CHF Lessons Learned Compilation 2013 (PR)

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Lessons Learned

A review of CHF’s rural livelihoods programming in Ghana, Keya, Ethiopia, Sudan, Bangladesh, Pakistan and Sri Lanka

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Table of Contents

INTRODUCTION 5

INTRODUCTION 5 COUNTRY PROJECTS 5 PROJECT ACTIVITIES 7 LESSONS LEANRED STUDY 8

LESSONS LEARNED 9

LIVELIHOODS 10 COMMUNITY & GOVERNMENT RELATIONS 17 PROJECT APPROACH 20 ENVIRONMENT & CLIMATE CHANGE 27 GENDER 29 MONITORING & EVALUATION 33 CAPACITY BUILDING 37

RECOMMENDATIONS 43

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FHH Women headed household

GIS Geographic information system

HH Household

HIP Household implementation plan

HOP Household operational plan

MIS Management information system

MHH Male headed household

PIP Project implementation plan

SLA Sustainable livelihoods approach

SS Sector specialist

Acronyms

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Access to: a person can use the resources in their activities, but cannot change anything. E.g. someone can rear livestock but they cannot sell the asset, reinvest in the asset or make decisions around it. Control over: a person can decide individually how to use these resources, such as changing of shape of resources, shifting one to another, selling the resource etc. Enterprise Workers: Front line staff member responsible for working directly with HH members on a regular basis. Each EW is assigned between 50-70 HH to check-in with and monitor each week. Female and Male Headed Households: Male Headed Households are households that have an adult, able-bodied male present. Female-headed households are adult females that have been widowed, left, or have males absent for migration or extended periods and generally results in there being only one adult to bring in income and manage family affairs.

Household Implementation Plan (HIP) and Household Operational Plan (HOP): IIRD, CHF and local stakeholders participated in an extensive exercise of creating HIPs and HOPs for all project beneficiaries. The HIP measured a household’s assets relative to the total assets of the community, while a HOP recorded a household’s aspirations by measuring the amount of each asset a household would like to gain at the end of the project’s lifetime. Household livelihood plan: Livelihood Plans were developed in collaboration with women and men from targeted poor household, community facilitators, and livelihood specialists. These plans focused on building upon and diversifying the livelihood options of these HHs. Real Income: Real income is adjusted for inflation and so is reported in constant figures (in Canadian dollars or Bangladesh taka). Sustainable Livelihoods Approach (SLA): CHF’s Sustainable Livelihoods Approach (SLA) uses a comprehensive, integrated and assets-based approach to rural development that brings sustainable transformation to the lives of people living in poverty. SLA analyzes poverty in rural areas in a way that respects and empowers households and communities. It then uses that analysis, and the aspirations of the families we work with, to develop livelihood strategies that are economically, socially and environmentally sustainable. Ultra Poor: Beneficiaries participated in selecting the specific indicators to define ultra-poverty in their communities. Generally, ultra-poor beneficiaries were characterized by the following attributes: Have no productive assets for income generation • Land less or very little land • Female headed households-widow/divorced/long-term separated form husband • No ability to take 3 meals year round for all members HH • Large family which depends on single income earned by which they cannot run the family or meet their basic requirements.

Glossary of Terms

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1. INTRODUCTION This document presents the lessons learned from CHF’s rural livelihoods programming and projects in seven countries – Ghana, Kenya, Ethiopia, Sudan, Bangladesh, Pakistan and Sri Lanka.

GHANA The Sustainable Poverty Reduction in Northern Ghana (SPRING) Project focused on improving agricultural productivity through crop diversification, livestock production and natural resources and land management, creating an enabling environment for risk mitigation and reduction of vulnerabilities, and strengthening local organizations through technical assistance and improved networks.

ETHIOPIA The Partnership for Food Security (PFS II) Project was implemented in the Bati woreda of Amhara in partnership with the Organization for Rehabilitation and Development in Amhara (ORDA) (C$ 6.7 million). The purpose of the project is to sustainably improve food security of targeted households through strengthening agricultural productivity, management and conservation of natural resources, diversification of income, and improving disaster prevention and management capacity.

KENYA The Supporting Community Responses to HIV/AIDS through Livelihoods (July 2006 – March 2009) was implemented in partnership with WEMIHS. The project was designed to provide HIV/AIDS-affected households, and those men and women most vulnerable to the disease, with new sources of income and improved food production. The project worked with fifteen community groups and engaged them in subsistence farming, horticultural production, handicrafts, and table banking.

SUDAN The Sustaining Peace and Enhancing Livelihoods in Southern Sudan (SPELS) Project ($3.15 M) (2008-2011) focused on enabling communities in Southern Sudan to take advantage of the Comprehensive Peace Agreement (CPA) that was signed in 2005. The project promoted peacebuilding and recovery through a two-fold approach: first, it lessened the potential for conflict by creating livelihood opportunities for settled people; and secondly, it helped internally displaced persons (IDPs) reduce pressure on resources and address conflict by strengthening the capacity of communities to resolve disputes.

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BANGLADESH CHF and the Institute for Integrated Rural Development (IIRD) jointly implemented the five-year Sustainable Livelihoods for the Ultra Poor” (SLUP) project in Bangladesh (2006-2011). The project directly supported 10,500 ultra-poor households, including women-headed households, through a broad range of asset and capacity building support with a goal to sustainably improve and diversify their livelihoods, increase their incomes and achieve food security. In addition, 19,500 near-poor households benefited from community projects.

PAKISTAN The Canadian Hunger Foundation (CHF) and HAASHAR initiated the Restoration and Improvement of Sustainable Livelihoods in Konsh Valley (RISLK) in District Mansehra, Pakistan. This reconstruction project focused on 6,000 ultra-poor households, but with a broader mandate to involve the wider community through self-selected infrastructure projects. The Project also provided disaster preparedness capacity building and support to selected villages within the Project area (CAD2.625 M) (2008-2012). The Canadian Hunger Foundation (CHF) and Sungi initiated the Sustainable Livelihoods Rehabilitation in Four Earthquake-affected Union Councils of Abbotabad Project. The four Union Councils (UCs) were Boi, Kukmang, Pattan and Nammal, comprising 93 villages and benefiting 5,010 ultra-poor households. It aimed to help the ultra-poor assess their current situation, identify their needs and aspirations, and develop and implement livelihood strategies that were economically, socially and environmentally sustainable (February 2007 to June 2008)

SRI LANKA Towards Sustainable Livelihoods in Galle, Matara and Trincomalee (CAD $3.1 M) post-tsunami project managed and implemented by CHF and Sewalanka Foundation (SLF). The project sought to increase the asset base of 5,300 ultra poor households in three districts in Sri Lanka using a sustainable livelihoods approach (SLA). The goal of this project was to contribute to the rehabilitation of tsunami-affected communities in Sri Lanka. Its purpose was to assist, support and enable poor, rural households in these areas to attain sustainable livelihoods and, thereby, to reduce their economic and social vulnerability.

CHF’s Approach The Canadian Hunger Foundation’s fundamental approach is to respect and empower local populations as architects of their own development. This approach helps identify hidden assets, untapped potential, networks of people, skills and resources — all of which give communities the power to transform themselves and create stable and sustainable livelihoods. When communities own development--when families drive change with their insights and enthusiasm-- we can tap vast reservoirs of potential and see change that lasts for generations. Entire communities are working closely with CHF to design and implement projects, while also providing advice throughout the process. The result is that CHF’s programming is building sustainable results and resilient communities. CHF’s development practice is grounded in two core approaches: Sustainable Livelihoods Approach – CHF’s Sustainable Livelihoods Approach (SLA) uses a comprehensive, integrated and assets-based approach to rural development that brings sustainable transformation to the lives of people living in poverty. SLA analyzes poverty in rural areas in a way that respects and empowers households and communities. It then uses that analysis, and the aspirations of the families we work with, to develop livelihood strategies that are economically, socially and environmentally sustainable. Capacity Building – We believe that building on local capacity is integral to ensuring sustainable development. Thus, CHF implements most of its projects in partnership with local organizations, simultaneously building the capacity of these organizations to grow and thrive. Working through a main partner, we are also able to build capacity within the broader network of community-based organizations and local government, and among individual households and community members.

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Project Activities aimed to ensure both women and men increased food consumption and sold their crops and products at profitable rates.

General Project Activities

• Created Household Livelihood Plans: Plans were developed in collaboration with women and men from targeted poor households, community facilitators, and livelihood specialists, and focused on building upon and diversifying their livelihood options.

• Transferred Economic Assets: A wide range of assets targeted directly to women and men’s needs and capacities were provided including agricultural inputs (rented land, quality seeds, tools), livestock inputs (poultry, ducks, goats, cattle) and start-up resources for small businesses (tailoring, fruit and vegetable selling, rickshaw pulling, fish trading and selling, petty trading, etc.).

• Built the Capacity of Beneficiaries: Capacity building included technical training and continuous coaching on the economic assets transferred, business planning and asset management, as well as training on important social issues, gender awareness, health, sanitation, nutrition, and disaster management were undertaken.

• Formed Groups: Groups were formed, formalized, trained and linked with service providers and market opportunities. Groups received tailored business development and marketing support.

• Community Projects: Wells were installed, sanitary latrines distributed, link roads repaired and built and housing conditions improved, livestock vaccination campaigns undertaken, health care programs provided and Traditional Birth Attendants trained to improve safe delivery services.

• Enhanced the Capacity of Local Partners: Trainings for local development organizations included sustainable livelihoods programming, gender mainstreaming, climate change and disaster risk reduction, results-based management and monitoring and evaluation, amongst others.

*Note not all projects undertook all activities described above.

+ CHF CHF is a Canadian non-profit organization with 50 years of experience implementing close to 1,000 development projects in Asia, Africa and the Americas. Partnering with local community-based organizations, CHF supports them to design, implement and monitor rural poverty reduction projects in collaboration with their communities. CHF is funded by the Canadian International Development Agency, the Asian Development Bank, the International Fund for Agricultural Development and the Inter-American Development Bank amongst others.

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Steps were taken to ensure gender-sensitive methods for data collection and analysis during the Lessons Learned (LL) studies:

• Established gender as a key theme and area of interest;

• Ensured questionnaires included gender issues and questions;

• Creating facilitation teams comprised of women and men;

• Supported staff in using gender-sensitive techniques;

• Facilitated in-field questionnaires with both FHH (female interviewed) and MHH (where both females and males were interviewed separately);

• Asked both female and male staff about their different and similar experiences on implementing the project;

• Compared data on women’s and men’s opinions, successes and challenges.

The Lessons Learned Studies Lessons Learned from CHF’s projects were underken from 2009 to 2012 conducted by both CHF staff and outside consultants. The lessons and recommendations reflected in this report are thus drawn from several years of experience in different countries and are offered for practical application and learning purposes.

Methodology The methodology for the lessons learned studies was participatory and learning-oriented and included both qualitative and quantitative data collection. Assessment questionnaires and tools were developed and field-tested to ensure validity and accurate data capturing. The studies used both primary data (the Survey data collected by the Lessons Learned Study) and secondary data (data that was collected by the project’s Monitoring & Evaluation System and previous studies). In most cases Access database was used for data analysis purposes.

Some of the Data Collection Tools Used • Beneficiary Focus groups were conducted with livestock and farming

groups, who were also part of revolving savings and credit schemes; and with beneficiaries who benefited from community projects (i.e. road construction and well installation).

• Staff Focus groups were held involving front-line staff, Sector Specialists, Management, finance and monitoring and evaluation staff.

• Climate Change & Environmental Focus groups were held with beneficiaries and non-beneficiaries to assess the environmental impacts of the projects.

• Semi-Structured Interviews were conducted with beneficiaries, from both male and female-headed households.

• Key informant interviews were conducted with local government, CHF, partners, community leaders and other stakeholders.

• Data Analysis through project Management Information System/Geographic Information System: Where available, baseline survey data was compared with end-of-project data to asertain lessons learned.

• Desk Review: Desk reviews were conducted of relevant documents including Project Reports, Baseline and Graduation surveys, Capacity Building plans, Gender and other project strategies and reports.

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2. Lessons Learned The next section details the main lessons learned in key areas including livelihoods, community projects and social support, environment and climate, gender, monitoring and evaluation, project approach and capacity building.

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+ Lessons Learned - Livelihoods LOW INPUT COSTS & LITTLE CAPITAL Livelihood activities that required little capital, had low input costs and provided beneficiaries with a fast return on their investment were the most successful. In Bangladesh Rickshaw driving provided an immediate return on investment and a regular income with little capital needs other than labour. Most Rickshaw drivers enhanced their businesses by buying and renting out more rickshaws and were able to deposit savings. Small trading businesses, which had regular consumer demand, short-term returns on investment and no requirement for storage or refrigeration also proved highly successful. Fish, vegetable and fruit trading all provided vital links between consumers and producers and most importantly, returns on investment were immediate (within 24 hours).

INCLUDING THE LANDLESS Rented land was a key strategy for ensuing ultra-poor beneficiaries (particularly women) could undertake agricultural activities that didn’t have access to land themselves. It was also a self-generating investment; beneficiaries used money from agricultural production to reinvest in land acquisition. However, for beneficiaries to fully benefit from land, seed provision and added input provision (tools/irrigation) should be considered.

INSURANCE SCHEMES By linking beneficiaries to insurance schemes projects can support beneficiaries potentially facing shocks and stresses. In Sri Lanka cattle farmers who formed a producer group with project support were linked to animal insurance schemes for protection from losses.

FAMILY IS KEY FOR LIVELIHOOD SUPPORT Family support played a big role in ensuing beneficiaries were successful in managing and maintaining their assets financially by providing interest-free loans. In Bangladesh over 85% of beneficiaries surveyed said they took loans from relatives to support their asset (i.e. pay for feed and vaccinations for cattle). Other financial strategies used to support their asset included using income accumulated from the asset to reinvest and support the livelihood activity; investing income from selling their own labour and taking loans from outside agencies (NGOs or money lenders).

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+ Lessons Learned - Livelihoods

HOME GARDENING Home gardens can be a suitable asset/livelihood strategy for women as they allowed them to contribute to enhanced livelihoods while continuing to pursue more traditional HH roles. Home gardens were also valued because they contributed to family nutrition and income, built social capital and created linkages with neighboring households.

GO WITH WHAT YOU KNOW The “go with what you know” approach to livelihood planning paid off. In Sri Lanka, Bangladesh and Pakistan the livelihood planning process ensured assets built upon beneficiaries’ skill, knowledge and experience. Decisions to ‘consolidate’ rather than ‘diversify’ emerged from the assessment processes which looked at existing livelihoods, skills, marketing and aspirations moving forward. Households chose assets that they were familiar with from their past experience as a day labourer, through self-employment, or by observing neighbours/relatives’ enterprise activities. This strategy of first “stepping up” their existing skills led to beneficiaries eventually “stepping out” into new livelihoods initiatives. For example several beneficiaries in Bangladesh that started with beef fattening have invested in goats, chickens and other livestock.

DIVERSITY BREADS SUCCESS The key success to increasing income was diversification. Having more than one economic activity had a greater impact on HHs and spread risk. MHH, because they usually have more family members, had a higher probability of diversifying livelihood activities whereas FHH could usually only cope with one. HH that did receive two assets were most successful when their assets complimented each other (i.e. they required different inputs, had different investment and profit times and could be used to reinvest in each other’s assets creating a positive cycle of growth). For example, duck rearing and beef fattening complimented each other as the quick profit was generated from selling eggs that could then be reinvested in cattle feed. However, providing more than one asset to households was sometimes harder for households to manage, and the returns weren’t always greater. When purchasing two assets the budget was split therefor HH were required to invest more to purchase two quality assets and had larger asset support costs (i.e. feed, equipment). HHs were most successful when they excelled at a specific livelihood activity, and over time diversified as part of their livelihood strategy. Availability of credit, effective group governance structures and access to markets were also key determinants in the success of income-generating activities.

MOVING BEYOND DISASTER The relief mentality in communities post-disaster/post-conflict can be a real challenge to SLA project implementers trying to shift thinking towards longer-term solutions to livelihoods challenges. Project experiences from Sri Lanaka, Sudan, Ethiopia and Pakistan underlines the real challenge of shifting mindsets from relief to sustainable livelihoods, especially within the context of increased NGO support through hand-outs. Expectations of people had generally arisen to great heights post-disaster and communities were used to relief and other assistance being given to them for little or no effort on their part. Longer time-lines, more community and social mobilization and better communication strategies may be needed for projects operating in these contexts.

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+ Lessons Learned - Livelihoods

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ON TIME AND ACCORDING TO PLAN Getting assets at the ‘right time’, such as for seasonal work, was key. This requires planning processes that are clearly informed by beneficiary’s needs and an appreciation of seasonal needs. The asset selection process should be done as early as possible involving men and women members of the HH and be preceded by an effective social mobilization process. In several projects there was a significant gap between initial contact with the village and prospective partner households, and the asset selection process. In Sri Lanka, for approximately 20% of the assets selected, the distribution was delayed. This had significant consequences in certain cases, e.g. fishing net prices increased, budgets had to be redone and some beneficiaries had to redo their livelihood plans. A cascading approach can help the project to move more quickly to asset distribution and ensure the ultra poor realize the benefits flowing from the project as soon as reasonably possible.

CULTIVATING COMPETITION Effectively tapping into people’s motivations and building in key incentives contributed to positive achievements in livelihood outcomes. In Sri Lanka the home gardening competitions motivated community members, as did the ‘competition’ between different Producer Groups. The introduction of community fairs spurred interests of producers and resulted in new social networks as producers and sellers became established and known in their communities.

LIMIATIONS OF LIVELIHOOD PLANNING Due to time and resources it was necessary to focus livelihood plans solely on the particular asset provided by the project. This raised the issue of whether other HH assets were being sacrificed for the project-supported livelihood. Some stakeholders suggested that HHs could create a livelihood plan to accommodate all of the HH livelihood activities in one document, including men’s and women’s various initiatives (and potentially sub-families). This option would have implications for the time and skills required of staff.

USE OF CASH BOOKS Cash books and livelihood plans played a key role in setting project targets, monitoring and evaluation of project activities, ownership and buy-in. Basic business skills and tools helped HHs to plan finances and think about longer-term HH concerns. These tools helped to shift the mentality of beneficiaries from relief to thinking more about longer-term sustainable livelihoods. Some families found it difficult to use cash books at the beginning; however, they later indicated how important they were to the families. In Sri Lanka one woman initially resisted but then asked her son to record every family activity and used the cash book to record/plan their day-to day transactions. The capacity building on cash books and livelihood planning, particularly for women, was seen as one of the most important aspects of the projects. In Sri Lanka and Bangladesh HHs indicated this support was more important than the asset itself.

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Lessons Learned - Livelihoods

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SURVEYING LIVELIHOOD OPTIONS Carrying out a livelihood/market survey before livelihood planning provides staff with better knowledge of the various livelihood sectors in the area and prospects for supporting HHs with appropriate assets. In the absence of such an analysis, HHs tended to give shopping lists of assets and without in-depth knowledge of the livelihood sector, staff were not able to check for feasibility. More needs to be done in terms of practical form of value chain approaches in agriculture and livestock that helps a producer to understand the value chain and engages them at all steps from the production decisions such as varieties and inputs usage to picking, harvesting, packaging, storage, transportation and negotiation with the buyer.

WORKING TOGETHER Joint livelihood activities had an effect on reducing domestic violence by facilitating shared livelihood initiatives and cooperative planning. In Sri Lanka a community facilitator described one example where an alcoholic husband often harassed the woman and children in the HH. The project supported the woman in shoe making, a livelihood area in which HH members had skills. The husband and wife now work together to make shoes and take them to sell in the market. The increased status and entrepreneurial role of the women has shifted a previously negative family dynamic.

COACHING COUNTS The major contributing factor to ensuring livelihood success was continued HH coaching. The extreme poor require a long-term vision for moving out of poverty. The challenges they face make it more likely that poverty will be passed on inter-generationally, so, projects must be defining turning-points in their lives not just ‘one-hit’ interventions. Overall there were strong relationships established between staff and beneficiaries based on trust and mutual respect. Weekly HH visits helped to reinforce the relationship between staff and HH; Beneficiaries noted that they saw staff as members of their HH; “we see them as family.” Given the history of isolation, marginalization and the lack of confidence among most beneficiaries, particularly women, this continuous engagement brought about a gradual attitudinal change motivating them to invest and think longer-term – a change that was a key ingredient to graduation out of ultra-poverty. However this intensive HH based approach required staff in-field, more resources and budget.

PLANNING PAYS & COSTS The livelihood planning process had benefits (improved targeting of interventions and motivated and engaged beneficiaries) however; the number of different plans/formats used in some projects came at a cost (they were complex, technical, time consuming and required lots of capacity building). The lesson is to keep up with livelihood plans, but reduce the burden of overly complex and time consuming HIP and HOP formats for each HH.

ACCOUNTING FOR INFLATION The failure to account for inflation on project asset costs resulted in some beneficiaires receiving poorer quality/quantity of productive assets. Through time, those that received assets later in the project had to purchase the same asset with less money, resulting in a lower quality inputs.

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IRRIGATE Expanding irrigation is highly profitable and provides income on a sustainable basis and encourages long-term food security. Lessons from Ethiopia show that projects should also make sure that women share in the benefits of these investments by encouraging redistribution of some of the land (whose value is vastly increased by irrigation) to women.

ASSET SUPPORT OR NOT? Not providing a stipend for ultra-poor households to manage their assets can promote increased buy-in, yet it can also overwhelm poor household when the cash isn’t there to manage their new livelihood initiative effectively. Whether and when projects provide a stipend or asset support (i.e. food for animals) to beneficiaries needs to be based on a thorough assessment and understanding of potential costs of production for all livelihood activities over the period of the project. In that way, realistic livelihood options can be determined and an understanding gained of how beneficiaries might be coping in terms of their input costs. In Bangladesh the increased demand on HH’s deepened HH’s buy-in, catalyzed family support and launched households into business planning. This being said, some HHs would have benefited from more input support and may have “graduated” out of ultra poverty faster had a stipend or asset support been provided. HHs taking on beef fattening or cow rearing for example had to wait a long time (sometimes more than a year) to realize a return on their investment and during that time provide for many input costs.

AIM FOR ASPIRATIONS Household-based livelihood planning, based on individual beneficiaries skills and interests ensured stronger motivation and buy-in. Beneficiaries were clear on the benefits of maintaining and building their assets and developed a clear vision and direction for use and profit reinvestment.

LIVELIHOOD GROUP FORMATION: SAME OR DIFFERENT? Organizing beneficiaries into homogeneous livelihood groups (all shared the same livelihood activity and similar aspiration) and heterogenous groups (memebers took on several different buisniess initiatives independently) each had their advantages. More knowledge sharing, skill transfer and bulk purchasing happened in homogenous groups, however, distance became a major factor of group functionality. Linking beneficiaries undertaking the same acticity meant they were spread amongst different communities; this often proved too far for them to travel and meet regularly.

GROUP GOVERNANCE Group governance is a key factor in loan repayment. In Kenya, less successful groups have been characterized by weak constitutions, leadership that is not responsive, and a vision and commitment that is not shared by group members. Governance structures should be assessed during the planning stage, and groups provided support revising constitutions and training in negotiation and conflict resolution.

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BARRIERS TO MARKETS Community groups face numerous barriers to market participation including a lack of market information, weak institutions, the inability to capture benefits from value-added processes, and low involvement of the private sector. Participatory market feasibility studies should be conducted during the planning stage. Groups should be encouraged to ‘produce what they can market rather than trying to market what they produce’, and be provided capacity building support in selecting, testing and evaluating marketing strategies, products and technologies. Models that minimize the project’s exposure and are more empowering for groups – such as savings-based loans or a graduated approach to accessing financial services – should be explored.

GROUPS ARE GOOD Participation in groups had a critical impact on beneficiaries savings, increasing their access to other services and improving their technical knowledge. Group membership influenced beneficiaries to start saving and increased their access to loans; increased knowledge sharing amongst members enabled beneficiaries to access other NGO services and lowered transaction costs. Beneficiaries shared knowledge through discussions on successes and failures of livelihood activities and strategies on fertilizer use and effective planting and harvesting techniques, and they supported each other in preventing and recovering from loss of an asset. Some beneficiaries noted that their participation in groups was the most important aspect of the project for them. Although some lacked an understanding of the benefits of group formation, had little time for group meetings, or found geographic distance too great a barrier, overall groups played a critical role in livelihood success. These social networks were particularly important for women because they often had less access to formal channels of dissemination and support. Group membership has been a particularly important form of social capital, particularly for people living with HIV/AIDS, helping to address problems of stigma and disenfranchisement. In Kenya, Members of the Maisha Self-Help Group (composed of people living with HIV/AIDS) suggested that in establishing their own businesses, they feel more confident and their status within the community has increased.

ACCESSSING CREDIT Improving access to credit is critical in enabling groups to expand or shift into new livelihoods activities. In most cases, loans have helped community groups to enhance livelihoods activities; they have in been invested effectively and helped groups to expand production-related income generating activities. They have also given most groups more confidence, creating pride in their ability to manage their businesses and motivating them to access services directly from the Bank. However, more vulnerable groups have been less successful in using loans; members have tended to use loans to meet immediate cash needs, rather than invest in production-related income-generating activities. This appears to stem in part from poor management and enforcement mechanisms, and in part from the lack negative reinforcement preventing these individuals from defaulting.

ACCOUNTING FOR INDIGENOUS KNOWLEDGE The use of indigenous knowledge is crucial to the success of community level animal interventions. In Ghana community members mixed their indigenous knowledge in raising animals with new information acquired.

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ADDRESSING IMMEDIATE NEEDS While supporting income-generating activities is critical, vulnerability may not be fully addressed unless household food security is maintained. Involvement in income-generating can benefit the most vulnerable, primarily in terms of skills in analyzing and understanding markets, and capacity to initiate and carry out activities. It is however critical to first build on existing livelihoods of these individuals that reduce risk and food insecurity before engaging in income-generating and market-oriented production. In Kenya, while attempting to raise the incomes of group members through the promotion of market crops, the project did not pay sufficient attention to the production of crops for household consumption. This may in turn have increased households’ vulnerability to other, different shocks, notably drought.

WAR & FOOD Insecurity and conflict can have a direct affect on livelihood aspirations and planning. In South Sudan, because of conflict, people have been afraid that if they have food they will be attacked by the militia; this has contributed, in some instances, to a “lack of aspiration” to produce more than the bare minimum of food needed to sustain themselves. This underlines the value of combining livelihoods interventions with initiatives which promote peace and security in participating communities.

MAKING MARKETING MEANINGFUL Many beneficiaries have no history of involvement in marketing; this is particularly so for people in relatively remote communities, such as in South Sudan, where lack of transportation or poor road access are major constraints. This has meant that it has been a challenge to develop and strengthen marketing options through the project, although some successes have been realized.

LIVESTOCK PASS-ON SCHEMES Using a revolving livelstock scheme (‘Pass the Gift’ Strategy) takes intensive buy-in, oversight and monitoring to be successful. Applying a scheme where beneficiaires pass on the offspring of their stock to other beneficiaries can expand outreach, however clear terms on the pass-on scheme must be documented, shared, understood by beneficaires and fair to community members. In Ghana only 1 animal was given to beneficiaires meaning the wait time for an offspring was very high for the following beneificary, and created discontent with the original beneficiary who had to wait even longer to benefit from the asset.

UNDERSTANDING HOUSEHOLDS The capacity of front line staff on gender issues is key to the success of HH livelihood planning. Staff need to have the skills, knowledge and training to effectively address gender issues at the HH level. This wasn’t evident at the beginning of several projects but understanding of gender issues, and how to address them, grew as projects unfolded.

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+ Lessons Learned – Community & Government Relations

BUILDING TRUST Building trust with communities through community meetings and workshops was essential to project buy-in. In Bangladesh, due to a history of aid work and profilitizing, at the start of the project beneficiaries and community members were concerned that the project may try and change their religion. The project addressed this by holding open community meetings to explain clearly the objectives of the project and by building linkages with respected community elders and leaders who could champion the project goals and visions at the ground level. It was also important to have clear communications with surrounding villages about project processes and targeting.

BOOSTING BUY-IN Community projects were essential for gaining the support and buy-in of non-direct beneficiaries. In several projects the implementation of community projects shifted non-beneficiaries’ mindset to accept the project interventions and reduced jealously and resentment towards beneficiaries. For example in Sri Lanka the establishment of social institutions, such as marketing fairs and Knowledge Centers, helped to build relationships within the community and between beneficiaries and non-beneficiaries.

COMMUNICATING THROUGH CBOS Using CBOs as a channel of communication helped to facilitate strengthening of relationships between beneficiaries and non-beneficiaries. This was a strategy used by the front line staff in Sri Lanka. CBOs, in turn, engaged non-beneficiaries in some of the trainings, which resulted in some becoming very active in group level activities.

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+ Lessons Learned - Community & Government Relations

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ROAD TO RICHES The establishment of roads had many knock on effects; boosting education levels during the rainy season, ensuring year-round access to medical care and catalyzing beneficiaries small businesses. The Etiopia project noted that without roads, other infrastructure needed to allow other project and activities such as training, irrigation projects, product marketing, etc could not proceed successfully. Futhermore, as cash crops become increasingly important, upgrading some of the main roads may be justified to encourage entry to the communities by traders and to facilitate marketing.

GOVERNMENT LINKAGES Facilitating links between project beneficiaries and governments can yield real benefits in supporting livelihoods of poor communities in the short to medium term. However, sustaining those relationships can be a real challenge, especially when dealing with ultra poor, vulnerable or remote communities. Creative responses are required, including working with partner organizations to enhance their capacity to engage government.

STRATEGIZING GOVERNMENT RELATIONSHIPS Lack of clarity about the government’s role in projects caused misunderstanding and led to tensions. Government officials generally saw their work with the projects to be outside of their official government duties. This sometimes caused tension between the project and government officials. During project design there was also an assumption that the Government would support the projects without direct capacity building or other support, e.g. allowances or payment for services, which may have led to misunderstandings. There is the need for clarity up front on government’s role in the project, including on issues such as allowances and opportunities for capacity building.

DEMANDING SUPPORT Livelihood groups can play a strong role in mobilizing members to demand support for government services, even when the government is extremely weak. The producer groups in Sri Lanka were able to play this role, reaching out to extension workers and received benefits for their members. However, the livelihood groups in Pakistan needed more support. Building up local institutions (e.g. Livelihood Groups, Village Coordination Committees) can be an important contribution to community empowerment and eventually help facilitate direct engagement with government.

SUPPORT TO COMMUNITY BASED STRUCTURES Community-based structures, such as the Community Peace Councils introduced in South Sudan have been highly valued for addressing issues of importance to community members, especially women. They have been important vehicles for addressing intra-community or household level conflict - “they resolve problems before they get worse” or the need to get pushed to a higher level.

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+ Lessons Learned - Community & Government Relations

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PARTNERSHIPS Partnerships can lead to greater synergies and to more sustainable outcomes. In Kenya, by collaborating with a mix of stakeholders the project was able to access new knowledge and skills in a wider range of areas. This strategy allowed the project to tap into technical expertise that alone it did not possess. Collaboration with stakeholders also brought strong synergies and complementarities, built on previous activities and helped to avoid duplication. The government ministries saw working with the project as synergistic and more time/cost-effective, noting that working with the project provided extension officers with an entry point for working with community groups: “You saves us time by forming groups and conducting the assessments. This helps us target more vulnerable groups.” Many of the partner interviewed for the study noted that partnerships have been successful largely because of their good rapport with WEMIHS staff. Frequent workshops involving all stakeholders and continual feedback from WEMIHS has fostered a sense of mutual support among stakeholder and clarified results and goals.

POLICY LINKAGES Linking projects to macro-level policy initiatives is critical in sustaining project efforts. A key focus of projects should be mapping policy coordinating structure and initiatives, identifying key entry points, and supporting direct engagement of community groups with government. Engaging government actors in a post-conflict environment -- when government institutions are weak, resources are few, and the number of externally-funded projects is high – is even more difficult. There is therefore a need to be strategic in engaging with governments (e.g., make sure initiatives are aligned with government priorities, participate in appropriate consultative fora, and share reports regularly to ensure government actors are informed about the project and remain committed, to the extent possible).

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GO WITH THE FLOW Planning for and implementing a livelihoods approach is a necessarily iterative and dynamic process. It requires the active participation of all different interested parties in the processes of defining meanings and objectives, analyzing linkages and trade-offs, identifying options and choices and, ultimately, planning and deciding what to do. A livelihoods approach requires a certain level of flexibility and adaptability in project budgeting, processes, targeting, planning intervention, policy making and monitoring and evaluation.

GENERATING PROJECT GUIDELINES

Lack of project documentation to guide activities (targeting, training of beneficiaries and staff, asset transfer, coaching and household support, monitoring and evaluation, etc.) led to confusion amongst staff and differences in carrying out project activities. In order to be effective, project guidelines need to be agreed upon upfront, terms clarified, documentation prepared outlining responsibilities and management, and oversight provided, particularly when involving financial issues.

BUYING-IN HH’s financial contribution motivated buy-in but in some projects also disadvantaged FHH. The financial contribution was important for building project buy-in and ownership and choice over the assets; however in some projects it also effectively meant that those HH which were poorest, particularly FHH, couldn’t provide as much capital to the purchase of the asset and therefore had to compromise for a lower quality asset. Those who could afford to provide more (better off HH) got to benefit more and had a better chance of their livelihood being successful.

+ Lessons Learned – Project Approach

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+ Lessons Learned - Project Approach

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MAKING IT MANAGEABLE Providing beneficiaries with a set amount (for example CAD $100) per asset reduced competition amongst beneficiaries, however in some cases the asset didn’t fit their needs. Sometime the 100$ purchased too many assets (for example goats) or too little (for example business supplies for those taking on a small business). Having a range to spend on beneficiaries assets (i.e. CAD $70.00 – $110.00) could have better accommodated beneficiaries’ differing needs and better ensured assets were manageable. However clearer terms and conflict mitigation needs to happen to avoid tensions.

WELFARE VS. LIVELIHOODS SLA programming needs to ensure complementarity of two (potentially conflicting) priorities: the poverty focus and the livelihood orientation. The wealth ranking exercises in several projects included beneficiaries that were aged, had physical disabilities, alcohol abuse, etc. These beneficiaries had a difficult time maintaining their livelihood activity and shared their land or animals with other community members, decreasing their overall profit. Selection of beneficiaries was more targeted in other projects (i.e Kenya and Ghana), with a focus on those who could implement their own livelihood activity. In order to avoid livelihood failure, targeting should be tightened to only include those capable of implementing a livelihood strategy, or the project should include a welfare component that would focus on meeting immediate needs. As appropriate, it would also seek to ‘graduate’ people towards livelihood activities. Opportunities also exist within SLA to integrate social components to address problems such as alcohol abuse and gender-based violence (GBV) (complementary to SLA). Decisions would have to be made as to whether these considerations could realistically be accommodated in shorter SLA projects. Another possibility is that the starting point for an SLA project should be a livelihoods study, followed by an identification of selected livelihood priorities that could be supported by the project, then an identification of targeted beneficiaries, i.e. ultra poor who could benefit from interventions in the selected sectors and geographic area(s). This orientation could potentially exclude segments of the ultra poor population who either don’t have a viable livelihood or who live outside the designated project area. On the other hand, it could lead to more targeted and effective livelihood programming with increased prospects for synergies amongst beneficiaries.

FLEXIBLE TARGETING The HH selection process needs to be flexible enough to accommodate HHs missed in the initial PRA processes. In Sri Lanka and Bangladesh it was discovered after the PRA process that some ultra poor had been left out of the selection. This was usually due to the fact that they were away during the selection process, e.g. working as laborers on farms.

ASSET AGREEMENTS Creating binding agreements on assets between the HH and the project, and requiring a beneficiary contribution, ensured buy-in and ownership of the assets provided. Beneficiaries were clear in their understanding that the asset would be taken back if it was left idle; therefore they had to make sure it was used directly to support their livelihood strategy.

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TRIANGULATION DURING WEALTH RANKING Triangulation of data was necessary to cross-check information during the wealth ranking process. Government poverty rankings were used to cross-check against the HHs information and secondary data from government sources (i.e. land, income statistics) was also used. There is a need to pull together government statistics, as available, on the total number of households and ultra poor households in the programming area before starting the HH selection process. Although some of this information may only become clearer through the HH selection process, especially in situations where government data is weak or non-existent. In Pakistan, staff were unable to identify the total number of households or ultra poor households which meant that some were left out at the first stage.

FLEXIBLE DESIGN Flexibility in the project design and implementation was important, especially when dealing with selection of assets, as beneficiaries often modified their livelihood strategies. Shocks and stresses (i.e. food price increases), seriously influenced beneficiaries’ choices regarding assets. However, lack of flexibility in the budget lines limited opportunities for switching livelihood options. Having fixed deadlines was also seen as mitigating against effective asset selection.

PARTICIPATROY PURCHASING OF ASSETS Including beneficiaries in the purchasing of assets built buy-in, ownership, business skills and reduced inappropriate asset selection and asset loss. When distributing fishing nets in Sri Lanka for example, field staff sought advice from the government fishing officer who came with them to buy the nets. However, some fishermen rejected the nets as they hadn’t been consulted on the purchase and wanted different ones.

LIMITED FOCUS ON THE ULTRA-POOR Focusing only on the livelihoods of the ultra poor can lead to a disregard of the role the non-poor (e.g. middle income owners, buyers and producers) play in the livelihood sectors. In Sri Lanka various stakeholders noted that in order for the ultra-poor to benefit from livelihood opportunities, they need to be linked to non-poor actors in the community, e.g. the webs of buyers, producers and other groups.

TARGETING HOUSEHOLDS Targeting only one livelihood per HH can create conflict within the household, especially if there are multiple family units and if more than one sees themselves as eligible. In Sri Lanka, spending, consumption and expenses are often done as a unit making it difficult to separate the incomes, livelihoods and expenditures of family members. Stakeholders noted that with an increased budget per HH multiple family units could be accommodated. However, this would decrease the overall number of HHs targeted. Concerns were also raised that if more than one livelihood was supported per HH, families could potentially mislead in order to derive additional benefits. There needs to be clear criteria to account for sub-families located within a single HH.

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BENEFICIARIES VS. NON BENEFICIARIES SLA initiatives focusing on the ultra-poor require effective conflict mitigation strategies and proactive engagement of non-beneficiaries in order to avoid or minimize conflict between those that have been selected as direct beneficiaries and those who haven’t. This was evident from the experience in several projects and was made easier by virtue of partner organizations’ history of engagement with participating communities and their own capacity in conflict management. Transparency in wealth-ranking or well-being processes and subsequent identification and selection of ultra poor households was key. To a certain extent in Pakistan, problems in transparency contributed to the frustration expressed by some community members who were unhappy with households either being included or excluded. Lack of transparency may also have contributed to inflated figures for the ultra poor in participating communities. For example, the mission team was not convinced that all households visited would have met a more ‘objective’ measure of being ultra poor. The bottom line is that it’s important to maintain an open and transparent dialogue with community members not only on the selection process but the overall direction of the project. The list of identified ultra-poor HHs must be shared with excluded HHs, Village Organizations and other local organizations in a timely manner.

ADAPTING SLA It is important to adapt SLA to the given context (i.e. it is not a ‘one-size-fits-all’ approach). This was evident in the different approaches both between and within countries. This underlines the need to ensure that proper analyses are undertaken to come to terms with the different realities of ‘ultra poor’ in different contexts.

PARTNERS’ CAPACITY The extent of partner organization experience in HH level planning needs to be factored into the project design. Supporting SL programming at the HH level entails a significant shift for organizations accustomed to working at the community level or engaging in relief work. CHF’s partners often did not have previous experience in HH level project planning and staff faced a steep learning curve. As one staff member said from Sri Lanka, “We originally thought we could do asset distribution instantly, but realized it would take a long time. Doing it at a household level was totally different. SLF has been doing relief for past 10 – 12 years. This is totally unique.” Effective implementation of gender-sensitive SLA requires staff of partner organizations to have specific capacities, e.g. gender, communications, facilitation, mobilization, data input and analysis, strategic management. Several additional lessons flow from this general point: a) the need to carefully assess the capacity of participating organizations to implement this approach before implementation, b) the need to establish clear strategies for enhancing the organizational capacity of partners to support implementation, and c) the need to calibrate the design and time frames realistically (including the time required to enhance capacity) in light of prevailing capacity gaps or shortcomings and conditions in the project environment. The projects also show how organizational ethos, leadership and commitment, including on issues such as gender, can ultimately be a strong determinant of success. SLA requires intensive management engagement, especially when the focus is on individual HHs and vulnerable groups. This can have implications for project budgeting and decisions up front re numbers of supervisory staff required to effectively oversee and support an SLA project, as well as their skill sets.

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TIMELINES AND REDINESS Determining the ‘readiness’ of stakeholders is important, i.e. SLA projects should support group formation when people are ready rather than prescribing timelines. In Bangladesh group formation happened too late. Having different time frames for different beneficiaries, i.e. longer for the most vulnerable or poor, makes sense in light of the different challenges facing them.

CASH OR IN-KIND? There are ongoing differences of opinions about the value of cash versus in-kind contributions from beneficiaries. In Pakistan the project appeared to favour cash contributions, to the extent possible, consistent with their other operations. The usual assumptions about cash contributions may need to be put aside when dealing with the ultra poor for whom in-kind contributions are seen as more suitable.

IDENTIFYING THE POOR Identifying the ultra poor in a post-disaster/post-conflict situation can be very challenging. The Pakistan post-earthquake context highlighted the challenge of ‘sorting through’ the variety of ultra poor – those HHs that were chronically poor, the transitional poor, and those who weren’t ultra poor at the time of the selection process but became ultra poor because of a ‘shock’ after the project started, e.g. an economic downturn, death of a breadwinner in the family, drying up of income generating opportunities. Among other things, the transitional poor may find themselves almost as vulnerable as the ultra poor after a disaster, but because of their greater assets and capacities, are able to restore their livelihoods more quickly than those who are chronically ultra poor. On the other hand, those who became ultra poor after the selection process may become as or more vulnerable than those who are chronically ultra poor. At present though, the projects have no way of accommodating those that face shocks after the project targeting process. The purpose of this explanation is two fold: a) to underline the challenge of clearly identifying the ultra poor in a post disaster scenario, and b) the dilemma of either sticking to criteria for inclusion in the program agreed to up front or to have some flexibility to accommodate those whose status changes over the course of the intervention.

DEFINE YOUR TERMS There is a need to reach a shared understanding on what constitutes a ‘female headedhousehold’, a ‘male headed household’ or ‘child headed household’. In Pakistan confusion about this designation was apparent at various levels with implications for identifying the type of household benefiting from specific types of interventions. An example identified during the review: a woman with four children (eldest 25 and youngest 14) and with two sons working. The HH was categorized as `woman headed` despite the fact that the sons were making the economic decisions for the household. This could be contrasted with a `woman headed household` in which the woman is a widow and without economic support from other family members. Deliberations on how to define a household thus need be clear on what are the key criteria for determining who is the household head, e.g. is it determined by who is the senior member of the household, who makes the key decisions about household assets, who controls use of those assets ….?

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HIRING STAFF When using community facilitators (through a HH coaching model) these staff need to be hired at the beginning of the project and thoroughly trained. The team responsible for household selection should be the same as the project implementation team. In Pakistan, few of the implementing team members were involved in the initial household selection process which contributed to a lack of continuity and a need to ‘re-engage’ with communities well into the project, often after a significant delay following the initial contact through the HH selection process. They also need to play a key role in the PRA and baseline collection process, and livelihood planning stages (not external hires) in order to build trust within communities and to strengthen skills. In Sri Lanka it also appeared to be most effective to hire CFs to work in adjacent villages, rather than their own in order to avoid personal conflicts; however this wasn’t the case in Bangladesh.

SCALING UP The effort, process orientation and mentoring required in an aspirations based model necessitates a phased approach before scaling up. Projects requiring deep and intensive focus at individual and household levels, data collection, validation, planning and the kind of nurturing and mentoring that is required for capacity development, need to be implemented in some sort of a phased approach and longer timeframes.

STRATEGING AROUND MARKETS Projects should set out a clear strategy for linking community groups to markets. This strategy may involve improving access to market information for groups to allow them to effectively diversify their income-generating activities and alter production to respond to market fluctuations; training in post-production value addition for groups engaged in horticulture and market cropping; and, linking groups with larger producers’ coalitions and co-operatives to generate economies of scale and increase group bargaining power. Once links have been established with stakeholders in other key areas, projects should focus on engaging private sector agri-business and relevant government marketing agencies to provide capacity building support and technical assistance.

SLA MODEL The livelihoods approach has been a useful analytical tool; a more holistic view has provided partner organizations with greater insights into the nature of poverty and vulnerability and a better understanding of asset management, helping to draw out the links between asset use, income generation, food security and vulnerability. It has also encouraged parnters to consider a broader range of indicators to gain a clearer picture of livelihoods, and of the interventions needed to support them. However, the livelihoods approach in and of itself has not made the extremely complex issues of livelihoods security any easier for partners to address.

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IT TAKES TIME & RESOURCES SLA projects take more time and more resources; especially when dealing with particularly vulnerable beneficiaries with limited assets, few skills, and who are at risk of falling into ‘traps’ (such considerations are particularly pronounced in post-conflict environments). In some projects, partners wanted to “go deeper” with household based programming but didn’t have the resources to sustain the support. A number of specific factors in the Sudan context also underlined the importance of longer-term support (e.g., poor growing conditions, limited market access, rain fed areas where the levels of precipitation are highly variable). It takes longer to introduce new methods and have beneficiaries effectively adapt them to the local environment, and to get beneficiaries on a trajectory of sustainable, positive change (all the while recognizing that setbacks are likely along the way, such as loss of crops due to disease or excessive rain).

CROSS-CUTTING THEMES How cross-cutting themes (e.g., gender, HIV/AIDS, environment/climate change) are to be incorporated in the project should be spelled out in sufficient detail in the project design to inform implementation plans; project stakeholders also need to be clear on how the cross-cutting themes can be addressed in a way that does not detract from the overall objectives of the project.

WHO’S RICH AND WHO’S POOR? It is difficult to distinguish between ‘rich’ and ‘poor’ in a post-conflict environment (i.e., when dealing with IDPs/returnees who are returning after having been displaced for extended periods of time). In South Sudan beneficiaries tended to be relatively homogeneous, in terms of being asset poor and having limited skills. Full coverage of beneficiaries in such communities is thus considered appropriate. It is also a useful way of ensuring that further conflict is not engendered between those who benefit from the project and those who are excluded.

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+ Lessons Learned – Environment & Climate

MONITORING CHANGE If environmental indicators aren’t identified up front, and staff trained on how to monitor, and roles and responsibilities spelled out, it’s unlikely to happen at all. Environmental indicators need to be included in the Management Information System from the get go to enable proper monitoring of activities. The initial Environmental screening report needs to specify explicit mitigation measures to be carried out, along with a work plan detailing responsibilities, key activities, costs, timing and key indicators to be measured and monitored. Subsequent missions after the initial review need to be undertaken to review the status of the environmental planning and monitoring.

STAFF TRAINING

Partner and project staff need training and support to effectively address environmental and climate change issues, and track and monitor environmental indicators. There is a need to organize initial and refresher trainings (or awareness sessions) for project staff on a certain interval. Projects should also consider conducting environmental awareness sessions for government extension workers (Agriculture, aquaculture, etc.).

IMPROPER PESTICIDE USE Lack of proper training for beneficiaries can lead to the over use of chemical fertilizers resulting in some beneficiaries experiencing soil quality degradation. There is a need for continued training and awareness (on a certain interval) on the application of chemical and organic fertilizers, particularly on application techniques and use of safe proportions (particularly related to High Yield Varieties seeds due to their need for increased fertilizer).

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+ Lessons Learned - Environment & Climate

INTEGRATING CLIMATE CHANGE Climate change is a serious threat to the rural poor’s livelihoods and must be integrated into project interventions a cross-cutting theme. Most projects made limited effort to address these issues in project interventions. For example, latrines were not built following disaster safe construction practice therefore, there is a possibility of ground water and surface contamination during floods. Housing improvements (addition of tin roofs) were also not secured based on disaster risk principles and could cause a hazard during cyclone periods. This oversight could have an impact on sustainability of livelihood activities and income stabilization of beneficiaries over the period.

GEOGRAPHY Geographic location and environmental risk must be factored in when supporting ultra-poor households in designing their livelihood strategies. In Bangladesh, data shows that HHs in flood prone regions that chose paddy production had lower income increases, and a lower probability to graduate from ultra-poverty. Those who choose livestock buffered their risk.

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+ Lessons Learned – Gender

STRATEGIES MATTER Mainstreaming gender considerations into the project cycle required specific gender strategies and interventions to ensure women and men both benefited from project activities. This needs to be supported with targeted resources, staff, budget and monitoring indicators to ensure success. Equally important was strengthening staff skills and the institutional capacity of partners to understanding and integrate gender issues into its own organizational operations.

SUPPORT THROUGH GROUPS Group membership had an important role in shifting gender roles and reducing domestic violence in the communities. Group members supported each other in addressing issues within their households and collectively intervened in household disputes. One interest group member in Bangladesh shared the story of their group banding together to speak with the husband of a beneficiaries who was experiencing violence. The group collectively met with the husband and provided consequences to mistreatment of women and how this was an unhealthy and dangerous practice, effectively resolving the conflict.

OVERCOMING RESISTANCE Staff’s concentrated efforts to engage religious leaders and inform them of the benefits to women’s involvement in income generation activities had a direct impact on shifting attitudes and gaining influence. In Bangladesh religious leaders played a gatekeeper role to beneficiarie’s project participation and at times were both a main obstacle, and key supporter, of project interventions. Similarly, the strategy of targeting the eldest male in households and involving them in discussions on gender and women’s economic power and mobility, had the potential to make or break the project.

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+ Lessons Learned - Gender

“If you visit the HH who participated in the gender package training you can easily access the change from day one to day two - You can see the changes in the following day. For example, men weren’t able to see what women were doing for the HH. They would say that women would do nothing. From the gender training they can see all the work and support they provide for the wellbeing of the household… This is the good things of this project. Definitely it changed men and women’s mind. We see a good picture in the community.” – Bangladesh Project Staff

FEMALES AT THE FRONT LINE Recruiting and training female extension workers, particularly in areas where cultural norms restricted male-female interaction, had an important impact on gender change at the community and household level. Some project’s gender strategies placed a particular focus on hiring and training female staff to work side-by-side with the ultra-poor in their communities. On top of providing these women with an added boost to their education through numerous trainings and a steady income, they became positive role models within the communities in which they worked, influencing community attitudes on gender. These women became technical experts in various areas (agricultural, livestock, small business, marketing, etc.) and were respected and appreciated. Female extension workers also likely had an impact on female beneficiaries’ participation in extension activities and their adoption of new technologies. This being said, male and female staff have different needs and face different challenges (i.e transportation, safety, etc.) and this needs to be addressed in the project for both female and male staff to be effective. Several projects also faced difficultly in finding suitably qualified female resource persons (e.g. in Pakistan for the advanced livestock training for women).

ENHANCING WOMEN’S OWNERSHIP Providing women with sole ownership of project assets (through project agreements and contracts) enhanced buy-in from men and had a significant effect on improving women’s social and economic status within the HH. In Bangldesh and Sri Lanka this was highlighted as one of the most significant strategies of the project. Ownership over assets was used as a leverage point for field staff to motivate men to involve and value women’s opinions. Although in some HH gender roles still swayed towards men as primarily decision-maker, now male members couldn’t sell or reinvest the asset without women adding to the decision-making process. In Bangladesh 100% of those interviewed (both women and men separately) during the lessons learned study noted there had been a reduction in conflict between men and women within the HH. They attributed this directly to the project, particularly women owning assets, therefore gaining recognition, respect and voice within the HH. Depositing savings in the women’s name also had a similar effect; women now had a say on how much to spend and what it was used for.

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+ Lessons Learned

NOT EVERYONE BENEFITS EQUALLY Not all household members benefited equally from increased food availability and production; and it wasn’t just gender that made the difference; age and household status (MHH vs. FHH) had a big influence too. FHH and MHH have different food distribution strategies within the HH leading to two significant implications; 1) Monitoring tools and analysis done at the intra-household level provides more of an accurate reflection of the patterns of food consumption within a household and; 2) Gender strategies are needed to ensure an increase in production and yields also benefit women.

ALL IN THE TIMING Gender change takes time. In Bangladesh, beneficiaries that were in the project the longest (First and second intake beneficiaries) had the advantage of longer-term coaching and support on gender change and therefore had higher levels of joint-decision making at the HH level. In contrast, third intake beneficiaris were in the project for 1.5 years impacting on household power dynamics. The project’s support on gender change is even more significant for MHH; 71% of MHH achieved joint-decision making in the first intake compared to 58% of third intake beneficiaries (a 13 percentage point difference).

LIVELIHOOD PLANNING LEAVES WOMEN BEHIND More needs to be done to ensure women in MHH understand and are involved in livelihood planning. In Bangldesh, while women in FHH showed strong rates of involvement and ownership over livelihood planning, as the project progressed, women in MHH got left behind.

GENDER CHANGE FROM THE TOP CHF capacity building support had a significant impact in raising partner’s staff awareness of the significance of gender equality to development results, and in transferring best practices and tools to address gender issues at both the project and organizational level. The presence of a gender equality policy at partner level also motivated organizations to make significant changes in policy and organization-level practices to promote a gender equality-friendly workplace.

CASH BOOKS AND CHANGE Introduction of cash books and livelihood plans impacted the perception of gender issues at the HH level. Women’s contribution to income generating activities, which was previously ignored, is now being recognized in participating HHs. After project interventions, women also began to form producer groups and increased their participation in activities outside of the households, e.g. meetings. This was a particularly significant development for Muslim communities in Sri Lanka.

- Gender

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+ Lessons Learned - Gender

GENDER TRAINING PAYS OFF Gender training for beneficiaries and project staff improved their understanding and motivation to address gender issues and significantly impacted gender relations within the HH. Staff from different projects noted that gender training had an important role at the HH level and many saw it as one of the biggest successes of the project. There were numerous examples provided of male beneficiaries changing their attitudes in relation to women’s roles and status after trainings. A particular activity, which outlined women’s, and men’s roles and responsibilities throughout the day (timeline exercise) provided a clear idea for community members of women’s important roles, responsibilities and their intensive task load. Gender training and orientation should be carried out for project staff before the start of the HH selection process. In Sri Lanka gender wasn’t factored in at that stage with the result that the project was described as initially being “gender blind”. Gender equity programming needs to be culturally specific and culturally sensitive, taking into account local realities (e.g., the traditionally male-dominated culture in Southern Sudan, the impact of long-term conflict on families and traditional structures, etc.).

MEN AND WOMEN’S DIFFERING ASPIRATIONS Men and women often had different aspirations and livelihood strategies. In Sri Lanka, men targeted higher income activities and had aspirations which were often ‘too high’ in light of their existing resources. On the other hand, women’s aspirations tended to be lower, and were often more ‘realistic’ and focused on a shorter period of time. Project support needs to take into consideration women’s and men’s different aspirations and plan trainings that raise awareness with women about their opportunities and strengths.

WOMEN’S WORKLOAD There is a need to be cognizant of positive change realized at the HH level, e.g. women making more money and assuming a stronger role in decision-making, but associated potential for investments to increase women’s workload. In Pakistan a number of investments ‘empowered’ women as actors within their own households but in some cases also led to increased workloads. Project tracking instruments weren’t able to capture such changes, or associated issues of control at the household level. Strategies such as story telling could help to bring out experiences of this sort, but would require staff to develop relevant capacity.

PART OF THE TEAM Gender specialists, as well as sector and technical experts should be included as part of the team from the assessment and planning stages so that they can play an informed and effective role in asset enhancement. Early engagement can also help ensure the project team benefits from good advice on the HHs aspirations e.g. feasibility of aspirations or implementation plans.

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MONITORING ASSETS Close monitoring from project staff, asset recovery teams, and group leaders prevented the selling of assets and supported beneficiaries to build up profitable livelihoods. Beneficiaries viewed field staff as mentors and received continuous technical and social support; essentially they were not allowed to fail. Project agreements, which held HHs accountable for assets, reinforced their commitment and dedication to the project. Asset recovery teams, composed of sector specialists, field specialists, project managers and field staff, also helped to monitor and assess asset erosion, providing much needed insight and strategizing into how to reduce asset losses. Group leaders played an important role in ensuring livelihood implementation was successful and provided important trouble shooting and encouragement to members.

KEEPING IT FRESH While data analysis was hampered by the various versions of different reporting formats and baselines (making comparison challenging) there was a strong commitment to getting the indicators and processes right – which paid off as a strong learning opportunity for all involved and some excellent insight into replicable models for monitoring and evaluation. M&E was very much an innovative, learning process, which adapted and changed over time. Often the sample size and frequency of collection of indicators changed through the life of the projects, gender questions were added and revised, the “graduation” criteria and process was invented, and a variety of short studies (i.e. Asset Erosion study, graduation surveys, interest group study) were conducted during projects which aided in informing management on the progress of the different activities and services and helped modify program strategies as needed. Several projects succeeded in creating a culture of innovation in which learning, adaptation, innovation and change were stable elements.

+ Lessons Learned – Monitoring & Evaluation

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+ Lessons Learned - Monitoring & Evaluation

1

MANAGING DATA Simplifying data collection formats and reducing sample size and frequency would have allowed for greater time for the M&E team to analyze, make connections within data sets and share learnings, without compromising information. In several project there was an incredible amount of household data collected focused on a wide-range of holistic indicators. The data collection formats were highly complex and the large amount of data collected, combined with the frequency and sample size, proved a huge and unnecessary burden for the staff. The sophistication of the formats contributed to increased errors and required M&E staff to spend more time screening data.

CLARIFY YOUR PURPOSE Lack of clarity around the main purpose of monitoring amongst team members led to a lot of confusion. In Bangladesh throughout the project sample sizes were changed repeatedly during negotiations made between staff and CHF management. These repeated negotations were primarily due to a fundamental difference in views on the purpose of monitoring. Some saw project monitoring as a tool to measure progress and report (promoting accurate sampling) while others saw it as a guide to targeted implementation (demanding every HH be surveyed to ensure support is then tailored to their particular circumstances). Get clear about the primary purpose of MIS needs to be established and agreed upon from the beginning and appropriate resources allocated.

STAFF EDUCATION MATTERS Low education levels of front line staff hampered their ability to absorb staff trainings, reduced data quality and led to high drop out rates. Front line staff played an essential role in the success of M&E; they needed to build trusting relationships with HH to access highly sensitive information, they required research and analytical skills to assess and screen information and needed to understand the cultural and gender nuances of HH dynamics. For the most part this was beyond community facilitator’s capacity (particularly for the more qualitative information and gender questions) and senior staff were frequently called in to support during HHs aspiration assessments, annual reporting periods, graduation surveys and gender assessments. Sector specialists spent time fact checking community facilitators work, and sometimes redid data collection, causing them to neglect other assignments. In Bangladesh partly due to the intensive burden there was a high drop out rate (over 50%), creating gaps in HH data collection and weakening relations with HHs.

GOING INTO THE HOUSEHOLD Collection of intra-household level data (rather than just household level data) should depend on the project focus, resources, budget and skill sets of the partner organization. While intra-houshold level data can be important in order to track clearly who is benefiting (men or women) from project investments, it also leads to more intensive and complex data collection and analysis requirements. In Bangladesh intra-household level data was collected without a real understanding of how to make sense of women’s and men differeing opions on the same indicators (i.e. yields or access to resources). Ultimately a balance needs to be struck between securing data required for programming decisions and avoiding systems, which are too complex to manage.

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SHARE THE WEALTH Without a knowledge sharing or communications strategy, which outlines plans for sharing project results and information, little gets disseminated beyond the CIDA desk. Communication and networking were aspirations of several of the projects but the approaches, mechanism, budget and personnel were not catered for in the design. In general, it is useful for projects to have an internal and external communication strategy that can serve as a comprehensive guideline for future activities and image-building, particularly, for enhancing visibility and impact. It should also elaborate on how the Project is supposed to coordinate in concrete ways and the means for doing this. This strategy should, among other things, prioritize target audience and make explicit requirements in terms of dissemination, coordination, tracking and monitoring and generating useful feedback. Knowledge management and documenting Project related information and lessons learned and their dissemination should be part of this strategy.

GETTING CLEAR CHF and project partners need to determine what type of information is required, at what intervals, for what purpose, e.g. project monitoring or management. Project databases included a considerable amount of detailed information on individual households (In Pakistan, 252 variables per household, according to SUNGI). It would be helpful to review the level of detail required to effectively track progress on livelihood enhancement at the household level and the type and amount of data needed for effective managerial oversight and direction of the projects. Being selective in data entry and tracking can help ensure MIS/GIS systems contribute to effective ongoing planning and management (vs. overwhelming staff with excessive and unmanageable data).

BUILDING CAPACITY Capacity building on GIS/MIS systems needs to be provided on an ongoing basis, particularly for organizations with limited experience in these areas. Partners in Pakistan struggled with retaining staff with the requisite skills to manage their MIS/GIS systems. This has affected their ability to effectively use relevant systems. As or more importantly though, is the need for them to be clearer on how they want to use the MIS/GIS and for what purpose. Qualified M&E personnel with a clear understanding of SLA and the information required to effectively manage and implement an SLA project is essential for effective use of MIS/GIS. CHF should provide extensive capacity building support in livelihoods monitoring and evaluation; creation and use of the logical framework analysis; and the implementation of a results-based management approach.

KEEP LEARNING Sharing M&E data on a regular basis with staff and management can help to maintain focus on project priorities and support effective project management and implementation.

INCENTIVES FOR M&E The use of incentives – free VCT services, for instance – alongside data collection has helped to encourage group members to participate in activities, such as M&E, where there is no tangible benefit.

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USE OF GIS GIS was not used as extensively as a management tool in certain projects compared to MIS. During the design stage expectations were not clear for parnters on the role of GIS. GIS could have been used more extensively to analyze trends, directions, clusters, etc. and could have been more fully incorporated into project management. In practice, GIS was seen more as a tool for mobilizing communities (using the visual images) and for mobilizing project staff. In Sri Lanak staff compared villages by relying on mapping information which added to the sense of competition amongst staff. In Pakistan the MIS/GIS has been appreciated by the government; it has helped avoid duplication in implementing community phsycial infrastrure and the project was able to talk to the government line departments in a more credible way through visual presentations and facts.

MONITORING CHANGE While household monitoring was extensive, community projects required better outcome indicators to ensure their success. Important project initiatives such as the training of traditional birth attendants, and installation of wells had output indicators (i.e. number of people training, wells installed) and information on access and use but lacked the outcome indictors needed to ensure effective operation.

ANALYZING CHANGE M&E tools are only as useful as the analyses that go with them. In several projects the focus was on developing data collection tools and it was relatively easy to collect data, but not easy to manage that data or produce useful analysis of it. For instance in Kenya the impact on incomes was recorded, but data to show the relationship with nutrition, household food security, or vulnerability was not. This has often kept the project from seeing areas of improvement until too late.

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+ Lessons Learned – Capacity Building

TAILORING TRAINING The evaluation of beneficiaries absoption and application of training helped target further support to HHs and ensure livelihood interventions’ success. In Sri Lanka and Bangladesh a targeted approach to follow-up capacity building was used. In these countries beneficiaries were evaluated and categorized so that further support and capacity building was directed to those groups as required. Those that had been unsuccessful were given follow-up business training or supported on a reevaluation of their strategies and assets, while successful entrepreneurs were given value-added training or support in market linkages. This ensured that each group received the level and type of attention needed.

HIGHLIGHTING HUMAN RIGHTS Better linkages needed to be established with organizations undertaking legal protection and legal rights training with ultra-poor communities. While some projects did provide social awareness and gender training (at times with a legal component), there remained an inability of project staff to deal effectively with human rights issues. Linking with other organizations who are addressing these issues within communities could provide them with more direct support.

WHO GETS TRAINED? The inclusion of non-beneficiaries in training can be valuable (practically and strategically). In Sri Lanka non-beneficiaries who received training were able to join groups. They were also involved in collective marketing and participated in exhibitions in Colombo. Including ‘non-beneficiaries’ in training though can have implications for project budgets which have to be factored in.

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+ Lessons Learned - Capacity Building

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SKILL BUILDING SUCCESSES Adequate skill training for beneficiaries was a prerequisite for the successful implementation of development interventions. Particularly the involvement and engagement of female beneficiaries required leadership development and motivational training. Skills and capacity development for beneficiaries was seen as one of the most important project provisions. In Sri Lanka community members that were not target beneficiaries requested skills training rather than assets as they saw it as the most valuable input for expanding and improving their livelihoods. Exchange visits were also an important capacity building initiative, motivating staff and catalyzing learning between projects.

TRAING AT THE FRONT LINE Capacity building of front line staff (Community Facilitators) and organizational support for them in participating communities has been key to the success of the project. Effective CF facilitation skills are essential to ensuring equitable participation at community meetings and averting domination of SLA processes at the village level. Some families and individuals were ‘crowded out’ by others in consultations during the PRA process. Field staff didn’t always have the skills or confidence to mediate differences amongst community members or to ensure full participation. Staff also need at least basic knowledge of the different livelihood sectors in order to support HHs decisions on asset selection, livelihood planning and capacity building. Some staff reported that during livelihood planning they did not always have a clear idea themselves about appropriate livelihood strategies or what constituted realistic HH income targets. Staff responsible for household selection need to be trained properly before undertaking work at village level. (e.g. probing and facilitation skills). It’s important to acknowledge potential trade offs though in these processes, e.g. difficulties in hiring staff, or the time required to fully train staff, both of which can have the effect of delaying the household selection process and slowing down asset selection.

BUILDING UP ORGANIZATIONS It is important for CHF to strengthen the capacity of the implementing agencies in SLA, while providing sufficient space for them to innovate and adapt to local circumstances. Intensive support on SLA is needed, including exposure to other experiences. This allows partners to adapt the approach to their particular context more expeditiously. At the same time, there is also a need for trial and error - “each country or area has its own way”, including how to respond to the dynamics of poverty in a given context.

FORMALIZING FOLLOW-UP Following-up with the individual HH after they underwent training solidified learning and led to higher rates of behaviour change. In Bangladesh after a training took place, a front line staff would follow-up with the HH and ask about what they learned at the training, what they will implement and what the plan is for putting the advice into place. This reinforced knowledge acquisition, allowed beneficiaires to ask any clarifying questions to ensure understanding, and provided immediate feedback to staff on how well the training was understood and undertaken.

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CAPACITY AT ALL LEVELS SLA should focus not only on the household level but should be implemented with a view to enhancing capacity at the group, community and institutional levels in order to help ensure sustainability. All projects supported groups, community and institutional level investments, but arguably this should be done or at least be planned more explicitly from the outset with clear strategies as to what organizational and institutional policies and arrangements are key to sustainable change, particularly at the household level. This may require more focused and intensive investments in community level institutions, as well as government departments and agencies, which have the expertise to support the ultra poor. Community institutions can play an important role in bringing communities together, empowering community members, providing links to other groups and projects, and encouraging community members to engage in self-help activities. However, they are likely to require support in a number of areas, e.g. terms of reference for office holders, record keeping, fixing schedules for meetings, some of which could be realized through exposure visits.

TRAINING TOGETHER Joint-livelihood training (husband and wife) created a common vision and motivation for the livelihood activity based on mutual support and collaboration. Participating in trainings together helped ensure both women and men were actively involved in asset support, maintenance and decision-making. Women moved into new roles by providing feed for livestock, maintaining health of the animal through vaccinations and daily care, weeding harvesting, threshing, collecting raw materials and processing them.

GROWING BUSINESSES The ultra poor need orientation on medium and small micro-enterprises (MSME) and planning for self-employment prior to livelihood planning. Ultra poor families often had few ideas re prospective business initiatives. The projects also had to provide continuing support as the ultra poor families frequently changed their livelihood ideas. FHH in particular need added support and coaching.

BUILDING UP LIVESTOCK WORKERS Several projects focused on training community livestock workers (targeting women and men) however, the targeting of women continued to face challenges (in Pakistan particularly). Training of women as livestock extension workers requires more community sensitization and specific skills building and leadership training of women to ensure sustainablility. Projects also faced some resistence from government vets who saw community workers infringing on their terriroty, even though their ability to provide extension services to communities was virtually non-existant. Clear communication must be held with government ministries to avoid CLW’s being undermined (particularly for female CLWs).

TRAINING ONGOING Capacity building with community groups is an ongoing process. Group needs have changed as they have grown or moved into new livelihoods activities. In Kenya, the project had to closely monitor this using both quantitative and qualitative data to give grounding and objectivity to group perceptions and judgments on capacity needs and progress, and adapt capacity building plans accordingly.

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DEMAND DRIVEN Capacity building must be demand-driven and supported by appropriate resources. To be effective, capacity building must meet community group needs, and be adapted to those needs. In Kenya, an assessment was conducted early in the project – prior to the onset of training – to establish needs and develop capacity building plans. Two related lessons flow from this: groups should participate actively in the development of plans to ensure ownership and be involved in the design of learning materials to ensure that these are appropriate.

LEADERSHIP MATTERS Leadership matters in capacity building. Leadership is another way of talking about ownership. At the group level, the commitment of leaders has been crucial in ensuring that group members take ownership of new knowledge and skills.

MULTIPLYER EFFECTS Capacity building can have a multiplier effect. In several countries the transfer of new knowledge and skills from community group members to non-participants has been significant – this was not planned, but evolved organically through demonstration.

SELECTING TRAINERS Find the right capacity builders. CHF has by-and-large employed project staff, rather than technical experts or professional facilitators in the provision of capacity building. Project staff have an existing rapport with trainees and understand their needs. They also have an internal incentive for ensuring that capacity building initiatives are effective and sustainable.

GROUP TRAINING Initial capacity building support for groups in loan management and record-keeping, coupled with sound business plans and backed by effective constitutions are critical. Groups with clear business plans informed by a clear understanding of their market have tended to be more successful in the use of capital. These must be backed by effective constitutions that govern the use of loans by individual members and enforce repayment. Simple and transparent accounting systems have also been important in helping groups to manage their finances.

BEYOND CAPACITY BUILDING Capacity building is about more than the transfer of technical knowledge. A focus on demonstration and practical application of new knowledge and skills, particularly around livelihoods, is most effective. The ‘learning-by-doing’ approach employed by the project in Kenya allowed knowledge and skills to be tested and validated. It also created a coaching and mentoring relationship that has maximized the results of Kenya’s capacity building support, and allowed groups to take ownership of learning outcomes.

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MOBILIZING EXISTING SKILLS Capacity building is not just about developing new knowledge and skills. It is also about mobilizing existing capacity – applying it in different, more productive ways, rather than building new capacity. A key strategy in this regard has been to use local and indigenous knowledge, particularly in crop production and diversification.

BASELINE Capacity analyses are an important first step in capacity development processes as they can help to frame the challenges to be addressed and provide a baseline for measuring progress. In contexts such as Southern Sudan, they also have to be done in a ‘conflict-sensitive’ manner, drawing out information on the impacts of the conflict on local capacity and the implications for strategies moving forward.

INVESTING IN PARTNERS Effective implementation of the livelihoods approach requires significant investments in building partner capacity, both up-font and over the life of the project. Projects have demonstrated that implementing livelihoods comes with a range of inherent challenges; most of these have been around human resource and capacity issues. As a consequence, mainstreaming livelihoods has been an iterative process, requiring more time than anticipated and ongoing technical support. This approach works when a number of conditions are in place: § Partner organizations take ownership of the approach, and do not view the livelihoods approach as a rigid,

prescriptive approach imposed by CHF. In Kenya and Sri Lanka, partners have been keen adopters of the approach, and have actively adapted and refined the approach to meet their particular needs.

§ Partner organizations have a minimum level of capacity in the use of participatory tools and methods, such as PRA, M&E and RBM. The livelihoods approach is an integrating framework, bringing together and building on these and other tools. A gradualist approach in introducing the livelihoods approach may be most effective, focusing first on skills development among partner staff, particularly in the tools and methods noted above, before attempting to introduce new livelihood terms and methods.

§ CHF is not overambitious in the use of the livelihoods approach or its expected results, particularly when working with organizations that are new to the livelihoods approach. Mainstreaming the approach is an iterative process, and this requires that CHF and its partners think more carefully about expected results and the sequencing of activities, and capacity building inputs.

§ CHF and its donors can cope with the demands of greater flexibility. These include incompatibilities with conventional project time frames, budget cycles and results-based management reporting requirements.

BUILDING MARKET SKILLS Groups need training so as to enable them to better negotiate with buyers. The project should also explore opportunities to pool the production of several groups engaged in similar activities or link groups to existing cooperatives or marketing coalitions. Linkages with financial institutions should only be introduced after groups have built up internal financial resources and social capital, and been initiated into a culture of regular repayment.

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BEING SYSTEMATIC CHF should be more systematic in its approach to building the capacity of partners: institutional assessments and capacity development plans with clear objectives and benchmarks for transfer of skills and capacity should be completed during the project inception. These should be linked to budgets and project activities, and guide interventions over the life of the project. Capacity building needs to be linked to serve project implementation and include appropriate sequencing linked to the project cycle. For example, M&E support is needed at the beginning of the project and systems set in place. A key suggestion from project staff in this regard was for CHF to move beyond the ‘mission’ approach to capacity building, and explore new ways of supporting partners through online fora and communities of practice, and facilitate learning and experience-sharing from and between CHF’s Southern partners. Capacity building initiatives should be based on clear and mutually agreed strategies, focused on expected results (agreed to by key stakeholders) but with sufficient flexibility built-in to be responsive to emerging needs. Capacity development initiatives in contexts such as Southern Sudan also need to be implemented with a view to responding to short-term capacity and performance needs (e.g., improved services), but without undermining long-term capacity needs and priorities. They also need to be calibrated to local realities, including the absorptive capacity of local organizations.

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3. RECOMMENDATIONS Improving programming for the future.

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LIVELIHOODS

• Provide beneficiaries with upfront math and literacy training to improve correct monitoring and documentation of livelihood information.

• Use a range to spend on beneficiaries assets in order to accommodate their differing needs and ensure assets are manageable.

• Create binding agreements on assets with HHs and require a beneficiary contribution to enhance buy-in and ownership of the assets provided.

• When making bulk purchases of assets, ensure that beneficiaries play the central role in the brand and model selection and purchasing.

• During livelihood planning with HHs make a clear decision between focusing planning solely on the asset provided, or on the HHs overall livelihood strategy; the latter having implications for front line staff skills, time and effort.

• Use HH cash books and livelihood plans as key tools for setting project targets, monitoring and evaluation of project activities, ownership and buy-in; these tools can help shift the mentality of beneficiaries from relief to thinking more about longer-term sustainable livelihoods.

• Be aware and plan for asset distribution that supports the seasonality of people’s livelihoods. Getting assets at the ‘right time’, such as for seasonal work, can be the difference between making it and breaking it.

RECOMMENDATIONS

COMMUNITY & GOV RELATIONS

• Provide open and clear communication about the project, including its processes and procedures, to diminish tensions between non-beneficiaries and beneficiaries. Use CBOs as a channel of communication to facilitate strengthening of relationships between beneficiaries and non-beneficiaries.

• Keep a project provision to support education for beneficiaries children (books, reading materials, etc.) targeting only those who cannot continue education for children due to costs.

• Put in place effective conflict mitigation strategies and proactive engagement of non-beneficiaries in order to avoid or minimize conflict between those that have been selected as direct beneficiaries and those who haven’t.

• Include social infrastructure (water, sanitation, vaccine campaigns, etc.) in order to avoid community conflict.

• Facilitate links between project beneficiaries and governments in order to yield real benefits in supporting livelihoods of poor communities in the short to medium term. Creative responses are required, including working with partner organizations to enhance their capacity to engage government.

• Clarify the roles and responsibilities and expectations of government in the project to avoid misunderstandings, including on issues such as allowances and opportunities for capacity building.

• Consider social support policies such as a livestock insurance scheme (which allows insurance of animals of up to one year) and a health policy for ultra-poor beneficiaries, which supports them during sickness to access health care.

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PROJECT APPROACH

• Ensure the budget allows for the hiring of educated front-line staff and build-in incentives in order to maintain retention. For example, build into the budget a provision for increase in salary (after every 6 months); and include a fund for front-line staff to receive logistical support during the rainy season (i.e. umbrellas, boots, extra fees for transportation.)

• Ensure an appropriate ratio between front-line staff and number of HHs they are responsible for(50 HH for Female front-line staff; 50-75 HH for Male front-line staff with use of bicycles); provide extra rickshaw money for female-front line staff when bicycles are not an option.

• Provide on the ground, on-going coaching to HHs to ensure livelihood planning and implementation is successful. Ensure staffing and resources support on the-ground support in communities.

• Tap into people’s motivations and build in key incentives (such as home gardening competitions/producer group competitions) or award ceremonies in order to contribute to positive achievements in livelihoods projects.

• Factor in the extent of partner organization’s experience in HH level planning; include more time and resources up front to strengthen front line staff capacity.

• Examine whether there are opportunities to link beneficiaries to insurance schemes (i.e. Ag schemes); this can support beneficiaries potentially facing shocks and stresses.

• Create Asset Recovery Teams – a group of staff that works to follow-up infield with struggling beneficiaries.

RECOMMENDATIONS

• Ensure adequate budget is allocated if taking on a HH based model; SLA requires intensive management engagement, especially when the focus is on individual HHs and vulnerable groups.

• For a livelihood project, ensure sufficient sector specialists are engaged through the project to support the main sectors and linkages to be built with government. Good coordination is required with the sector specialists to support front line staff in technical areas.

• Prior to project design, an assessment should be completed to understand partners’ capacity and approach to programming in order to make a collaborative decision as to how and if SLA can be used to complement or improve development effectiveness. For example, the HIPS and HOPS tool may be too extensive and time consuming for partners, therefore, a modified, simpler version for analyzing household aspirations, assets and strategies may be required.

• Fund learning as a core activity (exchange visits, reflective spaces). Learning takes time and resources, but forgetting can be expensive.

ENVIRONMENT & CLIMATE

• Create specific implementation guidelines on how to implement environmental sustainability and climate change cross-cutting themes.

• Provide upfront hands-on training to partners and project staff in tracking and monitoring environmental indicators.

• Link in with government best practices and procedures on climate change integration and disaster risk reduction/management.

• Ensure livelihood activities are screened for environmental impact and take into consideration climate change/hazards.

• Develop an integrated M&E system at project inception that includes specific indicators on the environment.

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GENDER • Identify the major gender issues related to the

project, outline a clear plan of action for addressing those issues in order to meet the project’s overall goals (Gender Strategy), and include appropriate resources and budget to support the strategy proposed (i.e. staffing, resources, training, and programming).

• Provide support to partner organizations on gender mainstreaming and gender-sensitive approaches from project inception. Ensure the local gender specialist is supported with tools and resources to mainstream gender issues.

• To enhance ownership and decision-making for women, create an asset distribution strategy whereby all assets are signed off in women’s names, with husband (where applicable), and other field staff as a witness. If running a savings program, have women sign off on all savings in her name.

• Provide staff (both front line staff and senior management) and beneficiaries (including a legal awareness component) training on gender issues; this is key to the success of HH livelihood planning; ensure both women and men from the household attend.

• Encourage the hiring of Female front-line field workers; ensure provisions are in place for their accommodation (if needed) and transportation. Provide added support on community facilitation skills.

• Involve religious leaders/community leaders in livelihoods planning to avoid backlash to gender equality work. Build linkages with community elites especially in new project working areas.

• Conduct joint-livelihoods training (women and men from same household) to strengthen buy-in.

RECOMMENDATIONS

MONITORING & EVALUATION

• Create a knowledge sharing strategy outlining the methodology and responsibilities of staff for sharing and disseminating lessons and results to other stakeholders (ie. To other organizations, government, board, donors) so information sharing goes beyond reporting purposes. Livelihood fairs or a semi-annual newsletter could be used as a means for sharing results, successes and challenges during the life of the project.

• When using GIS, create a clear plan for the use, analysis and sharing of information both internally and externally. Ensure lap top and internet connectivity in the field offices in order to share maps/GIS information with staff. Provide field staff with training in use and application, and create regular feedback and reporting sessions amongst staff to review and assess data. Also consider feedback loops to government and communities. Maps can make a real difference in community level discussions and beneficiaries themselves can explain and interpret the results shown.

• Maintain a balance between complexity of data collection formats (acccuracy) and ease of use (doability). Be clear about which staff will be using formats and hire and train accordingly. Provide intensive upfront support on data collection and analysis (including gender issues) for staff.

• Provide training to M&E staff on interpreting and analyzing data (particularly in relation to gender issues). This needs to be coupled with adequate time, outlined in their job descriptions, for data analysis.

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CAPACITY BUILDING • Provide upfront training to staff in

facilitating the formation and support of interest groups.

• Form interest groups early in the life of the project (by year 2) to ensure successful operation and sustainability after the project ends.

• Provide beneficiaries with an orientation on medium and small micro-enterprises (MSME) and planning for self-employment prior to livelihood planning. Ultra poor families often had few ideas re prospective business initiatives.

• Provide capacity building support on cash books and livelihood planning, particularly for women; this is often seen as one of the most important aspects of the project.

• Evaluate the absorptive capacity of trainings through a rating system (green, yellow, red) and provide follow-up support as needed; this ensures beneficiaries have the skills to manage their asset and ensure they receive the level and type of attention required to respond to their livelihood needs. I.e. those that are flourishing can receive value addition training or be linked to buyers/suppliers.

• If working through local partners, conduct a partner institutional assessment in order to inform and budget appropriately for capacity building training.

• Hire, train and engage front line staff early on in the project and hire them from neighboring villages in order to avoid tensions. Include a learning exchange for front line staff from different districts to promote learning and sharing of lessons.

RECOMMENDATIONS

• Design a capacity building plan in collaboration with all partners (include technical assistance missions, regional conferences, and outside training opportunities for partner organizations, as needed).

• Gear capacity building towards practical application. Training sessions require clear objectives for implementing new skills and knowledge and should motivate staff to carry out follow-up activities. This can be achieved by stipulating that all participants initiate a follow-up action within a specific timeline. Certificates of completion could be awarded based on the successful implementation of the follow-up activity.

• Create a phased approach which provides beneficiaries with training in concrete market development strategies including price dissemination mechanisms, harvest and post-harvest quality, economies of scale and bulk purchasing, product grading and packaging, and bargaining and networking after groups have been formed and have had time to self-organize.

• Ensure longer-term upfront training for front line staff; Front line staff need to have at least basic knowledge of the different livelihood sectors in order to support HH decisions on asset selection, livelihood planning and capacity building.

• Coordinate trainings with government extension officers (i.e. Agriculture/business) to maximize impact.

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Compiled by Paula Richardson.

Copyright © 2011 CHF The use of all and any sections of this publication must be credited to CHF. This publication may not be reproduced for distribution without prior permission from CHF. Requests should be directed to CHF, 323 Chapel St., Ottawa ON, Canada K1N 7Z2. Tel: 1-866-242-4243 Email: [email protected] CHF programs are undertaken with the financial support of the Government of Canada provided through the Canadian International Development Agency (CIDA).

To learn more about CHF’s and IIRD’s programs www.chf-partners.ca and www.iird.interconnection.org

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Lessons Learned

A review of CHF’s rural livelihoods programming in Ghana, Bangladesh, Pakistan, Sudan and Sri Lanka

CHF Lessons Learned Compilation 2013 (PR)

Documents

Transcript of CHF Lessons Learned Compilation 2013 (PR)