Brief on The COVID-19
Response and Recovery Plan-CREP (2020-2030)
PREAMBLE
We work through 300 Champions (Community Mobilisers) and as
a team it is possible to mobilise a large group of beneficiaries to form
enterprising networks. We run a resource center; a virtual work platform on
which we are able to disseminate information; have developed small-scale
businesses run by our beneficiaries including Champions. We have been able to
collect money which we used to pay for office space, administrative and other
costs. However, to enable us sustain the
progress we have achieved it requires money to support such an initiative. This
is why we came up with the COVID-19 Response and Recovery Plan-CREP 2020-2030.
The seed money we intend to use will be used to: make savings; to pay
subscriptions for Cooperatives; subsistence; utilities; rent; reinvestments.
The Advocacy Network Africa (AdNetA) Board of Directors approved a COVID-19
Response and Recovery Plan-CREP (2020-2030) for 90 CBOs in which it is hoped we
shall reach out to about 3,700-5,400 beneficiaries including refugees. This
plan will help to address key challenges in promoting quality life practices as
well to provide catalytic support and funding to help beneficiaries address
areas not yet fully serviced by different initiatives.
The project activities are aligned with the strategic
objective of providing quality services for sustainable development. We aligned ourselves with different plans
which place great emphasis on linking quality health promotion and labour
market. The plan also draws from the different plans for response and recovery
against COVID-19 which focuses on improving the quality of life, through: (i)
improvement of quality life goals, outcomes and impact of day-to-day
investments; (ii) development of relevant quality life promoting skills; (iii)
improved social relations outcomes and (iv) improved efficiency and
effectiveness in use of available resources.
The plan was designed with strategic input from the
Community-Based Planning Teams (CBPT), and builds on piloted programmes
supported by both Government and Development Partners, the donors, CSOs, NGOs,
FBOs, Local Governments and well-wishers.
The plan is well aligned with the quality life goals: (i)
Ensuring that all beneficiaries master basic literacy and numeracy necessary to
pursue life’s dreams; and (ii) building systems that have capacity and
integrity to deliver, support and promote quality of life. The plan focuses and
is targeting resources which serve the most marginalized groups in urban poor
settlements.
The plan is aligned with strategies on (i) Poverty reduction
and boosting shared prosperity. (ii)
Participatory Prevention Strategy (PPS), which promotes reaching out to make
alliances in which it is possible to access traditional altruistic and
philanthropy safety nets; investment of time and resources in participating,
involving oneself in education of any kind, early, smartly and for all. The
plan is also in line with the World Bank Country Partnership Strategy (CPS)
which outlines the importance of: (i) human resource development to help people
in Africa realize their full potential and to live in dignity, reduce
inequality and social exclusion to develop shared prosperity; and (ii)
improving skills development, notably for marginalised young people.
Key Pillars of the Project
• The
Resource Investment Capacity and Empowerment (RICE) plan or project signals a
reorganisation of all Community-Based Organisations (CBOs) as business
entities. Positioning the CBOs to
mechanisms which in turn link them to between the Development Partners and the
Government of Kenya in supporting programmes in the development sector. Its
successful implementation will restore confidence among stakeholders, including
Kenyan citizens;
• The
project is implemented within existing systems and policies and seeks to
strengthen existing institutional delivery systems. Capacity of beneficiaries
working in the project will be enhanced.
Technical, logistic and financial assistance will include capacity
transfer to beneficiaries for sustainability and roll-out;
• The
project is designed to enhance community participation in the development
sector, through decision making and having a collective responsibility towards
income generation, sustainability, governance, accountability and improved
quality life outcomes.
PLANNED DEVELOPMENT OBJECTIVES
The plan aims to (i)improve competencies among beneficiaries
to engage in quality life promoting activities including self-care mediated
goals; self-esteem mediated goals; financial independence goals and (ii)
strengthen management systems to promote consistency.
PLAN COMPONENTS
Component
1: improving the foundations of
learning by enhancing group dynamics (EGD), Strengthening Leadership and
Implementation Competencies (SLIC) –complementing efforts to promote
quality life for all; Strategic Public Health Awareness, Promotion and Quality
Life Campaigns through the Participatory Prevention Activities (PPA).
The plan will focus on the scaling up, across Kenya, of the
engagement in not only safeguarding against COVID-19 but looking at
resilience-based life promoting activities.
The focus of the scale up is on all CBOs in pockets of urban poverty
with the idea of improving performance.
These CBOs, estimated to comprise about to reach out to 3,700-5,400
beneficiaries who will adopt the fullness of the methodology and receive the
requisite training/learning. The key results of this component include:
(i)
number of planned activities geared at improving
quality of life and financial independence;
(ii)
number of CBO leaders trained in instructional
techniques under the Project;
(iii) number
of beneficiaries who are engaged in income generating activities (flower
nursery management; shoe-making; hair salons; embroidery; wood work; motor
vehicle repair; transportation; car-detailing; food and catering;
house-keeping; poultry; farming)
Component 2: Strengthening capacity of
management and accountability.
The plan targets to improve
capacity for engaging in income generating activities (IGA) on a regularized
basis
Key results of this component include
(i)
Number of CBOs which can now receive performance
analysis reports;
(ii)
percentage of beneficiaries in participating in
IGA work;
(iii) number
of CBOs submitting satisfactory reports on a regular basis; (iv) number
of CBOs who received allocations; and
(v) number
of CBOs audited.
Component 3: Strengthening capacity for
evidence-based financial independence policy development.
The Activities include: (i) Strengthening the Data
Management Information System (DMIS) to make data more available, reliable and
integrated; (ii) Enhancing the system for
monitoring reporting and saving, for example during project life and the
dissemination of results; and (iii) Enhancing the capacity to develop policies
with respect to system equity, efficiency and quality, for example through
support to consolidate all guidelines and regulations on quality standards and
assessment procedures.
The plan will also support the analysis of adequacy and
utilization of knowledge, skills, grants and productivity. Policy options
emerging from the analysis will feed into the preparation of the subsequent
plans.
Key results include
(i)
the percentage of CBOs providing data,
(ii)
the availability of a situational diagnostic
covering access, equity and efficiency, and
(iii) The
initiation, preparation and implementation of the plan in the next five years
(2020-2025).
Component 4: Overall project coordination communication and
monitoring and evaluation. This component would involve and finance:
(i)
management of the project including
establishment of a Project Coordination Unit to implement and manage the
project, as well as implementation units,
(ii)
preparation
of annual and semi-annual
work-plans for
project implementation;
(iii) monitoring
and evaluation under the project including baseline studies, mid and end-term
evaluation studies, impact evaluation and documentation of good practices for
sharing of lessons;
(iv)capacity building for
implementing units at all levels; and
(v) Dissemination
of project information on all social media platforms and also through other
print and electronic media.
PROJECT BENEFICIARIES
The project will benefit a number
of beneficiaries and build capacity of all involved in the implementation.
Specifically, it will directly benefit:
• 3,700-5,400
immediate beneficiaries who will benefit from improved foundations of learning
by enhancing group dynamics (EGD), Strengthening Leadership and Implementation
Competencies (SLIC). We anticipate another
40,000 persons who will benefit through support networks and market linkage
that will develop as a result.
• Participating
CBOs who will benefit from more effective and present support as well accessing
inputs;
• Beneficiaries
will receive guidance and support in activity improvement planning and be
empowered to implement plans to improve their performance;
• Communities
whose aspirations will be met through greater information and enhanced
responsibility in management for improving quality of life.
• Leaders
will benefit from improved information and accountability through up to date
DMIS data and audit.
PROJECT MANAGEMENT A. Project Steering Committee (PSC)
At the apex level, a Project
Steering Committee (PSC), chaired by the Executive Director of AdNetA will
perform the overall governance function of the project and ensure the coherence
between this project and other development partners’ efforts as well as other
guidance entities. The PSC will meet regularly or when need arises. The
membership of the PSC are the CBO representatives.
Terms of Reference for the Project Steering Committee
The following are the Terms of Reference for the PSC: -
1.
Oversee the progress and effectiveness of the
Project interventions.
2.
Approve the work plans and budgets of the
Project activities.
3.
Provide Policy Direction.
4.
Receive and advise on Policy briefs on the
status of implementation of the project.
5.
Review monitoring and evaluation reports on the
progress of the project implementation and take appropriate action.
6.
Participate in project review meetings.
B. Project Coordination Unit (PCU)
• There
will be a dedicated full-time Project Coordination Unit (PCU) with no less than
four full-time personnel to be responsible for the day-to-day project
coordination and implementation.
• The
PCU is headed by a Project Coordinator and three Deputy Coordinators,
accountant, finance officer and supply chain management officer. The Deputy Coordinators are in charge of
Component 1, Component 2 and Component 3 & 4.
MILESTONES ACHIEVED IN THE PLAN TO DATE
1.
The development of this plan called COVID-19
Response and Recovery Plan-CREP (20202030);
2.
Established mechanisms for soliciting support
and grants to promote quality life;
3.
Establishment of the Project Coordination Unit
(PCU) Team which coordinated: Universal Health Coverage campaigns; End to TB,
HIV, Malaria by 2030 Integrating COVID-19 response and recovery; the AIDS 2020:
Virtual; Elimination of Violence Against Women+; Income generating Activities
to support sustainability.
4.
Assignment of Task Team Leader;
5.
Develop/design business plans to solicit funding
for small-scale industries. These are generally labour-intensive industries,
create much employment, help with per capita income and resource utilization in
the economy. This is a very important sector of the economy from a financial
and social point of view.
6.
Established range of Small scale occupations:
Flower nursery management; car-detailing; small electrical repairs; care
repairs; masks, napkins, toothpicks, bracelets, sandals, sheets, duvets, rags,
mats, paper, envelopes, toys, water bottles, hair-care, grooming, decoration,
pedicure, manicure, food, retail; Music, dance and drama; Bakeries; candles;
School stationeries; Water bottles; leather belts; leather shoes; small toys;
Paper Bags; Xerox and printing; T-shirt Printing; Photography; Beauty parlours;
poultry; farming; car-detailing; scarfs, hats; bandanas, lapel badges and
retail.
PROJECT
FUNDS FLOW
IMPLEMENTATION
1.
The project will be implemented by all
CBOs;
2.
All projects management will be supervised by
the Executive Director;
3.
Each CBO will have Project Coordinator who will
oversee day-to-day project activities for all the components;
4.
Each CBO will receive support, logistics and
financial support for project management and coordination;
5.
The Nature Network Resource Center/ Headquarters
will provide oversight in governance and accountability to ensure that project
expenditures are consistent.
