants Geo All IRs x x x x partners On schedule Completed Completed Agreement development workshop for new Grants Geo All IRs x x x x CBOs Round 2 partner On schedule Completed Completed New CBO Round 2 sub-award signed Grants Geo All IRs x x Ahead of partner On schedule schedule Partially completed New CBOs Round 2 implementation initiated Grants Geo All IRs x x Ahead of (recruitment etc.) partner On schedule schedule Mostly completed Rolling submissions, appraisal and approval of Grants Geo All IRs x x x x x x x proposals Round 2 partner On schedule On-going On-going Eligibility of new CBO Round 3 applications Grants Geo All IRs x determined partner On schedule On-going Completed Pre-award assessment of new CBO Round 3 Grants Geo All IRs x that were not pre-approved completed partner On schedule On schedule Completed CBO visits conducted - Round 3 Grants Geo All IRs x partner On schedule On schedule Completed Agreement development workshop for new Grants Geo All IRs x CBOs Round 3 partner On schedule On schedule Completed New CBO Round 3 sub-award signed Grants Geo All IRs x Delayed but partner initiations of implementation as On schedule On schedule per schedule New CBOs Round 3 implementation initiated Grants Geo All IRs x (recruitment etc.) partner On schedule On schedule Delayed Rolling submissions, appraisal and approval of Grants Geo All IRs x x proposals Round 3 partner On schedule On schedule Delayed Eligibility of new CBO Round 4 applications Grants Geo All IRs x determined partner On schedule On schedule Completed Pre-award assessment of new CBO Round 4 Grants Geo All IRs x that were not pre-approved completed partner On schedule On schedule Mostly completed CBO visits conducted - Round 4 Grants Geo All IRs x partner On schedule On schedule Mostly completed Agreement development workshop for new Grants Geo All IRs x CBOs Round 4 partner On schedule On schedule Delayed New CBO Round 4 sub-award signed Grants Geo All IRs x partner On schedule On schedule Delayed

4/28/2017 2 Activity Domain Lead IR 2016 2017 Implementa-tion Implementa-tion Implementa-tion Oct Nov Dec Jan Feb Mar Apr May June July Aug Sept status status status 3 10 17 24 31 7 14 21 28 5 12 19 26 09/30/16 12/31/16 03/31/17 New CBOs Round 4 implementation initiated Grants Geo All IRs x (recruitment etc.) partner On schedule On schedule Delayed Rolling submissions, appraisal and approval of Grants Geo All IRs x x proposals Round 4 partner On schedule On schedule Delayed Address weaknesses identified in pre-award Grants/Fin Geo - x x x x x x x x x x x x x x x x x x assessment partner On schedule On-going On-going Grants monitoring Grants/Fin Geo x x x x x x x x x x x x x x x x x x x x x partner On schedule On schedule On-going Targets for CBOs refined Tech FHI 360 - Completed Completed Completed AWP submited Tech FHI 360 - Completed Completed Completed AWP re-submitted Tech FHI 360 - x Completed Completed Completed Gender analysis + EMMP submitted Tech FHI 360 - Completed Completed Completed Gender review of final draft BCM curriculum Tech FHI 360 All IRs x On schedule Delayed Completed Adolescent component developed Tech FHI 360 IR1/2/3 x On schedule Delayed Postponed CBO capacity building component developed Tech FHI 360 IR4 x On schedule Completed Completed HES component developed Tech CARE IR2 x On schedule Partially Completed SBCC component developed Tech CARE All IRs x On schedule Completed Completed SDSMAS, CPC component developed Tech FHI 360 IR4 x On schedule Completed Completed Parenting Component Developed Tech PATH IR3 x On schedule On schedule Postponed BCM training materials developed Tech FHI 360 All IRs x Completed Completed Completed TOT BCM Tech FHI 360 All IRs x x x x x Completed Completed Completed Activistas training on BCM Tech FHI 360 All IRs x x x x x x x x x x x x x x x x On schedule On-going On-going Fast track CBO begin to deliver services Tech Geo All IRs x x x x Partners On schedule Completed Completed Round 1 CBOs begin to deliver services Tech Geo All IRs x x Partners On schedule On schedule Completed Round 2 CBOs begin to deliver services Tech Geo All IRs x x Partners On schedule On schedule Completed Round 3 CBOs begin to deliver services Tech Geo All IRs x x Partners On schedule On schedule On schedule Round 4 CBOs begin to deliver services Tech Geo All IRs x x Partners On schedule On schedule On schedule Manual for VSL facilitators finalized Tech CARE IR1/2 x Completed Completed Completed HES facilitators trained Tech CARE IR1/2 x x x x x x x x x x x x x Delayed On schedule On-going VSL groups formed/strengthened and Tech CARE IR2 x x x x x x x x x x x x conducting debate sessions Delayed Delayed On-going Mapping tool finalized Tech N'WETI All IRs x Delayed Delayed Completed ECD/HF-based EDOP component developed Tech PATH IR3 x On schedule On schedule On schedule Community Dialogue manual and curriculum Tech N'WETI All IRs x developed On schedule Delayed Postponed HES facilitators trained to facilitate debate Tech N'WETI All IRs x x x x x x x x x sessions Delayed Delayed Postponed

4/28/2017 3 Activity Domain Lead IR 2016 2017 Implementa-tion Implementa-tion Implementa-tion Oct Nov Dec Jan Feb Mar Apr May June July Aug Sept status status status 3 10 17 24 31 7 14 21 28 5 12 19 26 09/30/16 12/31/16 03/31/17 Regional trainings on ECD during household Tech PATH IR3 x x Postponed until visits On schedule On schedule May Manual for play groups finalized Tech PATH IR1/3 x On schedule On schedule On schedule PMP submitted M&E FHI 360 - Completed Completed Completed DQA process designed M&E FHI 360 - x Completed Completed Completed OVC Database developed M&E FHI 360 - x On schedule On schedule Completed Training on OVC data base M&E Geo - x x x x x x x x partners On schedule On schedule On schedule Research agenda determined M&E FHI 360 - x On schedule Completed Completed Research Protocol to collect Baseline Data M&E FHI 360 - x submitted to USAID Completed Completed Completed Quarterly reports submitted M&E FHI 360 - x x x x Completed Completed Completed SAPR/ APR data reported M&E FHI 360 - x x Completed Completed Completed Baseline collected M&E FHI 360 - x On schedule On schedule On schedule Baseline report drafted M&E FHI 360 - x On schedule On schedule On schedule Procurement plan developed Procurement FHI360 - Consortium partners key staff recruited Procurement Partners - Mostly completed Procurement process for printing training and Procurement FHI360 - x IEC materials for BCM started Completed Major equipment procured Procurement FHI360 - x Completed

COVida Quarterly Report January 01, 2017 - March 31, 2017

4/28/2017 4 Annex 2. Status of APS selection process

Applications Eligible per Visited per Selected per Province per district district districts district Maputo prov 42 29 19 7 Matola 6 4 4 3 Matola (rolling) 1 1 1 Boane 9 7 4 2 Boane (rolling) 1 1 1 1 Manhiça 11 7 5 1 Moamba 4 2 Matutuine 3 3 2 Magude 2 1 Namaacha 5 3 2 Maputo cidade 35 22 10 3 Kamavota 13 8 4 1 Kamubukwane 9 3 2 1 Kamaxaquene 10 9 4 1 1 1 0 0 Kampfumo Kanyaka 2 1 0 0 Tete 9 7 1 1 Changara 9 7 1 1 Nampula Prov 40 38 26 9 Moma 2 2 1 0 Moma (rolling) 11 11 5 1 Nacala 2 2 1 1 Angoche 3 3 1 1 Nampula cidade 2 2 2 2 Nampula cidade (rolling) 2 1 1 Monapo 1 1 1 1 Muecate 2 2 2 0 Mecuburi 2 2 2 1 Rapale 1 1 1 0 Rapale (rolling) 3 3 2 1 Malema 5 5 5 1 Muecate 4 3 2 Cabo Delgado 17 13 1 1 Pemba 2 1 1 1 Mueda 2 2 Chiure 2 1 Macomia 1 1 Muidumbe 4 3

COVida Quarterly Report January 01, 2017- March 31, 2017 Montepuez 3 3 Ancuabe 3 2 Mocimboa da Praia 0 0 Gaza 26 20 12 5 Chibuto 7 5 2 1 Bilene 5 3 2 1 Guijá 4 3 2 1 Mandlakazi 3 3 2 1 Mabalane 4 4 4 1 Chicualacuala 3 2 Inhambane 17 12 12 6 Maxixe 3 2 2 1 Massinga 3 2 2 2 Vilanculos 2 2 2 1 Zavala 4 2 2 1 Inharrime 5 4 4 1 Zambézia 75 50 42 11 Pebane 2 2 2 1

Pebane (reannouncement) 4 3 3 1 Maganja da Costa 9 4 4 1 Mocuba 12 7 7 1 Morrumbala 6 4 4 1 Alto Molócué 10 8 4 1 Gilé 5 4 3 1 Milange 8 6 3 1 Inhassunge 10 5 5 1 Mopeia 4 3 3 1 Chinde 5 4 4 1 Niassa 2 2 2 0 Lichinga 2 2 2 0 TOTAL 263 193 125 43 For this period 91 71 42 9

COVida Quarterly Report January 01, 2017- March 31, 2017 Annex 2. Status of APS selection process

comments

Amodefa; Acodemu, AJPJ Amtsala still to be revisited for rechecking Amodefa; CMA Santac AJUCOM re-annouced for more candidates

reannouced for more candidates

Reencontro Hixikanwe Moz HOPE

ADELT

Ekumi AJN ASAS AAVEDOS, Niiwanane Ovarelelana Amasi

Amasi

Uataf, Ovarelelana Uataf Aexemac

Kaeria

COVida Quarterly Report January 01, 2017- March 31, 2017 Reencontro Udeba AESP Associação Activa AMJ

Liwoningo Mahlahle;Tsinela AIPDC AKKV Rede Pastoral

Amodefa squalified due to support to abortion Assodeli Caritas NANA AMME NANA AMME ESPANOR NAFEZA CARITAS UNIDOS

COVida Quarterly Report January 01, 2017- March 31, 2017 Annex 3 - CBOs Selected by District Target, selected, Targets, Parceiro Targets not not Started Anticipate do CBO, awarded selected registering d start Provincia Districto Consortio Meta awarded yet yet Prazo Final da CanditaturaSelected CBOs Grant signed OVC date Cabo Delgado Cidade De Pemba FHI 360 3379 3379 27 setembro Kearia Yes Jan Cabo Delgado Mueda FHI 360 1867 1867 01 marco In selection process June Cabo Delgado Chiure FHI 360 1287 1287 01 marco In selection process June Cabo Delgado Macomia FHI 360 1221 1221 01 marco In selection process June Cabo Delgado Muidumbe FHI 360 1200 1200 01 marco In selection process June Cabo Delgado Montepuez FHI 360 1167 1167 01 marco In selection process June Cabo Delgado Ancuabe FHI 360 879 879 01 marco In selection process June Cidade de MaputoKamubukwana FHI 360 4075 4075 27 setembro Hixikanwe Yes Feb Cidade de MaputoKamavota FHI 360 3795 3795 27 setembro Reencontro Yes Feb Cidade de MaputoKamaxakeni FHI 360 2942 2942 27 outobro MozHope Yes Feb Cidade de MaputoNlhamankulu FHI 360 1939 1939 partner pre approved PACO Yes Nov Gaza Bilene WV 7136 7136 27 setembro Udeba Yes April Gaza Chibuto WV 6307 6307 27 setembro Reencontro Yes April Gaza Mandlakaze WV 4277 4277 27 outobro ACTIVA Yes April Gaza Guija WV 4082 4082 27 outobro AESP Yes April Gaza Mabalane WV 1264 1264 01 fevreiro AMJ No June Inhambane Massinga CARE 8549 4275 27 setembro Tsinela No, LOA Feb 4275 27 setembro Mahlahle No, LOA Feb Inhambane Maxixe CARE 5495 5495 27 setembro Liwoningo No, LOA Jan Inhambane Inharrime CARE 3434 3434 27 outobro Rede Pastroal de Inharrime No, LOA Feb Inhambane Zavala CARE 2690 2690 27 outobro AKKV No, LOA Jan Inhambane Vilankulo CARE 1688 1688 27 outobro AIPDC No, LOA Feb Manica Barue FHI 360 4010 4010 partner pre approved CA Barue Yes Nov Manica Machaze FHI 360 3987 3987 partner pre approved ANDA Yes Nov Manica Mossurize FHI 360 2582 2582 partner pre approved Kuzvipira Yes Nov Manica Sussundenga FHI 360 1546 1546 partner pre approved ANDA Yes Nov Maputo Prov Cidade Da Matola FHI 360 29622 9600 partner pre approved Kindlimuka Yes Nov 7600 27 setembro AMODEFA Yes Feb 7600 27 setembro ACODEMU Yes Feb 4862 27 setembro AJPJ Yes Feb Maputo Prov Boane FHI 360 22136 6000 27 outobro CMA Yes Feb 9520 27 outobro AMODEFA Yes Feb 6616 27 outobro CMA No May 27 outobro SANTAC No June Maputo Prov Manhiça FHI 360 11984 9600 partner pre approved ACIDECO Yes Nov 2384 27 outobro AJUCOM Yes Feb Maputo Prov Marracuene FHI 360 5982 5982 partner pre approved CONFHIC Yes Nov Nampula Cidade De Nampula FHI 360 14133 7680 27 setembro Niiwanane Yes Dec 3200 27 setembro AAVEDOS Yes Feb 4000 27 setembro Ovarelelana No May Nampula Moma FHI 360 5656 4000 27 setembro Ekumi No May Nampula Nacala FHI 360 5169 5169 27 setembro AJN Yes Dec Nampula Angoche FHI 360 3768 3768 27 setembro ASAS Yes Feb Nampula Nampula/Rapale FHI 360 3649 2200 27 setembro Ovarelana No May Nampula/Rapale FHI 360 3100 27 setembro UATAF No May Nampula Mecuburi FHI 360 3026 3026 27 setembro AMASI Yes Mar Nampula Malema FHI 360 2688 3400 01 fevreiro UATAF No May Nampula Monapo FHI 360 1926 1926 01 fevreiro AMASI Yes Mar Nampula Muecate FHI 360 1640 2700 01 fevreiro Aexemac No May Niassa Cuamba FHI 360 5212 5212 TBD Hankoni No June Niassa Cidade De Lichinga FHI 360 5961 5961 01 fevreiro In selection process June Sofala Buzi FHI 360 3904 3904 partner pre approved Kupedzhana Yes Nov Sofala Marromeu FHI 360 3151 3151 partner pre approved CCM Sofala Yes Nov Tete Changara FHI 360 4278 4278 27 setembro ADELT Yes Feb Tete Cidade de Tete FHI 360 8041 8041 partner pre approved Kuthandizana Kuchira Yes Nov Tete Moatize FHI 360 4851 4851 partner pre approved Kupulumussa Yes Nov Tete Mutarara FHI 360 5189 5189 partner pre approved Caritas Yes Nov Zambezia Pebane WV 8916 8916 27 setembro Assodeli No May Zambezia Maganja Da Costa WV 8243 8243 27 setembro Caritas Yes April Zambezia Mocuba WV 7440 7440 27 setembro Nana Yes April Zambezia Morrumbala WV 7330 7330 27 setembro AMME Yes April Zambezia Milange WV 5001 5001 27 outobro Espanor Yes April Zambezia Alto Molocue WV 4422 4422 27 outobro Nana Yes April Zambezia Gile WV 3400 3400 27 outobro AMME Yes April Zambezia Inhassunge WV 3190 3190 01 fevreiro NAFEZA No May Zambezia Mopeia WV 2656 2656 01 fevreiro CARITAS No May Zambezia Chinde WV 2603 2603 01 fevreiro UNIDOS No May Total 285964 225080 49857 13582

COVida Quarterly Report January 01, 2017 - March 31, 2017 Annex 4 - Instruções para aquisição e entrega do kit família

1. A FHI360 elabora uma ficha monitoria padrão para o levantamento das necessidades. A ficha vai detalhar os aspectos que devem ser observados em cada um destes locais. Vai ser uma ficha simples que mostra o item e a frente será possível assinalar sim ou não ( mostrando se a família tem o tal artigo ou não).

2. O activista será a pessoa responsável em fazer a identificação das necessidades da família usando a ficha. Esta actividade vai decorrer durante as visitas de seguimento nas famílias. A ficha só será preenchida quando a família realmente tiver o tipo de necessidades previstas no Kit.

3. Depois que o activista preencher a ficha, passa para o activista chefe que fará a verificação das necessidades da família. O activista chefe recebe a ficha preenchida pelo activista chefe, analisa, faz uma visita de certificação e caso confirme a informação dada pelo activista, submete ao coordenador para aprovação.

4. Em caso de necessidade de aquisição de outros itens que nao aparecem mencionados na ficha, o contabilista deve antes observar se fazem parte de custos permitidos. Se um dos itens não fizer parte dos custos permitidos, a OCB deverá submeter um pedido de aprovação à FHI360, para a aquisição do mesmo.

5. O Coordenador junta um conjunto de pedidos aprovados e solicita ao Supervisor para elaborar o pedido de compra dos artigos necessários e submeter á contabilidade da Organização.

6. O contabilista deve assegurar que o processo de aquisição seja competitivo e transparente, de acordo com as politicas e procedimentos pré definidos, e adquire os materiais e entrega ao supervisor.

7. No acto da entrega, o supervisor deverá assinar confirmando a entrega e o responsável da familia deverá assinar confirmando a recepção dos artigos. Neste acto, recomenda-se a presença do lider comunitário dessa família

8. Deve ser entregue aos SDSMAS (Repartição de Acção Social uma cópia da ficha e o duplicado arquivado na OCB)

9. Deve ser criada uma pasta de arquivo para pôr o processo de aquisição e entrega de kits ás famílias.

NOTA: • O valor de 1500,00 mt pode ser usado para mais familias, caso suas necessidades não sejam altas.

• O contabilista e o coordenador devem assegurar que nenhuma família ultrapassa os 1500,00 mt determinados para cada uma das famílias dentro da sua meta.

COVida Quarterly Report January 01, 2017 – March 31, 2017

Ficha de levantamento das Necessidades do Kit de família n⁰ 01 Provincia de: Distrito: Nome da OCB: Data: Nome da Família: N⁰ de Benificiários Nome do activista: Nome do activista Chefe: Iten Avaliação do activista Confirmação do Activista cheefe Observação Quantidade Assinatura Data Quantidade Assinatura Data Esteira Manta Balde/bacia com tampa para casa de banho Balde/bacia com tampa para cozinha Plastico preto para cobertura de casa Pratos/panela/copos Rede mosquiteira/certeza Outro (especifique) Outro (especifique) Outro (especifique)

Aprovação do Supervisor: Visto do coordenador: Assinatura...... Data ...... Assinatura:...... Data...... Entrega: Ass. Supervisor...... Data...... Ass. Chefe do Agregado familiar...... Data......

COVida Quarterly Report January 01, 2017 – March 31, 2017

Annex 5. Capacity building HES Base de Dados de Participantes nos Treinamento / Formação - VSL/ACPE Lideres Facilitadores Equipa da Pessoal do Comunitário Outro de FE OCB Governo Nr Nome da organização Data da formação s Masc Fem Masc Fem Masc Fem Masc Fem Masc Fem TOTALS 20 FHI 360 Maputo Maputo 05-09 dez 16- 5 8 13 21 CARE Carmindo and Virginia 1 1 7 Kindlimuka 2 3 2 7 Maputo 12-16 Dez 2016- 8 Paco 1 1 2 Trainers Virginia and 9 Confhic Carmindo 3 1 4 10 Acideco 1 4 2 1 8 22 CAB 2 1 1 4 23 Kuzwipira 1 1 1 3 Manica e Sofala- 12-16 Dez; 24 ANDA 1 2 1 1 5 Trainers Ana Paula, Agnaldo 25 Kunhedzana and Cecilia 1 1 1 1 4 26 CCM 1 1 1 3 27 SDSMAS 2 2 11 Caritas 3 1 4 Tete - Dec 12-16 Trainers 12 Ass KK 1 4 1 6 Jorge and Celeste 13 Kupulumussana 2 1 1 4 14 ASAS 1 3 3 7 Angoche 13-17 Fev 2017-Ana 15 AJN 1 1 1 1 4 Paula and Carmindo 16 Kaeria- C.Delgado 2 2 1 2 7 17 Niiwane 5 1 6 Nampula- 17-21 Feb 2\\017- 18 Aavedos 2 1 2 1 6 Jorge and Carmindo 19 FHI 360 2 1 3 1 Ass. Liwoningo 0 3 1 4 2 Ass. Tsinela 0 2 1 3 Inhambane 13-17 de Marco 3 Ass. Mahlahle 0 3 1 4 2017- Treiners Carmindo, 4 Ass. AKKV - Zavala Jorge and Ana Paula 1 1 1 3 COVida Quarterly Report January 01, 2017- March 31, 2017 Inhambane 13-17 de Marco 2017- Treiners Carmindo, Jorge and Ana Paula 5 Ass. RPI 0 2 1 3 6 Ass. AIPDC 1 1 2 SUBTOTALS 24 44 28 24 0 2 0 0 0 0 122

COVida Quarterly Report January 01, 2017- March 31, 2017

Annex 6

Savings Group Strategy for COVida

Andreas Peham, Gabrielle Athmer Independent Consultants Final Document - Submitted to CARE 28.03.2017

SG Strategy COVida

TABLE OF CONTENTS

Table of contents ______2 Abbreviations ______4 1 Background ______5 2 Quality considerations - Program Quality Guidelines (PQGs) ______5 3 Overall objective of the component ______11 4 Specific objectives and relationship to other program objectives ______12 4.1 Specific program objectives and their relationship to SGs ______12 4.2 Relationship of SGs to other program interventions ______13 5 Brief description of activities to achieve objectives ______13 5.1 SG formation ______14 5.1.1 SG for adolescents and youth - some specifics ______15 5.2 Information of SG members______16 5.3 Additional activities ______17 6 Geographic coverage/site selection and selection criteria ______18 6.1 Selection of sites within districts ______18 7 Sustainability considerations ______19 8 Target groups ______20 8.1 Primary target groups ______20 8.2 Secondary target groups ______21 8.3 Existing groups ______21 8.4 Targeting strategies ______21 9 Roles and responsibilities of partners and other stakeholders ______23 9.1 Facilitators - training, targets and compensation ______23 9.2 CBOs ______24 9.3 CARE - Technical lead HES ______24 9.4 Consortium partners - Provincial TO ______25 10 Capacity building (CB) needs ______25 10.1 Training ______25 10.1.1 Training of SGs ______25 10.1.2 Facilitator and Supervisor training in VSL Methodology ______26 10.1.3 Training in SAVIX MIS______26 10.2 Coaching ______27 10.2.1 Coaching of SGs ______27 10.2.2 Coaching of facilitators______28

COVida Quarterly Report January 01, 2017- March 31, 2017 2 SG Strategy COVida

10.2.3 Coaching of Supervisors ______28 11 Tools ______28 11.1 Training materials ______28 11.2 IEC materials ______29 11.3 Monitoring tools ______29 11.3.1 SAVIX MIS ______29 11.3.2 Monitoring tools for field visits ______31 12 Monitoring and Evaluation ______31 12.1 M&E matrix ______31 12.2 Indicators ______33 12.3 Data collection forms ______33 12.3.1 Group and Member registration form (Ficha 1) ______34 12.3.2 SAVIX MIS data collection form (Ficha 2) ______34 12.3.3 Share-out data collection form (Ficha 3) ______34 13 Gender considerations ______34 13.1 Group composition ______34 13.2 Access barriers ______35 13.2.1 Time constraints ______35 13.2.2 Women not allowed to attend ______36 13.2.3 Adolescents ______36 13.3 Support activities ______36 14 References ______37 Annex I Workshop Program ______38 Annex II SAVIX MIS Training workshop schedule ______39 Annex III Selection criteria for facilitators ______40 Annex IV Facilitator evaluation tool ______41 Annex V Group quality assessment tool ______41 Annex VI Phase change form ______41 Annex VII Facilitator training curriculum ______41 Annex VIII JD Supervisor Savings Groups ______42 Annex IX Facilitator training guide ______44 Annex X SAVIX MIS Training curriculum ______44 Annex XI SAVIX MIS Indicator definitions ______44 Annex XII SAVIX MIS user guide ______44 Annex XIII Group and Member Registration Form ______44 Annex XIV SAVIX data collection form ______44

COVida Quarterly Report January 01, 2017- March 31, 2017 3 SG Strategy COVida

Annex XV Distribution data collection form ______44

ABBREVIATIONS

CBO Community-Based Organization COVida Acronym of SDS-OVC in Portuguese HES Household Economic Strengthening IEC Information Education Communication IR Intermediate Result OVC Orphans and Vulnerable Children PEPFAR U.S. President‘s Emergency Plan for AIDS Relief SDS-OVC Service Delivery and Support for OVC SGs Savings Groups ToT Training of Trainers VSL Village Savings and Loan

COVida Quarterly Report January 01, 2017- March 31, 2017 4 SG Strategy COVida

1 BACKGROUND

This strategy document is the result of a 4 day strategic planning workshop (Maputo, 30/01-02/02/2017) that focused on Savings Group (SG) programming within the COVida Program, the relationship and expectations of SGs to contribute to other program objectives and the monitoring of SGs to ensure consumer protection and the achievement of the program's objectives. See Annex I for a detailed program.

The consultants, who are the authors of this report, also led the workshop and provided technical input that facilitated decision taking. The objective of the workshop was to create a basis and take decisions that will feed into this strategic plan for the implementation of the COVida program. The operational plan provides details for the first year of implementation. This plan needed to take into consideration the steep increased in targets and the limitations this increase poses on the SG component of the project. During the workshop possibilities were discussed and assessed to ensure consumer protection and quality of SGs while still working towards achieving targets.

After the strategy workshop (06-09/02/2017) a training was held on the set up and use of the SAVIX MIS which was attended by M&E staff and managers. In this workshop further refinements were made on indicators and on data collection forms. This training was led by one of the consultants: Gabrielle Athmer. See Annex II for details of training schedule.

In addition to the input received during the workshops numerous documents were reviewed by the consultants, including program documents provided by CARE and FHI360, documents that the consultants had in their library and specific documents regarding SG programming in OVC contexts that were the result of internet research. Part of these documents were also presented during the workshop as input for decision making.

2 QUALITY CONSIDERATIONS - PROGRAM QUALITY GUIDELINES (PQGS)

A departure point for the strategic workshop and subsequently for developing the strategic plan where the Program Quality Guidelines developed by the SEEP network. The following text from the SEEP website provides background information about the guidelines. "The PQGs were developed by SEEP’s Savings-Led Financial Services Working Group (SLWG), representing over 70 organizations that facilitate SGs worldwide. Over 100 practitioners and industry stakeholders participated in written surveys and hour-long interviews, which informed the content of the PQGs that were launched in November 2015. The Program Quality Guidelines (PQGs) begin with the conviction that facilitating agencies have a responsibility to implement quality Savings Groups (SGs) that safeguard the well-being of members and the security of their assets. They represent a sector-wide effort to build quality from the onset as a guarantee for consumer protection, rather than waiting for problems to emerge before taking steps to address them."1

1 http://seeplearning.org/sg-guidelines.html COVida Quarterly Report January 01, 2017- March 31, 2017 5 SG Strategy COVida

The PQGs were used to analyze COVida's SG component and to identify any gaps or necessary improvements to ensure SGs implemented by the program benefit members rather than putting their savings and assets at risk.

The table below represents the result of a participatory assessment of the COVida SG component (Principles 1-3) that identifies which elements have been followed and what gaps still exist.2 The assessment towards Principles 4-8 were completed by the consultants based on the discussions during the workshop and the documents reviewed.

Principle/Element Status Recommendation Principle 1: Design the program with clear outreach and quality objectives that are responsive to member interests and align all stakeholders with the desired outcomes Common understanding Common understanding was  Strategy paper needs to be of program objectives developed during the presented to consortium strategy workshop (see partners (CARE to present) section 4)  Strategy to be translated into Portuguese  Strategy (elements) and implementation plan needs to be shared widely among partners and CBOs Realistic benchmarks Realistic targets need to be  Recalculate target figures using for both quality and determined, considering CBO the targeting tool provided by scale capacity. the consultants with realistic Several scenarios for targets parameters were provided by the  Strengthen capacity of CBOs consultants as a basis for and facilitators by providing decision taking. high quality training and follow up  Strengthen structure by providing resources for supervisors (of facilitators) National level Not done  Contact SG implementing coordination There are regions with agencies at provincial level duplication of activities  Arrange provincial meetings (and national level where appropriate) that include a mapping exercise and options for collaboration and coordination Principle 2: Know the populations you intend to serve, including the most vulnerable, and take deliberate actions to reach them. Identification and Target group identification  Closely monitor OVC, caregiver measurement of was informed by previous and adolescent participation in intended participants project experience and target SGs and identify barriers, if any groups defined in more detail during the workshop.

2 A few additons were made by the consultants to complete the recommendations COVida Quarterly Report January 01, 2017- March 31, 2017 6 SG Strategy COVida

Principle/Element Status Recommendation Program processes that Targeting strategy defined in  Implement targeting strategies reach intended workshop for different target groups population  Use upcoming baseline data to refine targeting strategies  Complement VSL guide to include specific targeting strategy (meetings A/B) Messages that are Content of messages that will  Clear messages that attract inclusive of vulnerable attract specific target groups target population should be populations defined in strategy workshop transmitted consistently (see Target groups) throughout the program.  Develop IEC materials to deliver messages such as radio spots, leaflets, posters. Group procedures that Program has chosen VSL  High quality standard of reflect the need of methodology with simple training needs to be vulnerable populations record keeping maintained Master trainers trained -  Group formation and training importance of savings, needs to be monitored for procedures and group consistency and quality. formation stressed  Careful monitoring of Visual guide that allows participation rate and procedures to be understood dropouts to identify problems by illiterate members and with participation facilitators planned  Develop simple, pictorial guide for trainers and group members that facilitates the adherence to procedures Alignment of trainer Compensation of facilitators  Clear compensation strategy incentives with the by project, bonus system in needs to be finalized (based on objective of inclusion discussion recommendations in section 9.1) Principle 3: Select, train, manage, and monitor trainers in a manner that recognizes their essential contribution to the program. Careful selection of Some trainers have been  Translate selection criteria in trainers selected on the basis of Annex III(based on VSL guide criteria for the selection of and recommendations of the activistas strategy workshop) into Selection criteria were Portuguese and clearly reviewed in strategy communicate to consortium workshop partners and CBOs.  Thoroughly apply selection criteria when selecting new facilitators or replacing them.

COVida Quarterly Report January 01, 2017- March 31, 2017 7 SG Strategy COVida

Principle/Element Status Recommendation Tested and effective Training of master trainers  Develop pictorial training training methods conducted and curriculum guide and simple manuals for developed for facilitator facilitator training  Plan for refresher trainings of facilitators  Explore alternative ways of communicating training messages such as via radio and sms Streamlined training Master trainers deliver  Clearly define a master trainer structures training directly to team (best trainers from TOT) facilitators to avoid cascade and organize them in pairs for training training  Keep workload of training teams manageable (avoid 3 consecutive weeks of training) to avoid loss of quality  Maintain a maximum of 20 facilitators to be trained in one course with two trainers  Ensure training teams are monitored and receive refresher training Appropriate incentives Decision taken in strategy  Develop a standard agreement for trainer performance workshop (is practiced in between CBO and facilitator project already) to pay that clearly states the facilitators and not ask conditions (targets, quality groups to pay for services criteria) and duration of the stipend and also defines when a facilitator is entitled to receive a bicycle.  Clearly communicate agreement contents to facilitators (don't just have them sign the agreement)  Communicate to groups that services will be paid only for the duration of the project; thereafter arrangements between facilitator and group need to be made

COVida Quarterly Report January 01, 2017- March 31, 2017 8 SG Strategy COVida

Principle/Element Status Recommendation Clear trainer Decision taken at strategy  Readjust budgets and clearly monitoring criteria and workshop that supervisors communicate to all CBOs that responsive feedback for facilitators will be supervisors need to be installed recruited and trained.3  Train all supervisors in VSL methodology, data collection and the use of SAVIX MIS  Use trainer evaluation tool (see Annex IV)and clearly communicate evaluation criteria to trainer (attach to agreement).  Group quality assessment by CARE technical team and TOs during monitoring visits (use form in Annex V) Principle 4: Promote a tested Savings Group model and instill in members an understanding and respect for that model’s procedures. Commitment to the Covered by use of VSL  Apply group quality, phase group constitution methodology change tool (Annex VI) and facilitator evaluation consistently to assess the use of the constitution Caution with tempting Covered by VSL methodology  Disadvantages of combined shortcuts and facilitator curriculum, training and reduced supervisors will have frequency of meetings need to responsibility to monitor be explicit in training of facilitators Attention to the security Covered by VSL methodology  Confidentiality of box location of group funds and training curriculum should be emphasize in facilitator training Respect for both Discussed during TOT and  Emphasize during facilitator borrowers and savers workshop training. Rethinking is in progress,  Supervisors and technical team some staff still maintain idea need to monitor facilitators that groups need to make a practice carefully. high profit Principle 5: If choosing to combine a Savings Group with other activities, plan carefully and respect the autonomy of the group.

3 Where the number of facilitators is very low, existing staff could take over the supervision of facilitators. However, they will also need to be trained and have sufficient time to supervise facilitators, monitor groups and collect data. COVida Quarterly Report January 01, 2017- March 31, 2017 9 SG Strategy COVida

Principle/Element Status Recommendation Transparent No documented practice on  Messages during information communication of initial communication that meetings (Meetings A, B) expectations informs the group on other should clearly state that in activities. addition to SG training, other Meeting A, B (according to training and debate sessions VSL guide) outline has been will be offered to the group. modified to include this message.

Respect for the N/A as COVida is not looking  Supervisors need to be aware procedures and at transforming existing of the difficulties of structure of the SG groups into SGs4. transforming existing groups into SGs and monitor facilitator practice. Demand-driven quality No demand assessment  Ensure clear communication products and services documented. about additional training at the beginning (see above).  Hold additional training sessions after the SG meeting and do not oblige all SG members to participate Safety of additional No plans for group  Project should discourage services and activities businesses group businesses involving member savings Caution with the See above allocation of group funds for any purpose outside of savings and lending5 Caution with anyone Program staff are starting to  Make sure that SGs are who views the SG view SGs as a main objective considered core business and principally as a market but coming from a public are taken seriously with high for products and health and social background quality training and services some staff might view SGs supervision in place only as a means to achieve the other objectives. Principle 6: If choosing to promote a relationship with a financial service provider, empower SG members to make good choices based on their interests and demands. Financial linkages planned,  If linkage is pursued follow the but decision taken that these elements of this principle will only occur for savings, carefully. where there is an expressed need by SG members and for those SGs close to service providers Principle 7: Consistently monitor and evaluate program performance using responsible data collection, management and dissemination practices.

4 Existing groups that were not formed with the objective of providing SG services should not automatically converted to SGs as the self selection process is crucial for quality SGs. 5 This does not apply to the social fund application to support families and individuals in need outside the group. COVida Quarterly Report January 01, 2017- March 31, 2017 10 SG Strategy COVida

Principle/Element Status Recommendation Varied methods for Assessment methods  Use SAVIX MIS to select groups assessments developed during strategy for monitoring visits by TO and workshop and SAVIX MIS CARE technical team. training  Visit groups and use group quality assessment form and discussions with group members, report back and demand follow up if necessary Respect for data N/A – sharing or selling ownership and security group data to third parties is not planned within the project Monitoring of post Program plans to track  Develop clear guideline for project output performance of groups even groups that should be tracked after independence after independence and for what purpose. Principle 8: Put in place a clear exit strategy that leaves behind post-program structures for sustainability, expansion of services, and ongoing support. Clearly planned and Decision taken that the focus  Clearly communicate to CBO's communicated exit will be on group and facilitators that project will strategies sustainability not on not pay for group formation in sustainability of facilitator the last year of the project and services that groups are expected to Decision taken that no new pay for training after the groups should be formed in project support ends. last year of project Culturally appropriate Sustainability focus of this  Supervisor should assist with post-project contracts project is on group services. contracts between groups and Groups are expected to pay facilitators in the last year of for services after the end of the project the project. Carefully designed N/A as project does not focus oversight structures on leaving behind a fee for service facilitator structure Responsive redress Not discussed during  Would be good for life of mechanisms workshop project but is difficult to implement in the COVida context

3 OVERALL OBJECTIVE OF THE COMPONENT

Savings Groups (SGs) are an integral and central part of the COVida program and particularly of the Household Economic Strengthening (HES) component. SGs are the main vehicle to achieve a reduced economic vulnerability of OVC households (IR2) by offering financial products such as savings, loans and a social fund to SG members. These financial products will allow for an improved money management of the targeted OVC households and other members of SGs. The strategy of placing SGs at the center of HES is fully in line with PEPFAR's recommendations which state that

COVida Quarterly Report January 01, 2017- March 31, 2017 11 SG Strategy COVida savings led money management interventions, such as SGs, should be a core focus of PEPFAR programs.6

4 SPECIFIC OBJECTIVES AND RELATIONSHIP TO OTHER PROGRAM OBJECTIVES

4.1 Specific program objectives and their relationship to SGs The overall objective of reducing the economic vulnerability of OVC households is detailed further in the program document into specific objectives as follows: Objective 2.1. Basic consumption needs of critically vulnerable families are met Objective 2.2. Capacity of families to manage money and generate income is improved Objective 2.3. Family decision making for positive child outcomes improved

The PEPFAR document on OVC Programming provides some guidance on the most appropriate interventions in Household Economic Strengthening according to the wellbeing status of families. It divides families into three different categories7:  Families in destitution  Families struggling to make ends meet  Families prepared to grow For each of these categories one main strategy for support is recommended. Consumption support is recommended for families in destitution while families struggling to make ends meet should be supported by money management strategies (mainly SGs8). Families prepared to grow are best supported with income promotion that focuses on low investment and low risk income generating activities or labor based opportunities. These recommendations fit in well with the layout of the COVida program and are reflected in the details of the objectives below.

Objective 2.1 of COVida addresses the needs of the families in destitution by referring families to existing government social grants and other mechanisms designed to help families in need. SGs don't play a prominent, direct role in supporting these families on a large scale. However, existing and new SGs will be informed about the option of supporting children or families in destitution using their social fund.

Objective 2.2 will largely be achieved through participation in SGs and interventions that are added to SGs. This objective targets the other two categories defined by PEPFAR (families struggling to make ends meet and families prepared to grow) by encouraging a member of such a family to participate in a SG and where appropriate by providing additional training and services.

SGs, made up of OVC caregivers and the general population, will allow families to access financial products such as savings (and withdrawals of savings), loans and the social fund (a basic insurance) which allow for improved money management in families and

6 PEPFAR 2012. 7 PEPFAR 2012. 8 Formal financial services are less accessible to vulnerable and rural or peri-urban populations. COVida Quarterly Report January 01, 2017- March 31, 2017 12 SG Strategy COVida an accumulation of assets9. There is also strong evidence that OVC caregiver participation in SGs allows families to improve their food security10. Recognizing the specific needs of adolescents and youth COVida will form specific SGs for these age groups (see 5.1.1). There is evidence that adolescents and youth also benefit from increased savings, assets, improved access to health services and social empowerment.11

To support the objective of improved income, additional interventions might be needed. Research demonstrates that the likelihood of SGs alone to increase income is rather low.12 In the COVida program SG members will receive training in basic business skills and identifying appropriate Income Generating Activities (IGA). Other interventions such as Farmer Field and Business Schools (FFBS) and Participatory Market System Development (PMSD) will be tested on a pilot basis with SG members to support their income generating activities.

Objective 2.3 will be achieved by encouraging SG members to bring their partners to debate sessions that occur at the SG. These debate sessions will address household decision making, ECD and the welfare of children. Household spending will also be addressed during household visits. 4.2 Relationship of SGs to other program interventions Apart from the contribution of SGs to the reduced economic vulnerability (IR2) the program expects SGs to also contribute to Intermediate Results 1 and 3 of the program. The possible contributions towards these results were discussed during the workshop and specified as follows: IR 1: Increased utilization of quality social, health and nutritional services SG facilitators will need to be well informed about other project services in order to explain these services and refer SG members, that are not enrolled in COVida yet, to the support services provided by the activista. IR 3: Improved early childhood development (ECD) services SGs will mainly act as a platform for group debate sessions about ECD which will inform SG members about the importance of promoting a child's development early on. An additional linkage between SGs and ECD, suggested by the consultants, is to use SGs as a starting point for community based playgroups or childcare groups. These will support the development of the children attending (objective 3.1) and also allow mothers and fathers to participate in SG activities.13

5 BRIEF DESCRIPTION OF ACTIVITIES TO ACHIEVE OBJECTIVES

This section describes the activities necessary to achieve the core objectives of the SG component but also the additional activities that are necessary to support Intermediate

9 Strong evidence that this will occur according to Gash, M. 2013. For SG with OVC caregivers medium evidence that assets will be accumulated according to Meaux, A. 2015. 10 Meaux, A. 2015 11 Meaux, A. 2015 12 Gash, M. 2013 13 COVida should also explore the option to run playgroups as an IGA for SG members. COVida Quarterly Report January 01, 2017- March 31, 2017 13 SG Strategy COVida

Results 1 and 3. To support the understanding of how activities are organized around SGs the consultants developed a graph that lays out the interactions of various actors with SGs including the formation and training, the provision of information, additional activities and the referral system between activista and facilitator.

5 In SG with business

- Business skills potential Facilitator Y3 training (SPM)

Financial literacy Facilitator

SG training 5

- In all SG also

Y2 existing SG where Debate sessions Nweti via appliccable SG gains including ECD & Community Dialogue Facilitators independence Gender

SG Information on Facilitator with investment support of activista options, use of Facilitator forms social fund and SG health services

CARE & 4 - Consortium

Y1 Facilitator informs Refers HH members to partners public about SG information meetings Activista

Master Refers SG members to Train Facilitator trainers activista

Selects and manages CBO

5.1 SG formation (contributing to Objective 2.2) The main activities to form SGs are listed in the table below

Activity Responsible Timing Selection of SG facilitators following clear selection CBO's (Supervisor) Y1-2(3) criteria Training of SG facilitators in VSL methodology Master trainers from CARE & Y1-2(3) FHI SG formation via referrals from activista and Facilitator with support from Y1-4 information meetings Supervisor SG training in VSL methodology and accompanying Facilitator with support from Y1-4 SGs to independence Supervisor Selection of SG facilitators Facilitator selection will follow clearly outlined selection criteria (see Annex III). The facilitators should be selected from existing groups (preferably VSL methodology) and only in exceptional cases should they be selected from the general community. The Supervisor (CBO staff) is responsible for the selection process but initially may need COVida Quarterly Report January 01, 2017- March 31, 2017 14 SG Strategy COVida some guidance from the CARE technical team and the TO at provincial level during the selection process. The SG's role in the selection process is one of confirming the choice of the supervisor rather than one of selecting a person among their members. The selection process should involve other CBO staff as advisors who know the community well.

Training of SG facilitators in VSL methodology Facilitators will be trained by a specialized master trainer unit that will move around the provinces to train all facilitators following a standardized training package. The master training team is made up of CARE and FHI staff who were trained in the VSL methodology in December 2016 and who participated in the refresher training in March 2017. SG formation via referrals from activista and information meetings The facilitators, with the support from supervisors, will introduce the VSL methodology to community leaders and to an interested audience at community information meetings. A close collaboration between activista and facilitator is required to refer OVC caregivers and OVC to the information meetings in which they can decide if they want to participate in SGs or not. SG training in VSL methodology and accompanying SGs to independence Following the successful formation of a SG the facilitator will follow the VSL training curriculum for facilitators (Manual do facilitador comunitario 1.04.doc) and train the group in all 7 modules. The schedule of operations (on pg. 7 of the Manual) will guide the facilitator in scheduling training and supervision sessions. The supervisor will follow the adapted and translated VSL training guide for Field Officers (Manual do oficial de campo 1.04.doc) and plan his/her supervision visits according to the schedule of operations.

5.1.1 SG for adolescents and youth - some specifics14 In its second year of operation COVida plans to target adolescents and youth. Though the basic principles for SGs remain the same regardless of the age of SG members there are some specific aspects to consider when forming SG specifically for youth and adolescents.15  Young people (peers) should be involved in outreach and training of SG and parents need to be informed before outreach starts.  Group formation process needs to be even more carefully managed to ensure more homogenous groups with regards to age, life-stage and goals but without compromising the principle of self selection.  SG methodology might need some adaptations that cater for the special situation of youth and adolescents. Examples include shorter cycles, savings only, specific training and meeting times that fit in with obligations at school, etc. Which adaptations are necessary will depend on an initial needs analysis among potential SG participants.16

14 Principles adapted from PLAN, CARE, 2015 15 COVida has adopted the following definitions regarding age: Youth 18-24; Adolescents 12-17 16 Questions with regards to preferences of youth and adolescents were submitted by the consultants to Palladium who conducts the baseline survey for COVida. COVida Quarterly Report January 01, 2017- March 31, 2017 15 SG Strategy COVida

 Youth and adolescent SG members need to be protected from potential risks of handling money. These include the dominance of older members over younger members, the risk of taking out loans without having a plan to pay back, the use of children as "placeholders" for savings and loans of an entire family. Financial literacy training, life skills including ethics of handling funds and education of caregivers and parents will be important to minimize these risks.  Solidarity is one of the top reasons for joining youth SGs.17 The social fund of the group is one important instrument to support such solidarity but it's use might need adaptation to the specific needs of young people (e.g. for education purposes).  Young people's SGs offer their members a great opportunity to gain leadership skills, confidence and participatory practice.18 This opportunity should be captured by involving young people in the initial design of the program and methodology and by placing emphasis on the governing structures and leadership within the group. 5.2 Information of SG members (contributing to Objective 2.1, 2.3 and IR1)

Activity Responsible Timing Discuss the option of using the SG social fund Facilitator Y1-5 to support families in destitution Elaborate investment options of share out to Facilitator with support from Y1-5 support child wellbeing activistas Encourage participation of spouses in debate Community Dialogue Facilitators with Y2-5 sessions at SGs support from Facilitator Prepare for adolescent participation in SGs Facilitator Y1-4 Refer SG members to activistas where Facilitator Y1-5 appropriate Discuss the option of using the SG social fund to support families in destitution Facilitators will discuss the option of using the social fund of the SG to support families or individuals in the community that have no support from other family members or government services. This may include families in destitution or OVCs without caregivers in child headed households. However, it is important that the role of the facilitators is limited to one of informing SG members about this option. S/he should not to oblige SGs to use their social fund for this purpose. Elaborate investment options of share out to support child wellbeing Before share-out the facilitator will invite the activistas to support a discussion on priority investments to improve children's wellbeing. If the facilitator feels comfortable enough after the first two-three sessions with the activista they can continue to inform other SGs on their own.

Encourage participation of spouses in debate sessions at SGs In support of a gender transformative approach the project intends to encourage the participation of spouses during debate sessions that are organized at the SGs. In preparation of the debate sessions (from Y2 onwards) the facilitator will need to be

17 PLAN, Master Card Foundation, 2014 18 See also stories in PLAN, Master Card Foundation, 2014. COVida Quarterly Report January 01, 2017- March 31, 2017 16 SG Strategy COVida supported by the Community Dialogue Facilitators in conveying the importance of a joint participation in the debate sessions. (also see section 13.3) Prepare for adolescent participation in SGs For the successful introduction of adolescent SGs, particularly for adolescent girls, it is important to inform and prepare parents beforehand. Facilitators will inform SG members (only adults in the first year) about the advantages for their sons and daughters to participate in SGs. This will prepare the ground for the formation of specific adolescent SGs from the second year onwards. (also see section 13.2.3) Refer SG members to activistas where appropriate Where a facilitator encounters a OVC caregiver or OVC in one of her/his groups who are not yet enrolled in the COVida program, they will refer them to the activista of the area who can follow up with them at a household level. This will ensure that besides the SG services they will receive support at household level. 5.3 Additional activities (contributing to Objective 2.2 and IR3)

Activity Responsible Timing Debate sessions Community Dialogue Y2-5 Facilitators Financial literacy training Facilitator Y2-5 Business skills training Facilitator Y3-5 Farmer Field and Business schools and Participatory CARE technical unit Y3-5 Market System Development Bank linkages CARE technical unit Y3-5 Encourage SG members to form or support playgroups Path Y2-5 Debate sessions Debate sessions will be held in independent SGs (starting from Y2) and comprise of 8 sessions that will touch on aspects of HIV prevention, testing care and treatment, child health, early child hood development, gender considerations and joint decision making with a focus on the wellbeing of children. These sessions will be held by Community Dialogue Facilitators who will be trained by Nweti. Savings Group Facilitators will invite the Community Dialogue Facilitators on behalf of the SG to hold these sessions from their second cycle onwards. The SG should have the freedom to decide whether they want to receive this service or not. Financial literacy training Financial literacy training is aimed at improving money management at the household level considering the opportunity of savings, taking loans and investing the share-out. Facilitators will have to be trained on a simple financial literacy curriculum (approximately 5 sessions) that they can follow. Training materials will be developed and provided to the facilitators by CARE. As with the debate sessions this should be an offer not an obligation for the SGs. Business skills training In areas with potential for an investment into Income Generating Activities (IGAs) and upon requests from the SG, facilitators will be trained on Selection Planning and Management of these IGAs. The curriculum, which comprises about 5 sessions, will need

COVida Quarterly Report January 01, 2017- March 31, 2017 17 SG Strategy COVida to be adapted and training material needs to be developed for the use at the SG level. CARE will be responsible to deliver the training and the materials. Farmer Field and Business Schools and Participatory Market System Development These activities are planned as a pilot activities in areas with the greatest potential. CARE's technical staff will be responsible to implement these activities.

Linkages to Financial Institutions Linkages between SGs and Banks or MFIs will be limited to areas where these are accessible to SGs, where the SG expresses a desire to link with a bank and where this desire is based on specific needs (excess funds, concerns about security of funds in the box towards the end of the cycle). Linkages will be for savings only and not for credit. The linkage will be supported and overseen by CARE technical staff. CARE technical staff will make sure that financial institution are carefully selected. Selection criteria include: interest in serving SG members who have generally lower literacy levels than their regular clients; relatively low costs for joint accounts, and transparent information about costs for opening and maintaining accounts.

It can be expected that for the large majority of the project’s target group, OVCs and their caregivers, the SGs will satisfy their needs for loans. SGs consisting of the poorer target groups generally do not use their own funds fully for lending and use the SG more as an opportunity to save than to borrow. International experience shows that the facilitation of linkages between SGs and financial institutions for credit requires careful planning and considerable effort from the SG promoting agency to ensure that loan products offered to the SGs do not undermine its operations. Risks of external credit to SGs include the following: benefit only better-off members while putting at risk the savings of poorer members; increase of dropouts especially among the older and more vulnerable; internal conflict and discouragement to save. The needs of the target groups of this project do not justify a major effort to create successful bank linkage. Encourage SG members to form or support playgroups SGs with a high number of mothers, fathers caregivers who have small children to care for, should be offered the option of creating their own playgroup. Facilitators should refer these groups to the CBO for assistance with setting up such a group.

6 GEOGRAPHIC COVERAGE/SITE SELECTION AND SELECTION CRITERIA

6.1 Selection of sites within districts Within the target districts it is very important to coordinate with existing SG implementers and select sites not only based on OVC criteria but also based on the existence of programs or past programs to avoid quick saturation of the market but also to avoid a distortion of markets for other implementing agencies and facilitators. The direct payment of facilitators by the COVida program may create difficulties for facilitators who are paid by the groups and do not receive a subsidy from a project.

COVida Quarterly Report January 01, 2017- March 31, 2017 18 SG Strategy COVida

Related to the above facilitators need to be selected from areas with sufficient market potential to create new SGs. An assessment of existing groups and the potential to form new groups should be conducted before selecting facilitators. The target over the life of the project needs to be considered for the assessment of the potential market.

7 SUSTAINABILITY CONSIDERATIONS

During the strategic workshop the decision was taken to focus on the sustainability of SGs. If the VSL methodology is followed thoroughly and facilitators receive sufficient support and supervision in group formation, training and accompaniment, SGs will sustainably provide financial services to their members.

Facilitators will be paid directly by the project to ensure the achievement of targets and allow for a closer supervision by CBO supervisors. Without accompanying interventions facilitators might face challenges in demanding payment from the group after having been paid directly by the project for several years. Thus, some interventions are suggested below to support a transition to a fee for service system.

 No formation of new groups which are paid and supported by the program in the last year before the project ends.  Clearly communicate to CBOs and facilitators from Y1 onwards that project will not pay for group formation in the last year of the project.  Communicate to groups from Y1 onwards that services will be paid only for the duration of the project (the first 4 years); thereafter arrangements between facilitator and group need to be made.

It will be critical that the facilitators receive support from their supervisors in the last year of implementation to communicate the change of payment to the communities. The facilitators should never be left on their own to explain that they need to be paid by the groups from now on.

COVida Quarterly Report January 01, 2017- March 31, 2017 19 SG Strategy COVida

8 TARGET GROUPS

8.1 Primary target groups Three primary target groups were confirmed during the strategic workshop. The specific target groups and their characteristics are listed in the table below. For reasons of child protection and the need for a specific methodology children under 12 years are not targeted.

Target group Objective Characteristics Caregivers of Allow caregivers to improve the situation of OVC Age: 25 and above OVC under their care by protecting and building Gender: at least 70% assets and expand income and consumption in female their families. Mainly in peri-urban and rural settings, same From Y1 onwards for OVC Adolescents Provide opportunity to save money Age: 12-17 Including OVC Focus will be on saving for schooling, to improve Gender: at least 60% and OVC living situation (OVC and caregivers) and to female caregivers increase economic independence (reduce risky behavior among adolescent girls) Provide financial education early on and stimulate a savings culture (evidence shows that early involvement in SGs improves financial management later on19) Provide life skills through debate sessions

Only targeted from Y2 onwards Youth Provide opportunity to save money and access Age: 18-24 Including OVC loans Gender: at least 60% and OVC Focus, similar as for Adolescents but with a shift female caregivers towards Income Generating Activities and Can include OVC and economic independence. OVC caregivers Provide financial education early on and stimulate a savings culture (evidence shows that early involvement in SGs improves financial management later on) Provide life skills through debate sessions

Only targeted from Y2 onwards

For the first year of implementation the program will only target caregivers since targeting youth, and adolescents particularly, will require a slightly different methodology and adapted training materials. Youth will not be excluded in the first year, but no specific efforts will be made to include them.

These target groups will be encountered in urban peri-urban and rural settings. According to program staff the concentration of OVC and OVC caregivers is higher in peri-urban and rural settings where there are less government services available.

19 Meaux, A. 2015. COVida Quarterly Report January 01, 2017- March 31, 2017 20 SG Strategy COVida

8.2 Secondary target groups The secondary target groups of the SG component in the COVida program includes the general population of the target communities. They will join caregivers and OVCs in the SGs and will also experience the financial and social benefits of SGs. 8.3 Existing groups The clear focus of the program is to create new groups and existing SGs created by other programs will not be targeted unless they are SGs that were formed by the following previous programs: CHASS (FHI) LINKAGE (FHI) YOUTH POWER (FHI) CAP (FHI) SAFE (WV)

Groups which were formed by these programs will not be retrained in the VSL methodology. They will be offered to receive the debate sessions and to be involved in the community dialogues but the autonomy of the group needs to be respected. The groups will be identified through the household visits by the activistas. In these visits the activista will conduct interviews with the household and ask if any household members are part of a SG. 8.4 Targeting strategies Targeting strategies will differ for different target groups and the location (rural-urban) of these target groups. Specific targeting strategies were developed during the workshop for the Y1 target group - caregivers - and for men. For adolescents and youth specific targeting strategies will have to be developed ahead of Y2 implementation. Men were included as a specific target group as male caregivers tend to interrupt their participation in case management and HIV treatment. With the inclusion in SGs it is hoped that a longer term engagement can be ensured with multiple benefits for the caregiver and their families.

COVida Quarterly Report January 01, 2017- March 31, 2017 21 SG Strategy COVida

Target Where to encounter Main messages Challenges to be group TG expected Caregivers -  Household level via  Benefits of SGs both  Low confidence urban activista - referral financially and socially among potential system  Savings assist with members as social  Religious buying goods, ties are weaker congregations improving education  Limited time to  Markets and health attend meetings, as  Schools, at parent  Participation in SGs urban dwellers are meetings create a mutual aid often busy looking  Existing network, particularly for business associations for emergency opportunities situations and a  Competition with learning environment other services such for life-related issues as traditional Xitique, mPesa, MFIs and banks.  Neighbors might not be the ones they trust, their friends might live further away Caregivers -  Household level via  Benefits of savings to be  Limited money rural activista - referral able to attend education available to save system and health issues  Women have little  Information  Positive impact of decision making campaigns in participation in SGs on power when it communities close whole family (use of comes to household to health units via success story to expenditures community illustrate)  Low capacity of meetings, radio and  Mutual network for facilitators to events assistance transmit motivating  Information and welcoming campaigns at messages during clinics group formation process Men  Household level via  Save even tiny amounts  Finding a large caregivers activista - referral that will assist you with number of male (rural and system increasing in what you caregivers in one urban)  Identification via have area local leaders  Have funds for  How to motivate  Church emergency situations very resource poor  Markets  Take one beer less per men to save money  Football pitch week and save the  Low level of trust amount! among men, particularly in urban settings  Men might prioritize other activities over SG participation

COVida Quarterly Report January 01, 2017- March 31, 2017 22 SG Strategy COVida

9 ROLES AND RESPONSIBILITIES OF PARTNERS AND OTHER STAKEHOLDERS

This section focuses on the roles and responsibilities for the core functions of the SG component of COVida including SG formation, training and supervision. The graph below provides an overview about the interaction, roles and responsibilities of the main actors in the SG component.

Train in SAVIX Program management trainers and use of Manager CARE SAVIX Monitors SG CARE quality, Provincial (S)TO technical Supervisor (FHI, WV, CARE) unit with and provides Monitors and support TA to (S)TO advises Train in VSL from Provides methodology consultants training and data Master materials CBO Supervisor collection trainers In Y2 also in CARE, FHI Selects and Fin. Literacy CBO provides Kit manages and SPM

Nweti via Refers HH members to Facilitator Facilitator Activista Community provides information meetings Dialogue Facilitators Facilitator forms Refers SG members to Business skills and trains SG activista training (SPM) Debate sessions Information on investment including ECD & Financial Facilitator with SG options, use of social fund Gender literacy training support from and health services activista Independent SG

In the following chapters the roles of each actor will be detailed. 9.1 Facilitators - training, targets and compensation Facilitators are at the center of SG formation and training. They are responsible for the formation, training and coaching of the SG throughout the first cycle. Together with the activista they will also inform SGs about access to health services, the option of using the social fund to support needy community members and about investment options that improve the wellbeing of children. When they encounter OVC and/or caregivers in their SG who are not enrolled in the COVida program yet, they will refer them to the activista. In the second and third cycle they are responsible to deliver Financial Literacy training and Business Skills training.

COVida Quarterly Report January 01, 2017- March 31, 2017 23 SG Strategy COVida

Facilitators are expected to form 5 SGs (we recommend max Responsibilities Summary 4) until the end of Aug 2017 and thereafter 5 groups per  Formation, training and year. Weekly workplans developed by the facilitators and coaching of SGs (5/y) supervisors together should ensure coordination of activities  Information of SG on with activistas and other facilitators and enable the investment options, use supervisor to support the facilitators effectively. of social fund and health services  Referral of SG members The project (via CBOs) will pay the facilitator a stipend of to activista 1,500 MTN per month and will provide them with a bicycle.  Delivery of financial A clear agreement between the CBO and the facilitator will literacy and SPM training detail if and when a facilitator will be entitled to receiving a  Develop (bi)weekly bicycle and if a bonus will be paid for additional groups. workplan with supervisor The agreement will have to be drafted by CARE's technical  Coordination with unit and should be standardized across the consortium. activista 9.2 CBOs CBOs are responsible for hiring a capable Supervisor based Responsibilities Summary on the qualifications listed in the Supervisor JD (Annex VIII).  Hire and manage Once the supervisor is in place s/he is responsible for Supervisor selecting Facilitators according to the selection criteria in  Select facilitators Annex III. The supervisor responsibilities such as group  Manage, supervise and registration, data collection and entry into SAVIX MIS, pay facilitators analysis of SAVIX MIS reports and the application of the  Procurement and delivery of SG Kits phase change form are also detailed in the Supervisor JD.  Regular reporting on The CBO is responsible for the procurement and delivery of progress Kits (cash box, passbooks, calculator) to the groups via the  Group registration, data supervisor and facilitator. collection and Regular (monthly) reports about progress of SG formation application of phase change form (based on SAVIX MIS data, group quality evaluation forms,  Data entry into SAVIX phase change forms and facilitator evaluation forms) will MIS and analysis of have to be delivered to the provincial offices of the SAVIX MIS reports consortium partner (TO to receive). 9.3 CARE - Technical lead HES

CARE's role as a technical lead in Household Economic Responsibilities Summary Strengthening is to support the SG formation and  Train Facilitator, Supervisor monitoring by providing training, technical assistance and TO in VSLA methodology and materials. CARE (in cooperation with some master  Train Supervisors and TO, trainers from FHI) will be responsible for the training of and CBO manager/M&E staff and M&E staff consortium all facilitators, supervisors and provincial leads in the partners in the use of SAVIX VSL methodology and in the use of the data collection MIS forms. A specific SAVIX MIS training team will need to be  Monitor quality of established to train all supervisors, M&E staff at CBO and implementation provincial level and the provincial TOs in the use and  Provide support materials management of the SAVIX MIS. The CARE technical (guides, etc.)  Support the TO in technical support unit will be responsible for monitoring the questions and in monitoring quality of implementation through regular field visits aspects. and the use of SAVIX MIS. In these field visits the work of  Coordinate with FHI and WV COVida Quarterly Report January 01, 2017- March 31, 2017 24 SG Strategy COVida facilitators and supervisors should be evaluated. The technical unit is also responsible for developing and providing support materials such as training guides, data collection forms, contract templates for facilitators and specifications for the SG kit. The TOs will be able to call upon the technical unit to resolve SG specific questions or to invite them to a field visit in areas with a concerning performance of a CBO. CARE will coordinate all activities with other consortium partners. 9.4 Consortium partners - Provincial TO The consortium partners FHI, WV and CARE will be overall responsible for the implementation of the SG Responsibility Summary component in their respective provinces. In every  Coordinate and manage all province a Technical Officer or Senior Technical Officer SG activities in province  Coordinate technical (or coordinator) will coordinate and manage all COVida support with technical operations. As such s/he is also responsible for the support team implementation of the SG component and will have to  Conduct monthly have technical knowledge on the VSL methodology as monitoring visits to well as on the use of SAVIX MIS for reporting and supervisors and SG monitoring purposes.  Provide guidance and supervision to Supervisors The (S)TO is responsible for oversight of the CBO  Monitor the SG program activities and apart from the administrative support they using the SAVIX MIS and will also have the role of monitoring the implementation prepare monthly reports of the SG component and conducting field visits  Support CBO in logistics and (together with technical units). procurement aspects

10 CAPACITY BUILDING (CB) NEEDS

This section will concentrate on the capacity building needs that arise in the first year of implementation and only touch upon subsequent years' necessities. The main efforts will be to introduce the VSL methodology and the SAVIX MIS. 10.1 Training

10.1.1 Training of SGs The training of SGs follows the VSL curriculum which includes a clear schedule of sequenced training events which the facilitator will use to introduce the seven training modules. It is important that the sequence of the training sessions is maintained and that SGs only start saving once they have received Module 4.

COVida Quarterly Report January 01, 2017- March 31, 2017 25 SG Strategy COVida

VSL Program Guide for Village Agents, pg. 8

10.1.2 Facilitator and Supervisor training in VSL Methodology All Facilitators, Supervisors and TO will need to be trained on the VSL methodology using a 5 day training course (curriculum attached in Annex VII) which covers the methodology itself, ethics and work organization of facilitators as well as data collection tools and methods. Master trainers were trained in December 2016 and have been implementing several trainings between Dec 2016 and Feb 2017. A review session and refresher training for master trainers was completed in March 2017. The table below summarizes the VSL training efforts so far and the training planned for the period of Apr to Aug 2017. A more detailed plan will have to be developed by program staff. A format was developed and shared during the refresher training for master trainers.

Training # of past Mar Apr May Jun Jul Aug facilitators trained TOT for Master trainers X Training facilitators Maputo 23 X Training facilitators Manica 13 X Training facilitators Sofala 12 X Training facilitators Tete 14 X Training facilitators Nampula 16 X Training facilitators Cabo 20 X Delgado/Angoche Training facilitators Maputo I Planned 15 X Training facilitators Maputo II Planned 14 X Training facilitators Inhambane 19 X Training facilitators Zambezia Planned 25 X Training facilitators Gaza Planned 16 X Total 187* Refresher trainings X X SAVIX MIS training for first 6 provinces X X SAVIX MIS training for provinces X trained in March * Additional Facilitators might have to be recruited and trained depending on targets

10.1.3 Training in SAVIX MIS The introduction of the SAVIX MIS requires that Supervisors, CBO managers, M&E staff of CBOs and consortium partners, TOs, and Managers are trained on the use of SAVIX MIS and data collection tools related that feed into the monitoring system. COVida Quarterly Report January 01, 2017- March 31, 2017 26 SG Strategy COVida

Senior M&E and technical staff were trained in SAVIX MIS in February 2017 by one of the consultants. Out of these participants a training team needs to be selected that provides training to CBO staff and provincial leads. We suggest that the CARE M&E Officer (O. de Sousa), the CARE SG Officer (C. Mbanguine) and the CARE SG technical advisor (J. Age) form the core of the SAVIX MIS training team. They will have the main responsibility of training the supervisors, M&E staff and TO at the provincial level following a 4 day training curriculum that includes information about the structure of the SAVIX MIS, a field data collection exercise, data entry and the use of reports for program management and reporting (see Annex X). The table above provides an indication for the months in which the training should occur but a detailed training plan will need to be developed by the training team according to the number of participants in each province and logistical parameters. The maximum number of participants for a SAVIX MIS training is 16. 10.2 Coaching Coaching starts at the SG with regular visits of the facilitator to ensure the group is performing activities according to the procedures. The facilitator in turn needs to be coached by the supervisor, particularly in the initial stages when the facilitator provides the first training sessions to the groups. Supervisors in turn will need to be coached by the TO with the support of the CARE technical unit unless the CBO has a VSL specialist in house that can coach the supervisors.

10.2.1 Coaching of SGs Coaching at group and facilitator level follows a clear plan. The Coaching Summary calendar of operations in the VSL guide provides guidance on  Coaching sessions the meetings in which a facilitator needs to be present at the follow supervision group (see copy of Figure 1 below). The shaded boxes indicate schedule supervision meetings in which the facilitator will be present  More coaching possible in intensive phase but will not provide a training. The meetings indicated in the  Care needs to be taken schedule are the minimum number of meetings. In the to allow groups to intensive phase the number of meetings can be increased if the operate independently group still has difficulties to manage group procedures. In the particularly from development phase an increase in the number of meetings development phase onwards should be avoided to ensure that the group gains independency.

VSL Program Guide for Village Agents, pg. 8

COVida Quarterly Report January 01, 2017- March 31, 2017 27 SG Strategy COVida

10.2.2 Coaching of facilitators Supervisor visits to the group are indicated in the schedule above with red circles. It is crucial that the supervisor is present in these meetings in every group to evaluate the performance of the group using the phase change form (Annex VI) and to evaluate and coach the facilitator. However, it is very important at the initial stages, after the facilitator has received her/his training, that the supervisor accompanies the facilitator to meetings of different SGs at which the different modules are taught. This means that the supervisor will attend a meeting at which Module 1 is taught by the facilitator to one SG. S/he will then accompany the facilitator to a meeting at which Module 2 is taught, and so on. This does not mean that the supervisor accompanies the facilitator to all 7 training modules of all SGs. In preparation of any visit to a group it is important that the Supervisor consults the SAVIX MIS and analyses the Coaching Summary  Weekly contact required group (comparison) reports. The Supervisor should also for planning and retrieve the facilitators’ performance comparison report coordination from the SAVIX MIS. During the field visit the Supervisor  Coaching sessions should should use the facilitator evaluation form (Annex IV) to follow supervision assess the performance of the facilitator. The SAVIX MIS schedule (red circles)  Use of SAVIX MIS reports reports and field observations, with the guidance of the in preparation of visit facilitator evaluation form, should be the basis for any  Use of facilitator coaching session as they highlight the strength and evaluation form to assess weaknesses of the facilitator and provide the Supervisor an performance and identify indication of where the facilitator might need additional support needs. support.

10.2.3 Coaching of Supervisors Coaching of supervisors by the TO should occur during Coaching Summary monitoring visits on a monthly basis including at least one  Monthly monitoring visits field visit to a SG. In preparation for the monitoring and that provide opportunity coaching visit the TO should consult the SAVIX MIS and for coaching compare the performance of facilitators and supervisors as  SAVIX MIS reports should be basis for selection of well as the group quality of the portfolio of each supervisor. groups to visit and for The SAVIX MIS reports should also guide the TO in the identification of support selection of groups that s/he wants to visit. needs. At the group level the TO should use the group quality  Group quality evaluation evaluation form to assess the group quality. Based on the and field observation field observations and the SAVIX MIS reports the TO can complement SAVIX MIS reports for focused have a focused coaching session with the Supervisor. coaching sessions

11 TOOLS

11.1 Training materials The basis and the guide for training at the group level is a VSL Guide that was adapted from the VSLA Associates "VSL Program Guide for Village Agents" version 1.04 in Portuguese. Adaptations to this guide were made in December 2016 during the TOT of master trainers. The main adaptation was to change the interest calculation from flat

COVida Quarterly Report January 01, 2017- March 31, 2017 28 SG Strategy COVida rate to declining balance calculation as COVida staff felt that a flat rate20 would be unjust and costly for vulnerable populations. Though calculating interest with a declining balance model will complicate calculations the trainer team felt that these calculations would be manageable with good training and the use of calculators at the group level. The guide is attached in Annex IX.

For the training of facilitators a training curriculum was developed in December 2016 and revised in March 2017. It lays out the one week training and provides guidance for the master trainers. The training curriculum and guide are attached in Annex VII.

To support the work of the facilitators, who often have a low level of education, it is planned to develop a pictorial VSL guide that can be used by the facilitators during training sessions as a guide but also as training material that can be demonstrated to SG members. This guide will be based on the "VSL Program Guide for Village Agents" mentioned above and should be finalized by June 2017. 11.2 IEC materials Currently no IEC materials exist for the promotion of SGs. During the strategic workshop it became apparent that simple and appropriate promotion materials would greatly support SG promotion. Given the high targets and the specific target groups support in promoting SG will be important. These materials should not only be used by facilitators but should also be used by the activistas as they are the most important agents that ensure that caregivers and OVC are integrated in SGs.

These materials should include:  Simple leaflets with a cartoon like design that highlight the benefits of participating in a SG and how to join a group (for use at household visits).  Posters that emphasize that SGs are for everyone and have many benefits (for display at public spaces such as health posts, markets, schools, churches, etc.)  Radio spots that briefly explain what SGs are, how to join a SG and that reiterate that SGs can benefit anyone. These materials should be developed as soon as possible to support the achievement of targets. 11.3 Monitoring tools Monitoring of the SG component will rely mainly on the SAVIX MIS and consistent and regular field visits by Supervisors, TO's and the CARE technical support unit.

11.3.1 SAVIX MIS During the SAVIX MIS workshop, the structure of SAVIX MIS was set up for COVida with one MIS per consortium partner. Each of these MISs contains numerous 'projects', one project for each CBO. A network connects the three MISs and provides aggregate results and allows for a comparison of consortium partners' performance. SDS OVC project specific indicators were created in each MIS and appear on the data entry windows of each CBO.

20 With a flat rate model the SG member will pay the same interest regardless whether s/he has repaid part of the loan or not. Using a declining balance model will consider any repayment and calculate interest on the remaining value of the loan. COVida Quarterly Report January 01, 2017- March 31, 2017 29 SG Strategy COVida

These reports are useful to ensure that the SG component is on track with regards to achievement of targets but, above all, with regards to the quality of implementation. SAVIX MIS reports are also very important in preparation of field visits allowing the visitor to be very specific with regards to questions, observations and support to facilitators and supervisors. A separate document in Portuguese detailing the several SAVIX MIS reports and their appropriate users, frequency of analysis and focus of analysis is available (see Annex XII).

COVida Quarterly Report January 01, 2017- March 31, 2017 30 SG Strategy COVida

11.3.2 Monitoring tools for field visits A number of monitoring tools exist depending on who conducts the field visit. The table below provides an overview.

Phase change form Group quality Facilitator evaluation assessment form Facilitator (X) (X) together with occasionally Supervisor Supervisor X X X according to schedule in every visit to the Semi-annually group Quarterly in the first six months TO X during monitoring visits Technical (X) X (X) Unit when supporting during monitoring when supporting supervisor visits supervisor

Phase change form (see Annex VI) The phase change form is used to confirm that a SG has mastered all tasks of a certain phase. If the evaluation of a group is negative the facilitator needs to repeat some of the training sessions or intensify the group coaching. It is important to note that the phase change form is administered in a participatory way. The group and the facilitator are part of the evaluation process and a consensus is reached about the status of the group and the readiness to pass to the next phase or not. Group quality assessment (see Annex V) The group quality assessment form assists any visitor to the group to observe some quality criteria. The supervisor will use it for any visit to the group and in its electronic format s/he is able to compare the quality of all the groups visited. Facilitators may occasionally use the group quality assessment forms to check how the group is performing. The TO and the technical unit will use the form on every field visit as it provides a possibility to compare quality across Supervisors, CBOs and consortium partners. Facilitator evaluation form (see Annex IV) The facilitator evaluation allows the Supervisor to regularly evaluate the performance of the facilitator based on standard indicators. The evaluation should be conducted in a participatory manner that allows the facilitator to perform an auto - evaluation. The aim of the evaluation is to identify areas of needed support and strengths that can be explored as example for other facilitators.

12 MONITORING AND EVALUATION

12.1 M&E matrix The existing M&E matrix of the project was analyzed and adapted during the workshop and further detailed by the consultants. Only the section that is relevant for the SG component (Indicators under IR2) was revised and is presented below. COVida Quarterly Report January 01, 2017- March 31, 2017 31

Tool to Data collection Reporting Base- No Indicator Definition Disaggregation Data Source Data collection tool analyze Responsible Targets Y1 frequency Freq. line data Objective 2: Reduce the economic vulnerability of OVC households so that they can better provide and plan for essential needs of the children in their care Outcome-level OVC_MONEY Percent of households able to access money 13 Rural/urban Survey Palladium International Biennially 0 TBD to pay for unexpected household expenses Output/process-level quarterly per group (4 Data collection: Supervisor Number of SDS-OVC savings Total number of SG formed by the project that Ficha 2 (SAVIX data times per cycle Data entry: Supervisor Semi- 14 and loans groups formed and are still operating. District SG members SAVIX 0 TBD collection form) according to schedule Data review and reporting: annually saving money of operations) TO, M&E District, sex, type of quarterly per group for participant (OVC, Ficha 2 (SAVIX Ficha 2 (see above) Data collection: Supervisor Number of direct participants in Total number of SG members in SG formed by SG members Caregiver, Activista, recolha de dados) annually for Ficha 1 Data entry: Supervisor Semi- 15 savings and loan groups the project. SG members SAVIX 0 TBD 'Other' community Ficha 1 (Registo de (collected at the Data review and reporting: annually supported by SDS-OVC at registration member) membros) beginning of the cycle TO, M&E OVC_SERV only) Number of OVCs benefiting annually per group Data collection: Supervisor Total number of OVCs that caretakers, who from parents/care givers SG members Ficha 1 (Registo de (collected at the Data entry: Supervisor Semi- 16 participate in SG, report to live in their families. District, sex SAVIX 0 TBD participating in savings and loans at registration membros) beginning of the cycle Data review and reporting: annually Reporting occurs at the registration process. groups supported by PEPFAR only) TO, M&E Value of savings that members would achieve at end of cycle if they continue to save at the N/A quarterly per group (4 Data collection: Supervisor Average annualized savings per same rate. Target can Ficha 2 (SAVIX times per cycle Data entry: Supervisor Semi- and should 17 member for SDS-OVC supported SAVIX formula: CBO, District SG members SAVIX ? recolha de dados) according to schedule Data review and reporting: annually not be Village Savings and Loans groups ((SavingsAmount-SeedCapitalAtStart)* of operations) TO, M&E defined (NoOfDaysInCycle/NoOfDaysIntoThisCycle)+ without BL SeedCaptialAtStart)/RegisteredMembers Number of households that Follow up Semi- 18 District IPs 0 6,300 receive consumption support tracking sheet annually Total number of beneficiary HH participating in Beneficiary Data collection: Activista % of beneficiary HH HH registration form; Main any form of savings group (Indicator 15 + HH HH Data entry: M&E CBO? Semi- participating in any form of District; Follow up tracking Database ? TBD registration) divided by Total number of SAVIX Data review and reporting: annually MGM 9 MGM savings group sheet ? beneficiary HH (reached so far) Indicator 15 TO, M&E Number of SG members that state at the time of annually per group Data collection: Supervisor % of SG members that have distribution that they have started a business District, age group Ficha 3 (Distribution (collected at the end of Data entry: Supervisor Semi- started a business during the SG SG members SAVIX ? TBD during the cycle divided by the total number of (<18, 18+) registration) the cycle during Data review and reporting: annually

MGM 10MGM cycle SG members times 100 distribution only) TO, M&E Total value of all outstanding loans at the moment of data collection divided by number N/A quarterly per group (4 Data collection: Supervisor Average outstanding loan size in of loans outstanding. Target can Ficha 2 (SAVIX times per cycle Data entry: Supervisor Semi- and should Village Savings and Loans groups District SG members SAVIX ? recolha de dados) according to schedule Data review and reporting: annually not be It does not matter if the loan is being paid on MGM 11MGM supported by SDS-OVC of operations) TO, M&E defined time or is late: the amount that is listed is the without BL total value of all remaining principal to be repaid. It does not include interest. SG Strategy COVida

The indicator definitions and the rest of the columns of the matrix should be self explanatory. Changes to indicators are described below and the data collection forms are described under 12.3. Baseline data is not yet available and targets were removed as there is no final decision on targets yet. 12.2 Indicators The indicators largely remain as in the original document and are divided into one outcome level indicator (13), five output/process - level indicators (14-18) and three management level indicators (MGM 9 - 11). Indicator 18 was not considered in the review as it is not directly related to SGs and indicator 13 was left to the responsibility of Palladium as an evaluating agency.

Two adjustments were made to the indicators and one indicator was substituted:

Indicator 17 was changed from "Value of total savings" to "Average annualized savings per member" as the total savings amount per CBO or district depends on number of groups and members and does not provide useful information. The Average annualized savings per member is an important standard SAVIX indicator since it reflects the main goal of the project - to encourage savings - and can also be used to compare groups. But it needs to be interpreted with care, since different Facilitators, Supervisors, CBOs may be working in areas with client groups that have different savings potential.

MGM 11 was changed from " Value of total loans distributed" to "Average outstanding loan size". Similar to the above argumentation the total amount of loans is of little information value while the average currently outstanding loans provides information about the loan sizes that SG members access. Contrary to the above indicator, however, it should not be used to compare facilitators. The feedback effect would be for facilitators to encourage members to borrow in larger amounts than they feel comfortable with.

MGM10 ("Composition of participants") was found to be obsolete as the composition of participants was integrated in Indicator 15 where the number of SG participants will be disaggregated by type of participant. Instead a new indicator was introduced that reports on the proportion of SG members that have started a business. During the workshop the importance of collecting data on business engagement was repeatedly confirmed, yet there was no indicator that would report on the collected data. Thus the consultants suggest to include "% of SG members that have started a business during the SG cycle" as a new indicator. 12.3 Data collection forms There are four data collection forms that are necessary to feed the seven indicators. The SAVIX MIS data collection form (Ficha 2) covers all financial and basic demographic data about SGs. For detailed information about the composition of SGs the member registration form (Ficha 1) was introduced. This will allow the project to track the percent of OVCs and caregivers participating in groups and how many children live in the caregiver families. Since the program also wants to track the start of businesses a form was introduced that records anyone who has started a business. This form (Ficha 3) is used at the time of distribution and disaggregates the members by sex and age

SG Strategy COVida group (below 18 and 18 and above). Finally a HH registration form is used by activistas to track those who are already participating in SGs that were not formed by the program. This form is not discussed here as it is not administered at the SG level and it is not part of the SAVIX MIS. All SAVIX MIS indicators are clearly defined in the data definitions sheet (see Annex XI).

12.3.1 Group and Member registration form (Ficha 1) This data collection form is used during the time of member registration. It should be completed by the supervisor, with the support of the facilitator at the first savings meeting when it is unlikely that additional members are expected to join the group. For those groups that will be tracked in consecutive years this form should be completed again at the start of a new cycle. The form collects names, sex, age, type of member and the number of children any caregiver has in his/her household. For details see Annex XIII. For definitions see Annex XI.

12.3.2 SAVIX MIS data collection form (Ficha 2) This is the standard SAVIX MIS data collection form that provides all necessary data for the SAVIX MIS. Two indicators were added to track whether the groups have received financial literacy training and / or SPM training. This will be relevant from Y2 onwards. The data for the SAVIX MIS are collected by the supervisor, four times during the cycle: at the time of the first savings meeting, the change of phase meetings (2), and at the meeting of the share-out. For details see Annex XIV. For definitions see Annex XI.

12.3.3 Share-out data collection form (Ficha 3) The form that is used at the share-out has two functions. For one it assists the group (and the facilitator) with the calculation of the share-out values and for the other it collects data on the number of people that have started a business during the cycle. The new indicator MGM10 reports the data collected by this form. For details see Annex XV. For definitions see Annex XI.

13 GENDER CONSIDERATIONS

The considerations in this section are based on discussions held during the strategy workshop but are also based on the review of the COVida gender strategy and research of documents as well as the experience of the consultants. 13.1 Group composition SGs always need to be made up of members that select each other on the basis of trust, similar economic capacity and vicinity to the meeting place, to name a few. SG members need to feel comfortable dealing with financial transactions in front of others and thus it is of utmost importance that members select each other rather than having an outsider determine or influence the group composition. This is also true for the ratio of men and women in the group. However, the facilitator, at the information meetings before a group has been formed, should inform potential members about the options of forming single sex or mixed sex groups and the advantages for each of the options, such as similar interests among same sex groups and the ease of discussing certain topics in single sex groups. Getting opinions from both sexes, not creating sentiments of exclusion with subsequent objection of the activity and

34 SG Strategy COVida finding trustful people living close by might be an argument for mixed sex groups. The messages conveyed by the facilitator should be reinforced (or preceded) by radio spots. It is recommended that debate sessions will be organized in a way that SG participants can be split into male and female members where this assists with discussion of certain topics. Thus even in mixed sex groups the opportunity should exist for focused discussions with single sex groups.

The group composition will also be influenced by the Group composition Summary access barriers (see section 13.2 below), the targeting Recommendations strategy and the sex of the facilitator. Female  Group composition is decided facilitators that advertise in female dominated areas by members are likely to form groups that are predominantly made  Potential members should be informed about implications up of women while male facilitators who engage of single/mixed sex groups mainly with men are likely to form male dominated and additional training to groups. decide on composition Targeting men caregivers for participation in SGs will  Targeting strategy be a deliberate strategy in COVida (see section 8.4). (messages) and sex of Experience has shown that men caregivers often drop facilitator influence group composition out of treatment and tend to be more difficult to reach  Men only groups are through home visits. It is expected that the deliberate strategy for male participation in SGs will assist them to continue with caregivers treatment and support. SGs also create a mutual  Radio messages should support network and create space to share concerns reinforce facilitator messages and worries. 13.2 Access barriers Potential SG members may face various barriers to join a SG. In this section we would like to focus on barriers related to gender roles.

13.2.1 Time constraints Most obvious is the busy schedule of women who have a filled out day with chores at home, field work and/or Access barriers Summary small business activities and child care. Particularly Recommendations  Facilitators need to ensure child care might prevent mothers from attending SG that SG considers meeting consistently and for an entire meeting. venue, time and day of SG The program must therefore ensure that facilitators are meeting that suits women aware of these access barriers and that the specific  Make linkage to existing needs of women and mothers are considered when the playgroups or encourage SGs to organize simple meeting venue, time and day for the SG are decided. For playschool to allow mothers young mothers with small children facilitators should to attend SGs link with the ECD component of the program to identify  Ensure men understand the existing playgroups that can take care of the children benefits of allowing their while mothers attend the SG meeting. Alternatively, wives to participate in SGs. those members of a SG with small children could be  Work with SGs of parents and caregivers in Y1 to allow encouraged to set up a playgroup with the support of adolescents to form SGs in the ECD component of the project. Y2

35 SG Strategy COVida

13.2.2 Women not allowed to attend Men are often the gatekeepers for women's involvement in groups. If they are not involved in SGs themselves, they need to be able to voice their concerns and be informed about the benefits of SGs in debate sessions, community dialogues or by visits of facilitators, role models or SG members who have experienced the benefits of participation. A specific group that will not be able to attend SGs but might have significant influence at the household level are migrant workers. Mainly in the south of the country, men migrate to work abroad over prolonged periods of time. However, they still tend to control many decisions in their households and might not allow their wives to participate in SGs. It is important that they are integrated in community dialogues when they are at home on leave.

13.2.3 Adolescents Adolescents mostly live with their families or caregivers who, to various extents, control their activities. Thus parents and caregivers are often the ones allowing adolescents the participation in SGs or not. For girls this is an even more important factor as girls are often heavily engaged in the household chores and their absence often means more work for their mothers. Evidence shows21 that it is important to engage with parents and caregivers before targeting adolescents for SG participation. Thus it is important for COVida to use the caregiver and general SGs as an entry point to discuss the advantages of adolescent participation in SGs and respond to the reservations parents might have. This will prepare the ground for an engagement of adolescents in SGs in the second year. 13.3 Support activities The core objective of COVida is to improve the situation of Support activities OVC. Household decision making has a great influence on the Summary wellbeing of OVC and needs to prominently reflect in the Recommendations debate sessions and community dialogues. Women's  Implement a strong participation in SGs alone might not always improve the component that situation of OVCs and children in general. For some of these addresses household decision making to debate sessions it will be important to invite spouses to realize the benefits participate (see also section 5.2 and 5.3) even if they are single of SGs for the entire sex groups. It is important to also consider migrant workers family (see above) and how to engage them in these discussions. Promundo and CARE Rwanda have developed an excellent manual22 that includes a block on business management. Men's role in VSL and how they can support their partners, time and business management and decision making are explored in various sessions. The manual can provide suggestions to the curriculum for the debate sessions that should be held by experienced and well trained facilitators. Household decision making and its influence on family wellbeing should also feature in the IEC materials and particularly in radio spots. Role models also have a prominent role to play and should be used in debate sessions and community dialogues.

21 See PLAN, CARE 2015. 22 Promundo and CARE International in Rwanda, 2012.

36 SG Strategy COVida

14 REFERENCES

Gash, M. 2013. Pathways to change: The impact of group participation. In: Nelson, C. ed. 2013. Savings Groups at the Frontier. Practical Action Publishing, Rugby, UK.

Meaux, A. 2015. Community-Based Microfinance for Orphans and Vulnerable Children: Literature Review. USAID, PEPFAR, FHI360, ASPIRES. https://www.microlinks.org/sites/default/files/resource/files/Comm_MF_Evidence_Re view_Final.pdf

PEPFAR 2012. Guidance for orphans and vulnerable children programming. https://www.pepfar.gov/documents/organization/195702.pdf

PLAN, CARE 2015. The Banking on Change Proposed Youth Savings Group Model http://www.youtheconomicopportunities.org/sites/default/files/uploads/blog/Youth %20Savings%20Group%20Model%20Proposed%20Principles%20FINAL.pdf

PLAN, Master Card Foundation, 2014. Youth microfinance project. Most significant change stories: Voices of youth. http://plancanada.ca/downloads/mcf/VoicesofYouth_PlanCanada2014.pdf

Promundo and CARE International in Rwanda. 2012. Journeys of Transformation: A Training Manual for Engaging Men as Allies in Women’s Economic Empowerment. Washington, DC, USA, and Kigali, Rwanda: Promundo and CARE. http://www.care.org/sites/default/files/documents/Rwanda%20Journey's%20of%20 Transformation.pdf

37 SG Strategy COVida Annex I WORKSHOP PROGRAM

Day 1 - Strategy SG promotion Day 2 - Strategy SG promotion Day 3 - Strategy - Other Activities with consortium partners Day 4 - M&E (IR1 and IR3) Introductions Recap of previous day conclusions Recap of previous day conclusions Recap of previous day conclusions

Why Savings Groups? Sustainability of training and support services SG-OVC interactions M&E needs for management and donor reporting • Refresher/introduction on principles SGs and basic aspects • Expectations of the program with regard to sustainability • Input using case studies • Review of M&E matrix with regards to integration of SG • Program Quality Guidelines for sustainability -brief review component • Development of sustainability and exit strategy • Review of information flow SEEP Programme Quality Guidelines SG - Ensuring consumer Management structure Programme Quality Guidelines about adding other activities SAVIX Key indicators and key reports protection • Input on typical management and supervision structures to SGs • Key SG indicators and their interpretation • Presentation and discussion of guidelines • Building the existing management structure • Exploring potential limitations and quality standards to be • Typical values for indicators • Comparing with COVida program • Exploring implications for SG supervision and reporting and considered • Key reports and their users • Ensuring any gaps are closed by introducing specific needs for adaptations • Identify possible adaptations needed and incorporating • Use of M&E reports strategies best practices. Targeting & marketing strategy Setting targets for each district using a planning tool SGs in relation to other components of COVida Data collection tools • Identifying target groups and their characteristics (OVC • Exploring the current situation (population figures, existing • Exploring interactions and potential links between SG and • Review and finalization of all tools (SAVIX data collection caretakers, adolescent girls, urban population) groups,...) IR1 and IR3 tool, Group Quality Tool, Tool for collection other indicators) • Identifying implications for programming (exploring how to • Defining who can be counted - existing groups/new groups • Assessing the demand for other activities • Pairing tools with each indicator target these different groups) • Setting realistic targets per facilitator • Defining the commitments by the project • Definition of data collection responsibilities, and timing • Gender considerations in group formation (men/women • Calculations and adjustments using the planning tool • Aspects that need to be considered in SG promotion to • Integration of data collection into workflow (as part of only groups or mixed groups) support IR3 and IR4 supervision) • Developing a targeting strategy Group training strategy Implications for the budget Operational aspects of other activities Review of indicators for other components of COVida • Program quality guideline for training - some details • Cost implications of targeting and training strategies and • Defining what activities need to take place in SG to support • ensure a common understanding of indicators to be • Discussion of facilitators selection, training, compensation set targets other components tracked and supervision • Adjustments where necessary • Integrating other activities into SG promotion (how can • interpretation of the indicators • Development of strategies for group training they be integrated and how much time and resources are required) • Timing of other activities (first or second cycle, when in the cycle) Implications for the budget key elements for the Operational Plan with regard to M&E • Cost implications of other activities • Adjustments where necessary

Annex II SAVIX MIS TRAINING WORKSHOP SCHEDULE

Segunda-feira 06-02-2017 Terça-feira 07-02-2017 Quarta-feira 08-02-2017 Quinta-feira 09-02- 2017 INTRODUÇÃO A SAVIX 8:00 h Continuação: 8:00 h: RELATÓRIOS  Historia SIG SAVIX CONFIGURAÇÃO  Frequência de análises  Questões pendentes  Plataforma SAVIX SIG SAVIX  Rever todos os relatórios  Arquitetura SIG SAVIX Nível administrador de SIG:  Exercício de análise  Criar projectos nos  Os diferentes relatórios  Campos definidos pelo  Indicadores mais diferentes SIGs  Utilização dos relatórios sistema importantes ao nível de CBO  Campos Definidos pelos  Indicadores mais  Elaborar Plano de CONFIGURAÇÃO DE SAVIX PARA Utentes importantes ao nível Formação no SAVIX COVIDA provincial e nacional  Organização de SAVIX segundo a Nível de administrador de estrutura de gestão do programa: projeto: EXERCÍCIO DE ANALISE NA diferentes opções  Introduzir formadores, PLATAFORMA SAVIX  Estandardização dos nomes dos supervisores SIGs e dos projectos INTRODUÇÃO DE DADOS RESPONSABILIDADES E RECOLHA DE DADOS  Dados que não mudam TAREFAS  Ficha de registo Dados do ciclo  Fluxo da informação  Ficha de recolha de dados:  Campos definidos pelo dentro do COVida Falhas frequentes utente: grupos e  Formação necessária  Frequência de recolha de dados formadores dos diferentes utentes  Ficha de distribuição  Controle de erros de SAVIX

CONFIGURAÇÃO SIG SAVIX SAVIX Mobile OUTRAS FERRAMENTAS:  Criação de um endereço email  supervisão de facilitadores  Formato de credenciais Introduzir dados off-line  ficha de mudança de fase o Administrador SIG  ficha de avaliação de o Administrador projecto qualidade de grupo o Pessoa que introduz dados PREENCHER A PARTE M&A  Criar os SIGs DE PLANO DE ACÇÃO

12.30: Fecho 39 SG Strategy COVida

Annex III SELECTION CRITERIA FOR FACILITATORS

These selection criteria are based on the VSL guide for Field Officers (version 1.06, accessed at http://www.vsla.net) and some additional criteria that were discussed and decided upon in the strategy workshop.

Facilitators should be selected from existing groups as they will have had the experience of participating in a group and thus already have a good understanding of the VSL methodology. This will reduce training time, follow up and coaching and increase the quality of formed groups. Where VSL groups are not existing Facilitators could be selected from PCR groups if they are willing and flexible enough to change methodologies. In this case they would only be allowed to form VSL groups and should not train in PCR.

Selection criteria for facilitators

 stand out in meetings as a natural motivator, having learned the procedures of VSL quickly and having a respect for disciplined meetings  have sufficient literacy and numeracy (demonstrated ability to fill savings and loan registers and calculate distribution values, ability to read instructions in Portuguese)  have the energy to train a large number of VSLAs and travel the necessary distances  is always punctual  is known to be honest, responsible and respected in the community  have expressed a strong, sincere desire to train VSL groups and assist community  is at least 18 years old (due to remuneration issues)  has capacity to also deliver financial literacy skills training and other training where appropriate  has access to an area where there is potential to create X number of SGs over the life of the project  consider main target group that the facilitator will work with in selection (sex and age of target population; e.g. for mainly female group members a female facilitator, for mainly young group members a young facilitator)

40 SG Strategy COVida

Annex IV FACILITATOR EVALUATION TOOL

6 Ficha de avaliação do facilitador.xls

Annex V GROUP QUALITY ASSESSMENT TOOL

5 Ficha de diagnostico do grupo.xls

Annex VI PHASE CHANGE FORM

4 Ficha de mudança de fase.xls

Annex VII FACILITATOR TRAINING CURRICULUM

plano de formação para facilitadores 3.docx

41 SG Strategy COVida

Annex VIII JD SUPERVISOR SAVINGS GROUPS

Responsibilities 1. Introduce and form Savings Groups 2. Manage and Supervise Savings Group Facilitators 3. Planning and coordination 4. Data collection and monitoring

Tasks 1. Introduce and form Savings Groups a. Identify communities for SG interventions in cooperation with the Supervisor of activistas according to COVida programming principles and the necessities of the VSL methodology. b. Introduce the VSL methodology to the local authorities (district, localidade and community level) with the support and involvement of the facilitators. c. Introduce facilitators to village leaders and the community in their respective working areas. d. Initially form SGs in areas where no facilitator could be identified or where a facilitator has dropped out. 2. Manage and Supervise Savings Group Facilitators a. Follow up on the implementation of workplans and achievement of targets. b. Ensure facilitators have the technical knowledge and working materials (manuals, SG kit, bicycle,etc.) to forma and accompany high quality SGs c. Coach facilitators in their initial training sessions. (The supervisor should accompany the facilitator in each training session that s/he holds for the first time. If necessary the supervisor needs to accompany the facilitator a second time to ensure the quality of training.) d. Regularly visit SGs to evaluate group and facilitator quality using group quality assessment tool, phase change form and facilitator evaluation form. The minimum number of visits is 4 times: at the first savings meeting, at the phase change from intensive to development phase and from development to maturity phase and the final visit at distribution. e. Provide feedback to facilitators about their performance and assess their eligibility for a bicycle or for a bonus (if provided). 3. Planning and coordination a. Participate in monthly / quarterly planning meetings of the organization. Present reports for the previous period and plans for the next period. b. Develop weekly / monthly workplans with facilitators and coordinate these with activista activities (Supervisor of activistas). (This will be important to allow for referrals of activistas to SG activities and of SG members to activistas) c. Report regularly to the (CBO) manager about SG activities and achievement of targets d. Coordinate with other SG implementers in the working area and consider their activities in workplans. 4. Data collection and monitoring a. Collect data for SAVIX MIS using the data collection forms and data for other data management systems using the project defined forms.

42 SG Strategy COVida

b. Submit forms to M&E staff and enter data into SAVIX MIS(if they have less than 10 groups, for more than 10 groups the M&E staff will assist with data entry) or upload data to SAVIX MIS in case a mobile SAVIX MIS data collection form has been used. c. Use SAVIX MIS to monitor the SG portfolio and identify weak groups and weak facilitators. Print SAVIX MIS reports before visiting a group to compare with current status of the group.

Qualifications - Knowledge Academic • 12 ª classe (nível médio in accounting, economy or other relevant subjects) Professional • Good knowledge about and experience with extension and participatory training methods • Experience with adequate and effective communication methods in rural / urban contexts that motivate the target group to participate in program activities • Experience with Savings Groups preferably with the VSL methodology • Experience with group formation and development of associations and groups. • Good knowledge of local languages and ability to communicate well in Portuguese (in writing and verbally) • Good computer skills with MS Word and Excel

Experience

• Minimum of 3 years experience in development projects, preferably in Savings Group programs.

Professional Relations

• Reports to CBO manager • Supervises Facilitators • Coordinates with M&E Officer, Supervisor of activistas • Maintains external relations to organizations that implement SGs in the same area

43 SG Strategy COVida

Annex IX FACILITATOR TRAINING GUIDE

Manual do facilitador comunitario 1.04 (AP).doc

Annex X SAVIX MIS TRAINING CURRICULUM

programa Formaçao SAVIX.xlsx

Annex XI SAVIX MIS INDICATOR DEFINITIONS

Definições dos indicadores.xls

Annex XII SAVIX MIS USER GUIDE

SIG SAVIX no COVida.docx

Annex XIII GROUP AND MEMBER REGISTRATION FORM

1 Ficha de registo de Membros.xls

Annex XIV SAVIX DATA COLLECTION FORM

2 Ficha de recolha dados SAVIX.xls

Annex XV DISTRIBUTION DATA COLLECTION FORM

3 Ficha de distribuição.xls

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Annex 7 - Projecto COVida Agenda da conferência provincial Pós - Acordo de Subvenção dos subparceiros Local e datas

Horas Tema Metodologia Responsável Dia I 8.30 -9.00 Boas vindas e Apresentação dos participantes Dinâmica Coordenador provincial 9.00 -9.15 Apresentação dos objectivos da conferência PPT OM Objectivos gerais e programáticos do projecto PPT OM 9.15 -10.00 Preenchimento da matriz em Metas da província e de cada distrito Oficial de M&AOPF plenário 10.00 - 10.30 Intervalo (lanche) Responsabilidades dos intervenientes Trabalhos em grupos e 10.30 -11.30 OM (FHI 360, CD, DE, técnicos/M&A) apresentação em plenário 11.30 -12.00 Princípios de custos Discussão OM Gestão de Recursos Humanos/ LOE 12.00 -13.00 PPT OPF Petty Cash

COVida Quarterly Report January 01, 2017- March 31, 2017

13.00 -14.00 Almoço Procurement 14.00 -15.00 PPT/ Exercício Pratico OPF Viagens Perguntas e respostas 15.00 - 16.10 Relatórios de progresso STO (Prazos conteúdo e qualidade) Regras de uso de Logotipos e mitigação de impacto 16.00 - 17.00 PPT OM negativo ambiental Dia II SFR 8.00 - 10.00 PPT/ Exercício Pratico OPF Inventário

Fraudes Discussão em plenário OM

Site Review PPT e discussão OPF Close Out 10.00 - 10.30 Intervalo (lanche) 10.30 - 13.00 Acordo Padrão OM

COVida Quarterly Report January 01, 2017- March 31, 2017

Leitura, comentários e Condições de subvenção da FHI 360 esclarecimentos em plenário 13.00 Almoço e despedida

Obs - Todas as discussões são alinhadas com os termos do acordo e políticas da USAID

COVida Quarterly Report January 01, 2017- March 31, 2017

Annex 8 - Summary of CBO Training and TA

Topic Workshop Tools Technical Assistance Internal control For 77 participants • Timesheets Follow up and review of timesheets, systems from 12 CBOs in • Fixed asset register invoices, receipts and other Maputo, Sofala and template supporting documentation for Tete monthly financial reports. Physical visits to CBOs to monitor accounting and procurement practices. Verification of asset registers after delivery of equipment. Policies and For 73 participants • Template for financial Follow-up on segregation of duties Procedures from 12 CBOs in policies and procedures and authorization of costs. Maputo, Sofala and • Sample cost allocation Tete. policy Internal 57 participants from 6 • Regulamento dos Governance, the CBOs Órgãos Sociais e foundation for Membros (ROSME) effective internal manual developed control under the Capable Partners Project in 2016 Budget TA only • Budget monitor tool for TA on completing tool and Monitoring main and detailed monitoring expenditures, burn rate, budget lines and variances. Procurement TA only • Template for basic Basic procurement procedures. procurement Review of procurements as part of procedures prior approval and through review of supporting documentation in financial reports. Recruitment Grants development - Supported partners to develop job workshop descriptions for key personnel. TA Advise on composition of selection panel. Observed select interviews and provided feed-back. Approved key personnel.

COVida Quarterly Report January 01, 2017 – March 31, 2017

Annex 9 - COVida and Passos Geographic Overlap Province District Passos CBO and HF site(s) COVida CBO and HF site(s) UDEBA - US da Praia de Bilene, US de Chiassano, US de Gaza Bilene ADPP/lambda - CS Macia Mazivila, IS de Incaia Gaza Chokwe ADPP/Lambda - CS Chokwe COVida not implementing Gaza Xai-Xai ADPP/lambda - COVida not implementing Manica Cidade De Chimoio OMES/Lambda - CS Eduardo Mondlane COVida not implementing Manica Gondola OMES/ lambda - Centro de Saúde Inchope/ CSIII COVida not implementing Manica Manica OMES/Lambda - Manica CS I, Machipanda CS COVida not implementing Manica Vanduzi OMES/Lambda - C.S Vanduzi COVida not implementing Maputo Cidade Kampfumu ABEVAMO/Lambda - CS Alto Mae, CS do Porto PACO - CS Chamando, CS Xipamanine Hixikawne - US de inhagoia, US de Bagamoio, US de Maputo Cidade Kamubukwana ABEVAMO/Lambda -Junta,Benfica, 25 de Junho zimpeto, US das Tendas MozHope - CS de Malhangalene, CS de 1° de Maio, HG de Maputo Cidade KaMaxaquene ABEVAMO/Lambda - 1 de Maio Mavalane, HG Polana Caniço Maputo Provincia Cidade Da Matola UNGAGODOLI/lambda - CS de Matola II AMODEFA - CS de Machava sede, CS de Matola Gare Maputo Provincia Moamba UNGAGODOLI/lambda - CS de Ressano Garcia In process of selecting CBO Maputo Provincia Machava UNGAGODOLI/lambda AMODEFA - CS de Mabanja, CS de Boane sede Niassa Cidade de Lichinga ADPP/lambda - In process of selecting CBO Niassa Cuamba ADPP/lambda-CS de Cuamba Hankoni - HF not yet determined Niassa Mandimba ADPP/lambda COVida not implementing Sofala Cidade Da Beira FAMBIDZANAI/lambda - CS de Munhava, CS Ponta-Gea COVida not implementing Sofala Dondo FAMBIDZANAI/lambda COVida not implementing Sofala Nhamatanda FAMBIDZANAI/lambda COVida not implementing Tete Changara CS de Changara ADELT - CS de Changara Tete Cidade De Tete ICRH/lambda - CS No.2 Kuthandizana Kuchira - CS Nº 2 Tete Magoe ICRH/lambda COVida not implementing Tete Angonia ICRH/lambda COVida not implementing Tete Macanga ICRH/lambda COVida not implementing Tete Cahora Bassa ICRH/lambda COVida not implementing Tete Moatize ICRH/lambda - Clinica Noturna de Moatize Kupulumussana - Moatize CS nº 1 Tete Zóbue ICRH/lambda COVida not implementing Zambezia Cidade De Quelimane ADPP/lambda-CS 24 de Julho COVida not implementing Zambezia Milange ADPP/lambda Espanor - HD de Milange Zambezia Mocuba ADPP/lambda-CS de Mocuba Sede Nana - HR de Mocuna Zambezia Nicoadala ADPP/lambda COVida not implementing

COVida Quarterly Report January 01, 2017 - March 31, 2017