USAID NIGERIA STEER SYSTEMS TRANSFORMED FOR EMPOWERED ACTIONS AND ENABLING RESPONSES FOR VULNERABLE CHILDREN AND FAMILIES QUARTERLY REPORT (FY14 Q3) APRIL 2014 – JUNE 2014
JULY 2014
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USAID NIGERIA STEER QUARTERLY REPORT (FY14 Q3)
April 2014- June 2014 Award No: AID-620-A-13-00002
Prepared for XXX, AOR United States Agency for International Development/Nigeria C/O U.S. Embassy Abuja Plot 1075 Diplomatic Drive Central District Area Abuja, Nigeria
Submitted by: XXX, Chief of Party Save the Children International No. 4 Danube Close, off Danube Crescent, Maitama, Abuja Tel: XXX Email: [email protected]
Submitted: July 31, 2014
DISCLAIMER The authors’ views expressed in this report do not necessarily reflect the views of the United States Agency for International Development or the United States Government.
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Contents
ACRONYMS 5
1. PROGRAM OVERVIEW/SUMMARY 7
1.1 Program Description/Introduction 8
1.2 Summary of Results to Date 9
2. ACTIVITY IMPLEMENTATION PROGRESS 10
2.1 Progress Narrative 10
2.2 Implementation Status 11
2.3 Implementation challenges. 16
2.4 M& E Plan Update 16
3. INTEGRATION OF CROSSCUTTING ISSUES AND USAID FORWARD PRIORITIES 18
4. STAKEHOLDER PARTICIPATION AND INVOLVEMENT 19
5. MANAGEMENT AND ADMINISTRATIVE ISSUES 20
6. LESSON LEARNED 21
7. PLANNED ACTIVITIES FOR NEXT QUARTER INCLUDING UPCOMING EVENTS 21
8. WHAT DOES USAID NOT KNOW THAT IT NEEDS TO? 22
9. HOW IMPLEMENTING PARTNER HAS ADDRESSED A/COR COMMENTS FROM THE LAST QUARTERLY OR SEMI-ANNUAL REPORT 22
ANNEX A: PROGRESS SUMMARY (TO BE COMPLETED FROM NEXT QUARTER) 23
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ACRONYMS ABUTH Ahmadu Bello University Teaching Hospital AID Agency for International Development ACE-HI African Community and Environmental Health Initiative ACET Almanah Rescue Mission, and AIDS Care Education and Training Society Nigeria AIHA American International Health Alliance ARFH Association of Reproductive and family Health AONN Association of Orphans and Vulnerable Children NGOs in Nigeria ATBU Abubakar Tafawa Balewa University BACATMA Bauchi State Agency for Control of AIDS CAHLI Children and Adult Healthy Living Initiative CAPs Corrective Action Plans CEOs Chief Executive Officers CHWs Community Health Extension Workers CIYCF Community Infant and Young Child Feeding CSO Civil Society Organization CV Community Volunteers DO Development Objective ES Economic Strengthening Face-PaM Forward in Action for Education Poverty and Malnutrition FHI Family Health International FIYCF Facility Infant and Young Child Feeding HH House Holds HIV/AIDs Human Immuno-Deficiency Virus/Acquired Immune Deficiency Syndrome IPs Implementing Partners KADSACA Kaduna State Agency for Control of AIDS LACA Local Government Agency for Control of AIDS LGAs Local Government Areas MC Mercy Corps MEMS Monitoring and Evaluation Management Services MSH Management Sciences for Health (MSH) M&E Monitoring and Evaluation N/A Not Applicable NPA National Priority Agenda OVC Orphans and Vulnerable Children PIRS Project Indicator Reference Sheet RHISA Reproductive Health Initiative and Support Association SCI Save the Children International SIMS Site Improvement Monitoring System SMOH State Ministry of Health SMWASD State Ministry of Women Affairs and Social Development SO Strategic Objective SPRING Strengthening, partnership Results and Innovation in Nutrition Globally SUWA Scripture Union West Africa *For the purpose of uploading documents to the DEC, all personal information and pictures were removed and replaced with “XXX” 5
STEER Systems Transformed for Empowered Actions and Enabled Responses TA Technical Assistance TB Tuberculosis TWG Technical Working Group UNICEF United Nations Children’s Fund USAID United States Agency for International Development VC Vulnerable Children VC TWG Vulnerable Children Technical Working Group VHHs. Vulnerable households YARAC Youth, Adolescent Reflection & Action Centre
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1. PROGRAM OVERVIEW/SUMMARY
Program Name: Systems Transformed for Empowered Actions and Enabling Responses For Vulnerable Children and Families (STEER) Activity Start Date And End th th Date: April 29 2013 to April 28 , 2018
Name of Prime Implementing Partner: Save the Children International
[Contract/Agreement] AID-620-A-13-00002 Number:
Name of Sub-contractors/Sub- awardees:
Major Counterpart Management Sciences for Health (MSH) Organizations Association for Reproductive and Family Health (ARFH) Mercy Corps (MC) American International Health Alliance (AIHA)
Geographic Coverage 5 Northern Nigerian States (cities and or countries) Kaduna State Kano State Bauchi State Sokoto State Plateau State
Reporting Period: April 1st 2014 – June 30th, 2014
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1.1 Program Description/Introduction
The Systems Transformed for Empowered Actions and Enabling Responses (STEER) is a USAID funded five-year project targeting five states namely: Kaduna, Bauchi, Sokoto, Plateau and Kano. The project is a consortium of five organizations led by Save the Children International (SCI), the other partners are: the Association for Reproductive and Family Health (ARFH), American International Health Alliance (AIHA), Management Sciences for Health (MSH) and Mercy Corps (MC). STEER aims at improving the wellbeing of Orphans and Vulnerable Children (OVC) in Northern Nigeria by enabling them to access and utilize comprehensive and coordinated services to realize their full rights. STEER targets 575,000 children and 125,000 care givers in the five states.
To ensure goal success, four results spanning two key areas will be achieved: 1) strengthened institutional and technical capacity of state/local governments and Civil Society Organizations (CSOs), and 2) households with measurably increased and on-going capacity to meet their needs.
STEER’s breakthrough strategy revolves around a 3600 approach to systems strengthening which takes into account regional differences, religious and cultural considerations, household (HH) vulnerabilities and gender dynamics. The strategy aims to: 1) strengthen families by building caregivers’ capacity to serve as frontline care and support providers to children; 2) strengthen community systems to identify vulnerable children, link them to needed services and promote the creation of protective structures; 3) strengthen and reinforce state and local government leadership and ownership of the OVC response through targeted capacity building, strong mentorship, institutionalization of standards and practices and increased accountability; and 4) support active engagement of private sector to address the unique vulnerabilities faced by OVC and their families. Through an innovative, competitive and performance-based sub-granting strategy, Nigerian CSOs will rapidly scale up quality care and support to OVC and families and increase their technical and institutional capacity through the use of demand-driven technical assistance. STEER works through innovative yet tailored approaches to capacity building for state and non-state partners (government, civil society, private sector and families/communities) by working within these entities to strengthen and sustain institutional capacity and between entities to support networking and modeling of approaches for a holistic response. With specific attention to gender integration, STEER aims at addressing the unique female challenges in the north and engages females in decision making on issues which affect them at all levels.
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1.2 Summary of Results to Date
Annual Annua On Baselin Q Q Q Q Performan l Standard Indicators e 1 2 3 4 ce Target Targe Achieved Y/N FY t FY FY FY F to the End YYYY 14 14 14 Y of 1 Number of active beneficiaries served by PEPFAR OVC Reporting 0 130,000 0 0 0 4 Period (%) programs for children and families affected by HIV/AIDS Number of active beneficiaries supported to access HIV 0 TBD TBD TBD TBD services (To be reported from FY15)
Note: The Results Performance Column depicts level of achievement expressed as a percentage of Actual versus Planned.
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2. ACTIVITY IMPLEMENTATION PROGRESS
2.1 Progress Narrative
This report provides a summary of the project’s achievements so far for the second year (September 2013 to October 2014) with much emphasis on the 3rd quarter (April 2014 – June 2014). In the calendar year under review STEER has completed initial activities aimed at bringing first batch of CSOs on board to provide care and support to OVC, STEER Project was officially launched at its Headquarters in Kaduna with all STEER States in attendance, agreement was signed with CSO Partners and Household Economic Vulnerability Assessments across all STEER Project States completed, Para – Social Work (PSW) training towards the adaptation of the revised national PSW curriculum also conducted, while meetings with Federal and State Ministries of Women Affairs and Social Development for improved coordination and collaboration were also held. Capacity Assessment of State Ministries of Women Affairs and Social Development, Project Local Government Areas (LGA) and CSOs was also achieved within this period. CSOs began work in selected LGAs and communities during this reporting period. Overall the program is on course when linked to this quarter’s achievements as enumerated below.
Year 2, quarter 3 witnessed tremendous success in implementation as per planned activities in relation to overall program progress for the year under review as follows:
STEER successfully rejuvenated the Technical Working Groups/ Quality Improvement (QI) Teams in 4 Project States, as well as supported the State Ministry of Women Affairs and Social development (SMWASD) staff, in organizing and holding monthly Vulnerable Children Technical Working Group (VC TWG) meetings to strengthen their coordination and supervision of VC support activities in the state. These VC TWGs held seven meetings in the five project-supported states. TWG members are now meeting regularly to discuss VC needs and ways to strengthen support for these children; Provided Technical Assistance (TA) to support the development of Governance and Management documents of CSOs in Bauchi and Kano States. (Note: This is an ongoing process and same support will be provided to partner CSOs in other project States – next quarter); Conducted Leadership and Management training for State Commissioners, Permanent Secretaries, Directors and Executive Directors of CSOs for Bauchi & Plateau States using the MSH Leadership Development Programme (LDP) module, and revamped State Steering committees; Supported Partners/CSOs to identify available financial services for savings, credit and financial literacy for selected HHs;
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Provided technical assistance to CSOs/partners to develop appropriate programs on financial services for Vulnerable Household Economic Strengthening (HHES); The team conducted and completed CSO assessments to identify gaps in the roll out of Household Economic Strengthening activities; Supported CSOs in the Household Listing of the previously selected Economically Vulnerable Households in 24 LGAs of the 5 project states; Supported CSOs to implement HHES activities; Conducted Quality Improvement trainings in all the 5 project States and inaugurated the State QI teams and facilitated them to develop their Scope Of Work and schedule of meetings; Successfully trained Executive Directors/Project Managers and Finance /Account Officers of partner CSOs on Financial Management and (United State Government) USG rules and regulations to equip them to manage funds appropriately; Reviewed and adopted the Para- Social Workers II Curriculum to suit the northern context. The outcome of the training was a reviewed Auxiliary Social Workers II Training Of Trainers (TOT) and Supervisors curricula; Conducted PSW l & PSW ll trainings, TOT for PSWs and Supervisors’ Trainings; Conducted TOT and step-down trainings on Infant and Young Children Feeding in 2 States (Kaduna and Bauchi); Conducted Market & Value chain analysis training for Partner CSOs; The STEER team, using the processes and procedures as stipulated in the pre-approved Save the Children sub-grant management Manual, selected 22 CSOs from the five project states for sub granting after a rigorous pre-award assessment was conducted for each of the selected CSOs, the process for their engagement is ongoing; As part of continued response to the capacity gaps identified in data management systems of partners in project States, LGAs and CSOs, STEER has completed training for project partners on quality Monitoring & Evaluation (M&E), use of tools, data quality, reporting and use of data.
2.2 Implementation Status
R1: Strengthened Capacity of Regional and Local Government to provide, manage, and monitor integrated, comprehensive care to OVC and their families.
IR1.1 States and LGs have strong organizational bases to coordinate OVC actors and monitor implementation of activities.
Strategy 1.1.1 Build the internal capacities of State and Local Governments. In a bid to strengthen the capacity of State Ministries of Women Affairs and Social Development, LGAs and CSOs, the following capacity building events were planned in this quarter and accomplished as below:
. A leadership and management training for 9 CSOs and senior government officials from Bauchi and Plateau States was conducted. The training was mainly to strengthen *For the purpose of uploading documents to the DEC, all personal information and pictures were removed and replaced with “XXX” 11
participants understanding of the general management principles and their use to enhance outcomes for Vulnerable Children. The training culminated into the establishment and/or rejuvenation of state Steering Committees, which are policy making structures, composed of staff from different ministries. Trainees reviewed the steering committees’ membership lists and agreed on content and dates for the inaugural meetings. . Financial management training for staff of 24 CSOs to build their capacity on accurate financial record keeping, reporting, and implementation of internal controls. . A monitoring and evaluation (M&E) training for M&E focal persons of 24 CSOs, 24 local government areas (LGAs), and 5 SMWASD to develop and strengthen their data collection, reporting and data use capacity was also conducted.
IR 1.2 Accountability of Government improved through use of data and support for broad based participation in Government processes.
. The monitoring and evaluation (M&E) training for M&E focal persons of 24 CSOs, 24 Local Government Areas (LGAs), and 5 SMWASD was conducted with emphasis on use of data for planning, decision making, advocacy and engagement. . There is an ongoing supportive supervision and provision of technical assistance to the 5 SMWASD and 24 LGAs to strengthen the use of data and institutionalize the practice within Government. Support to states and LGAs to conduct regular data review and coordination meetings.
Strategy 1.2.1: Build Capacity of State and Local Government to identify, analyze and use data for planning, decision making, implementation and management of quality.
In the quarter under review, STEER as part of its continued response to the capacity gaps identified in data management systems of partners in project States, LGs and CSOs, completed training for project partners/stakeholders on quality M&E, use of tools, data quality, reporting and use of data between the 7th and 25th April 2014 and is currently rolling out M&E tools to be used for data collection, analysis and reporting.
Strategy 1.2.2 Utilize Improvements Collaborative Methodology to build the relational/external capacities of State and LGAs.
STEER has successfully conducted Quality Improvement trainings in all the 5 project States and inaugurated State QI teams. Participants for the training included CSO partner staff, State Ministry of Women Affairs and Social Development staff (VC Desk officer), Local Government Staff and other stakeholders like the Ministries of Health, Education and Agriculture. This group will be meeting regularly to assess the gaps in meeting the needs of VC and prioritize activities/interventions that will support the main interventions at community level.
R2: Strengthened organization and technical capacity of civil society to manage OVC programs.
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Strategy 2.1 Develop a competitive sub-granting mechanism to bring CSO partners on board to provide care and support to OVC
In April 2014, there was an advertisement in 2 National Newspapers (Daily Trust and Leadership) inviting Civil Society Organizations to submit an Expression of Interest (EoI) for the second round of the STEER project grant. This was followed by a bidders’ meeting held on 12th May 2014 across the five project states to discuss the Request for Application (RFA) guidelines with the potential CSOs.
After submission of the proposals, a review was conducted by committee constituted of two representatives from the Federal Ministry of Women Affairs and Social Development (FMWASD) as well as the Director Child Development and the OVC Desk Officer of respective SMWASD, and representative across the consortium partners in the STEER project team. A Pre-award assessment was carried out with each of the shortlisted CSOs and a final list of 22 CSOs was selected. A budget and proposal finalization meeting was also conducted for regularization and final cleaning.
Presently, necessary due diligence checks are on-going on the 22 selected CSOs with an anticipation of bringing them on board as soon as possible.
Strategy 2.2 Increase number of CSOs providing age and developmentally appropriate services to OVC.
So far on the STEER Project 46 CSOs have been identified, 24 are currently providing services to support OVC while 22 are in the process of being engaged. Each of the CSOs has planned to target different age groups of children with appropriate age specific interventions. Interventions include the Infant and Young Children Feeding, whose training is ongoing, the Essential Package for under-8s, whose trainings will begin in September among others.
Strategy 2.1.2 Provide technical assistance to build and reinforce technical capacities of CSOs to provide age and developmentally appropriate support.
During this reporting period, STEER conducted Household Vulnerability Assessment, the analysis of which was tailored to inform appropriate planning to address vulnerability and developmental issues in the vulnerable households identified by CSOs, LGAs and communities. CSOs were trained on Financial Management Systems and USAID Financial Rules and Regulations. They were trained on how to improve their organizational financial management systems; internal control mechanisms; documentations and fraud. The training also focused on USAID financial regulations such as the Cost Principles A- 122; 22CFR226 and other relevant Mandatory Standard provisions to guide the efficient use of resources in service provision.
IR2. Strengthened external capacities of civil society to improve relations with key stakeholders. Activity 2.1.4.2 Selection of Vulnerable Households On-going
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Status: The STEER team supported the CSOs/partners with the Household Vulnerability Assessment tool developed by Mercy Corps to conduct HH Vulnerability Assessment, the analysis of which was used for the selection of economically vulnerable HHs (VHHs) to be targeted for intervention in the first year of the project. As at the time of writing this report, selection had been completed in 24 LGAs. The number of selected VHHs by CSOs (as provided for in the CSO budget in year 1) per state is as follows;
Plateau state; 5,000
Bauchi state: 4,000
Kano state: 5,000
Sokoto state: 6,000
Kaduna state: 4,000
Total: 24, 000
These 24,000 VHHs selected have been mapped, tagged and serially numbered by the CSOs.
Result 3: Caregivers have increased access to household economic strengthening (HHES) resources.
IR3.1: Household assets protected and built. Strategy 3.1.1: Build Household capacity to save and protect assets. Activity 3.1.1.3: Build capacity of CSOs to strengthen and establish group-based financial methodologies On-going
Status: The capacity of partner CSOs was built on strengthening groups and associations to mobilize resources of selected households so that a caregiver or head of household is able to access a lump-sum amount to start or expand their income generating activities, or cover some immediate costs that would have been difficult to save from their income . These small savings activities and trainings by the CSOs were conducted for 2,546 (Females 1,376: Males 1,170) caregivers. These caregivers are now actively working towards having accessible, cost-effective, convenient and guaranteed source of informal financial service to take advantage of, if faced with financial challenges. This is ongoing.
IR3.2: Household capacity to manage resources increased Strategy 3.2.1: Improved household financial literacy Activity 3:2:1:1 CSOs provide financial and market literacy training to HHs On-going
Status: Financial literacy trainings to ensure HHs have increased ability to effectively manage their HH cash flow, make sound short and long-term financial decisions, plan for financial challenges and make the right decisions about access to financial goods and services were conducted. These trainings covered areas such as; savings, debt management, budgeting and negotiations. The
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trainings were based on the USAID Bridge to markets curriculum that most of the CSOs have been trained on. 3,520 (Females 2,572: Males 948) caregivers have been trained so far and this is on-going.
IR3.3: Targeted vulnerable households have increased resources for income generation Strategy 3.3.1: Build CSO capacity to target ES activities to household vulnerability Activity 3.3.1: Technical Assistance to CSOs on appropriate financial services for House Hold Economic Strengthening based on the principles of Value chain development and markets opportunity for the poor. On-going
Status: STEER Project CSOs were trained on how to build working relationships on appropriate pro-poor financial service provision, value chains and identify market opportunities to improve the care rendered to the vulnerable children by their care givers in the five STEER project states. The training covered methodologies in market based approach, fieldwork, principles of pro-poor value chain selection and analysis for local market assessments and Households choice of income generating activities/vocational skills and prioritizing pro-poor investments. 15 CSOs from 3 STEER project States have so far been trained out of 24 CSOs in the 5 Project State.
Activity 3.3.2: CSOs facilitate income-generating activities with groups or individuals On-going
Status: Entrepreneurial and vocational skills training to increase the incomes of these vulnerable households were conducted across the five STEER project states. The trainings conducted were: - Production of Handmade-necklaces/bangles using beads, Liquid soap, Hair cream, Disinfectant (IZAL), Poultry Farming, Fish Farming, Tie & Dye/Batik, Baking/Catering Services, Soap Making, Air-freshener, Jelly pomade, Shampoo, bleach and Events Decoration. 6,904 (Females 3,467: Males 3,437) caregivers were trained and it is on-going.
R4: OVC households have increased access to nutrition and food security resources IR 4.1 Vulnerable HHs meets their food and nutrition needs Strategy 4.1.1: Design appropriate approaches to meet the food/nutrition needs of VHH. Activity 4.1.1.1: Nutrition Education Training/counselling On-going
Status: 940 (Females 651: Males 289) caregivers were trained and counselled by nutritionists/dieticians on nutrition and the negative effects of malnutrition on their families. The caregivers also had practical sessions on how to identify a malnourished child, prepare simple diets to address malnutrition in children using available local food staples and counselled on the need to regularly take their children to health/nutrition centres to get expert advice on the best feeding methods for their families.
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2.3 Implementation challenges.
National insecurity continues to pose major risks to the project but STEER is working closely with its security focal persons to plan activities at safe venues and times and to taking pre- caution when making travel arrangements. The Project has recruited a Safety and Security Officer in addition to the support that is provided by the Safety and Security Department for Save the Children in Abuja, in Monitoring security in all the project states. Identifying strong CSOs with child-focus for sub-granting posed a challenge during CSO selection; however the project managed to identify 22 CSOs in the second batch selections whose capacity can be strengthened to deliver. Implementing the new PEPFAR directives on engagement with Government as it relates to supporting their cost to participate in STEER organized activities has been a challenge. Government does not have a budget for the Vulnerable Children’s activities and as the project works with them to include these budgets, implementation of the project must continue. However an advocacy strategy to Government to increase resources for Vulnerable Children is being developed with the Sustainable Mechanisms for Improving Livelihoods and Household Empowerment (SMILE) project, and once the activities are in place we hope to see some changes with the Government. Political Influence e.g. Bauchi has more than one agency responsible for children, this creates confusion on who the project should work with directly. However meetings with both the Ministry and the Agency for children to identify the best way to engage have been held and some understanding has been reached. The first contact to the project is the Ministry Of Women Affairs and the agency is to be informed. Changing mindsets of stakeholders as a result of the paradigm shift in OVC programming. The CSOs Government and Communities were used to the emergency service provision where items were packaged and dropped to them, and are finding it difficult to change to the new way of strengthening households and communities to provide for themselves. Institutionalizing Capacity Building to make it self-driven so that the states and LGAs integrate it as a routine strategy to improve their own performance.
2.4 M& E Plan Update
The STEER project M&E Plan has been revised to include the revisions made on the OVC Monitoring and Evaluation Research indicators and a logic model has been developed as required.
Training has been conducted for partners on data collection, analysis, quality, reporting and use. Government Staff working at State, LGA and CSO levels were trained across the 5 project States and respective LGAs.
Active service delivery and use of tools is about to commence and as such will allow for identification of data quality issues and how they would be addressed.
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The M&E Plan has been submitted to the STEER Project Activity Officer Representative and USAID Strategic Information unit.
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3. INTEGRATION OF CROSSCUTTING ISSUES AND USAID FORWARD PRIORITIES
3.1 Gender Equality and Female Empowerment STEER Project through its Grass Roots and Community Based Civil Society Organizations will interact with the targeted communities and relevant stakeholders respectively to address issues, gaps and challenges for OVC with a gender lens for the overall achievement that cuts across both genders.
STEER through its CSOs is presently making use of its Child Protection and Welfare Committees and other Local/Government structures within communities to address issues of Gender Based Violence (GBV) through awareness creation, Family life education, gender and peace building.
So far STEER has conducted assessments on the capacity of the CSOs, States and LGAs in the five states targeted, as we continue with assessments of HHs we will ascertain gender issues that prevail and in particular GBV. These results will be used to determine the interventions to put in place.
3.2 Sustainability Mechanisms STEER is strengthening and establishing structures at the states, LGAs and community levels to address the Vulnerable Children issues currently and in the future as follows: Functional Steering Committees and TWGs Community Child Protection Structures State Coordination meetings
3.3 Environmental Compliance STEER participated in the Environmental Monitoring and Mitigation Plan training on environmental procedures to limit adverse impacts of USAID development activities on ecosystems, environmental resources and environmental quality—particularly as they affect human health and livelihoods. This is because environment and development are not separable. Following this training by USAID, Action plans have been developed to step it down to the CSOs
3.4 Youth Development
3.5 Policy and Governance Support . In a view to improving services for OVC and making the Government take up its role as OVC service delivery front runner, STEER conducted Leadership and Management training *For the purpose of uploading documents to the DEC, all personal information and pictures were removed and replaced with “XXX” 18
for State Commissioners, Permanent Secretaries, Directors and Executive Directors of CSOs-from Bauchi & Plateau States using the MSH LDP module, to revamp State Steering committees which is the decision making body in the State on OVC Service delivery.
3.6 Local Capacity Development Local capacity building is a major part of the deliverables for STEER project and has been adequately covered in the reporting under Result area 1 and 2.
3.7 Public Private Partnership (PPP) and Global Development Alliance (GDA) Impacts
3.8 Conflict Mitigation
3.9 Science, Technology, and Innovation Impacts
4. STAKEHOLDER PARTICIPATION AND INVOLVEMENT
Resuscitation of Technical Working Group for Vulnerable Children: Before commencement of STEER, all TWG committees had become dormant and inactive, STEER resuscitated 4 out of the 5 and is supporting their meetings on Monthly basis to date.
As a result of this, series of actions and decisions that have impact on the general welfare, protection and overall development of Vulnerable Children have been taken across the states. The most recent of such decisions was the formation of a sub-committee in Sokoto to come up with workable strategies towards following-up with the State Assembly to domesticate and ensure the passing of the Child Rights Act in the state. During one of the TWG meetings, a sub-committee was set up to come up with recommendations on how to address the alarming cases of rape, especially among Vulnerable Children in the state. Ministry of Information also pledged to sponsor any sensitization activity in state owned Radio and Television stations, aimed at drawing the attention of stakeholders, especially Private sector in supporting Vulnerable Children in the state.
The meeting succeeded in re-awakening Government stakeholders on their coordination and regulatory role for Children’s activities, with particular emphases on Vulnerable Children. It also consolidated the collaborative relationship between Government on one hand, and the Civil Society group, and the need to establish synergy in this direction. There is an improved understanding, experience sharing and linkages on issues of Vulnerable Children among different Stakeholders, with the revival of TWG in the state.
Formation of VC Critical Mass Committee at the Ministry and some STEER LGAs in Sokoto State: this forum was established to champion critical issues of VC at the Ministry/LGA *For the purpose of uploading documents to the DEC, all personal information and pictures were removed and replaced with “XXX” 19
level. The recognition that issues of VC are multi-sectoral and affect all departments/agencies in Government, contributed to the formation of this committee, whose members are drawn from the respective Departments/units of the Ministry or LGA. The committee has been established in the Ministry of Women Affairs and in Tureta, Tambuwal and Goronyo LGAs, and other LGAs are in the process of establishing similar committees.
Formation of Resource Mobilization Committee at Ministry/LGA levels: The committee mobilizes resources to complement the effort of Government and other stakeholders in this direction. Members are drawn from across the line ministries/agencies, private sector and the Civil Society group at the State/LGA level. It has also been established at the State level [MOW&CA] and in Goronyo, Binji, Tambuwal and Tureta LGAs.
Securing a Budget line for VC in the Ministry/LGA Budget: This was one of the gaps identified from the Organizational Capacity Assessment carried out on all Ministries of Women Affairs and STEER LGAs. So far, with intensive advocacy from the Child Development Department, facilitated by STEER in Sokoto, a line item for VC issues have been created and has scaled through approval in the Ministry’s last year’s budget. Similar achievements were also recorded at Tureta and Binji LGAs, while others are intensifying lobbying on their respective Councils and the Ministry for Local Government Affairs towards same results.
Improvement of CSO Operations: As a result of the Organizational Capacity Assessment [OCA] conducted on the STEER sub-grantee CSOs, there has been noticeable improvement inthe gaps identified. For example improvement have been noticed in in the area of Governance, Financial System, Procurement system, linkages and referrals, networking and coalition and general office procedures and documentation, among many others.
5. MANAGEMENT AND ADMINISTRATIVE ISSUES
There are no management and administrative issues experienced so far.
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6. LESSON LEARNED
. Engagement with State governments as key stakeholders improves ownership and participation.
. Involving stakeholders in the Capacity Assessments provoked them to act on some of the gaps. i.e. formation of critical mass committee for OVC in Sokoto –whose composition is Multi-sectorial.
. Importance of involving Security and Safety in program design to plan for safety and security as they affect the project activities.
7. PLANNED ACTIVITIES FOR NEXT QUARTER INCLUDING UPCOMING EVENTS
Activities planned for next quarter include: . Household Engagement Survey and M&E Tool roll out training; . Data Quality Assessment of Batch l CSO partners; . Leadership and management training workshop for the batch l CSOs in Kaduna, Kano, and Sokoto states; . Leadership and management workshops for the LGAs in Bauchi and Plateau states (one workshop per state); . Organizational capacity assessments for the batch II CSOs; . Organizational capacity assessments for batch II LGAs; . M&E training for Batch ll CSO partners; . Inaugural steering committee meetings in all five project-supported states; . Continuation of the VC TWG meetings; . Continuation of technical capacity support to SMWASDs, LGAs, and CSOs; and . Monthly visits to the CSOs to monitor implementation of their strategic plans and compliance with their human resource, finance, and procurement manuals; . Monitor and support CSOs on the Financial Services activities exercise with VHHs selected from communities to determine how effective the available options are for OVC HHs and which once are demanded more; . Support CSOs to engage VHH in available services for savings, credit, insurance, equity and financial literacy based on the VHHs income levels, gender, and age; . Provide TA to partners on appropriate smallholder farming HHs can apply to improved crop production practices; . Establish relationships for training and apprenticeships between CSOs and the National Directorate for Employment; private sector entities, technical training institutes; and business training;
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. Train Batch II CSOs on financial management systems/USAID regulations; . Coaching and mentoring of CSOs for proper management of funds and ensuring sub- granting function is well managed including, on-job training on rules and regulations that govern the management of USG funds; . Quarterly accompanying audits to ensure compliance and proactively solve identified issues; . Train CSOs on Protection/child safe guarding and parenting. . National training on Essential care Package for Early Childhood Development (ECD) . Quarterly monitoring visits to LGAs and communities.
8. WHAT DOES USAID NOT KNOW THAT IT NEEDS TO? Everything that USAID needs to know has been included in the main report, the challenges and the lessons learnt.
9. HOW IMPLEMENTING PARTNER HAS ADDRESSED A/COR COMMENTS FROM THE LAST QUARTERLY OR SEMI-ANNUAL REPORT
The comments on the last quarter were meant to improve the report and were acted on immediately and sent. There were no comments on implementation.
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ANNEX A: PROGRESS SUMMARY (to be completed from next quarter)
Achieved progress versus planned for the period disaggregated by gender, geographic area and other relevant factors (use table below).
Table 1(a): PMP Indicator progress - USAID Standard Indicators and Project Custom Indicators
[Strategic Objective]
Baseline data FY Quarterly Status – FY Annual Comment(s)
Data 20[XX] 20[XX] Performanc Indicat Sourc Annual Annual e Achieved or e Year Valu Cumulative Cumulati Q1 Q2 Q3 Q to Date (in e Planned ve Actual 4 %) target Intermediate Result (IR):
Sub-IR:
Sub-IR:
Intermediate Result (IR):
Sub-IR:
Sub-IR:
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Month YYYY
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Intermediate Result (IR):
Sub-IR:
Sub-IR:
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[OTHER ANNEXES]
[Most recent TraiNet report, and quarterly training plan, success stories, press releases, etc.]
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Month YYYY
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