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Reduced Human Suffering in Conflict-Affected Areas A

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Reduced Human Suffering in Conflict-Affected Areas A I. EXECUTIVE SUMMARY USAID Strategic Objective 3.1: Reduced Human Suffering in Conflict-Affected Areas A. OVERVIEW This Final Report covers the entire 96 months, from January 15, 1998 to January 14, 2006, of the Azerbaijan Humanitarian Assistance Program (AHAP) managed by Mercy Corps and funded by the United States Agency for International Development (USAID) through an umbrella mechanism. The initial 24 months of programming under AHAP I (May 1998 through April 2000) provided health and nutrition services, shelter, economic opportunities, and information services. AHAP II programs (May 2000 through September 2005) addressed health, reproductive health, food, economic opportunities and social investment needs through community development and mobilization. During AHAP I, 16 programs operated throughout much of Azerbaijan, and during AHAP II the programming continued to reach much of the population in 23 regions in the country. In total, 18 subgrants operated in the four geographic areas of AHAP II: Southern area, Central area, Urban area and Nakhchivan Autonomous Republic (NAR). From May of 2000, AHAP provided assistance to 2,923,281 direct recipients, 1,551,100 (53%) of which are women. (See AHAP I and AHAP II sections for maps indicating geographic coverage and implementing partners.) AHAP I addressed issues related to the displacement of people because of the Nagorno-Karabakh conflict. It provided mud brick shelters for IDPs to replace their deplorable living conditions in public buildings and makeshift dwellings; addressed water and sanitation issues; delivered primary health care, food and health education to over 300,000 IDPs; began working with people on ways to improve the economic situation including micro-credit, agriculture and business training, and providing agricultural inputs such as seeds and seedlings. An information network, Azerweb, providing updated resources on humanitarian aid and development assistance efforts and information on Azerbaijan in general was established and still exists. In May of 1999, a pilot community development program was funded. This program was AHAP’s first attempt at community development while integrating health and economic sector activities and laid the groundwork for future AHAP II programming. USAID developed a new strategy covering 2000 to 2003 and the AHAP II umbrella began implementation of that strategy with development rather than relief programming. At the core of Mercy Corps management structure was the belief that the umbrella could produce far greater results as a partnership of agencies than any one agency could produce alone. The umbrella provided a tremendous opportunity for innovation as agencies offering a wide range of technical strengths came together to share their technical competencies and lessons learned. The task of achieving this level of coordination among agencies accustomed to competing against each other was not easy and required constant nurturing. Implementing partners reported in the 1999 Mid Term Evaluation that, for the most part, they “take pleasure from regular and repeated interaction with MCI’s management and program staff.” And “staff of both groups (MCI and IPs) voiced respect for the other’s competencies, knowledge, helpfulness and commitment.” Mercy Corps’ achievement was also recognized in an October 2002 external evaluation conducted by MSI/MetaMetrics Inc. The evaluation found the umbrella to be an extremely effective management tool that had yielded high quality programs and allowed for a broad mix of organizations to operate in Azerbaijan under a unique level of cooperation and coordination. To quote the report: “The most striking and most valuable aspect of the AHAP umbrella – and of Mercy Corps’ management – is the atmosphere of collaboration and cooperation that exists among the Partner organizations. It is rarely found in such degree and greatly increases the impact and effectiveness of the AHAP Partnership.” Managing the umbrella demanded that Mercy Corps function as an informed and flexible management unit able to rapidly respond to significant political and socio-economic changes. Moreover, in working with peer agencies, Mercy Corps needed to provide significant flexibility and foster close cooperation with the partners to be able to deliver the level of programming necessary. While Mercy Corps took upon itself the role of liaison and some of the bureaucratic functions with Mercy Corps AHAP Final Report January 15, 1998 – January 14, 2006 i USAID, the implementing partners were freed to focus more of their resources on implementing programs. As the umbrella grant manager, Mercy Corps drafted, coordinated and issued RFAs covering essential programmatic sectors; reviewed applications and proposals; negotiated and awarded subgrants; monitored and evaluated program implementation, results and impact; monitored and analyzed the evolving conditions of IDPs and other vulnerable groups; supported field operations; and supported implementing partners (IP) in meeting USAID requirements, procedures and regulations. Programmatic changes and direction were based on analysis of results, impact and appropriateness of the approach. To avoid duplication and increase opportunities for leveraging resources and impact, on-going technical assistance and facilitation was provided to the implementing partners on a demand-driven basis. B. PROGRAM HIGHLIGHTS 1. USAID PERFORMANCE INDICATORS – AHAP II All activities of AHAP are within USAID SO 3.1: Reduced Human Suffering in Conflict - Affected Areas (see Consolidated Indicator Table following the Executive Summary and in Annex E for more detail on the indicator data and the Success Stories in Annex B for more detail on the people who are represented by these numbers.) ¾ USAID IR 3.1.1: Vulnerable Communities Better Able to Meet Their Own Needs Programs under AHAP worked with community groups who represented the interests of those living in the target communities. Groups were formed using different processes, and served as liaisons for agencies in identifying the needs of the communities and working to find solutions. Groups worked with partners to oversee and implement projects that were identified as priorities and helped raise money and resources from community members. Community leaders played a significant role in their communities and later, in cluster areas, as evidenced by the election of over 400 community group members to local Municipalities in the December 2004 elections. • 3,290 community groups organized exceeded the planned target of 2,237 groups. • Communities were actively involved in micro-project implementation and provided $2,619,306 in contributions including cash, labor, and materials toward community projects. This represents a 33% contribution toward total project costs. • 2,923,281 direct recipients (53% women) benefited from AHAP programs including training, economic and health activities, as well as micro-projects. • 408 community group members were elected to local Municipal Councils in the December 2004 election. ¾ USAID IR 3.1.1.1: Increased Access to Economic Opportunities and Support Services Programming in the economic opportunities sector focused on creating sustainable jobs and businesses in target areas. This was done through the creation of local microfinance institutions and programs that sought to develop the business development service sector. Programs supported the growth of small family business, offered loans to small entrepreneurs, facilitated the development of associations and encouraged the concept of fee for service. As a result of these programs, two local microfinance institutions and 48,424 businesses were created. • 41,013 loans were disbursed, including 268 small loans, 40,061 micro-loans, 259 emergency loans and 425 individual loans. • 9,068 jobs were created (40% women). ¾ USAID IR 3.1.1.2: Communities Organized to Address Self-Defined Needs Programs under AHAP focused on building the capacity of local community based organizations to be better able to identify their needs and to implement solutions. Implementing partners provided Mercy Corps AHAP Final Report January 15, 1998 – January 14, 2006 ii trainings on a number of topics including project management and financial management and worked with community groups to take progressive responsibility for managing projects. After the suspension of Section 907, increasing focus was placed on working with government, both Municipal Councils and Executive Committees. • 1,206 community projects were completed, exceeding the planned target of 829. • Communities were actively involved in micro-project implementation and provided $2,331,882 in labor and cash contributions. This represents 32% of the total project costs. Municipalities and local government contributed $81,043 (over 6%) to the total community contribution [1]. • Communities and Municipalities jointly implemented 323 micro-projects in the Community Development and Integrated Community Development Programs without AHAP funding. The total project cost for these micro-projects was $272,928, of which the Municipalities and local government contributed 47% the majority of the balance coming from community members. ¾ USAID IR 3.1.1.3: Communities Have Access to Better Quality Health Services Community groups were also organized within the health programs. The programs addressed two major issues: improving technical skills of health professionals at the community and regional levels and improving the quality and quantity of health information
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