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NISU Annual Interim narrative report 2010
ANNEX VI
NISU INTERIM NARRATIVE REPORT
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Acronyms
AEE: African Evangelic Entreprise
ASOFERWA: Association de Solidarité des Femmes Rwandaises
CD: Country Director
CHH: Child Headed Household
COSMO: Community Support and Mentoring for Orphans and Other Vulnerable
Children/Youth
CP: Child Protection
CPC: Child Protection Committee
CSI: Child Status Index
EC: European Commission
GBV: Gender Based Violence
HAL: Helpful Active Listening
IGA: Income Generating Activities
LNGO: Local Non Governmental Organisation
M&E: Monitoring and Evaluation
MIGEPROF: Ministry of Gender and Family Promotion
MOU: Memorandum of Understanding
NGO: Non Governmental Organisation
NIPS: Nkundabana Initiative for Psychosocial Support
NISU: Nkundabana Initiative Scale-Up
NKM: Nkundabana Model
OVC: Orphans and Vulnerable Children
PPS: Psychosocial and Protection Supervisor
SWOT: Strengths, Weaknesses, Opportunities and Threats
TOR: Terms of Reference
TOT: Training of Trainers
TSU: Technical Support Unit
VSL: Village Saving and Loans
YWCA: Young Women Christian Association
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Table of Contents
1. Description ...................................................................................................................... 4
2. Assessment of Implementation of Action Activities ...................................................... 5
2.1. Executive Summary of the Action ........................................................................... 5
2.2. Activities and results ............................................................................................... 5
2.3. Please list activities that were planned and that you were not able to implement,
explaining the reasons for these. ...................................................................................... 24
2.4. What is your assessment of the results of the Action so far? ............................... 24
2.5. Please provide an updated action plan .................................................................. 24
3 Partners and other Co-operation ................................................................................... 39
4. Visibility ....................................................................................................................... 40
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1. Description
1.1. Name of beneficiary of grant contract: CARE Österreich
1.2. Name and title of the Contact person: Kathrin Pauschenwein, Program Officer
1.3. Name of partners in the Action: ARCT-Ruhuka and Haguruka and MIGEPROF as an
Associate
1.4. Title of the Action: Nkundabana Initiative Scale-Up
1.5. Contract number: NSA-LA/127-712/52
1.6. Start date and end date of the reporting period: January 1st, 2010 to December 31
st, 2010
1.7. Target country(ies) or region(s): Rwanda
1.8. Final beneficiaries &/or target groups1 (if different) (including numbers of women and
men): Final beneficiaries: at least 1,000 OVCs and 200 Nkundabana
1.9. Target group: Four local NGOs: AEE, ASOFERWA, UYISENGA N‟MANZI,
YWCA
1.10. Country(ies) in which the activities take place (if different from 1.7): NA
1 “Target groups” are the groups/entities who will be directly positively affected by the project at the Project
Purpose level, and “final beneficiaries” are those who will benefit from the project in the long term at the
level of the society or sector at large.
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2. Assessment of Implementation of Action Activities
2.1. Executive Summary of the Action
Please give a global overview of the Action's implementation for the reporting period (no
more than ½ page)
This narrative report describes the activities that have been implemented between January 1st
and December 31st, 2010. Those include the inception activities of the NISU Project, the
selection of the target group, the baseline assessment, and initial training activities.
Within the inception activities, these are the main achievements: staff recruitment, sub-
agreement between CARE and the two implementing partners (ARTC-RUHUKA and
HAGURUKA), approval of MOU between CARE and MIGEPROF which is the associate,
management of the transition from COSMO to NISU, procurement of equipment and
materials, launching of NISU, finalization and printing of the Nkundabana toolkit and the
Nkundabana training manual.
Through a transparent process, NISU managed to select four LNGO as its target group, and
those organizations signed an MOU with CARE for the technical partnership. All the four
were assessed in order to know the capacity in regard with the Nkundabana model they need
to increase and a capacity building plan was developed accordingly.
Training activities that were implemented during the period include the development of
training modules for training of trainers and the implementation of the training of trainers on
the Nkundabana model principles and components.
However, some of the training workshops planned for the period, including training
workshop on psychosocial skills were not implemented due to the fact that the selection of
local NGOs took longer than planned and most of the trainings planned had to wait for the
baseline assessment to be completed so that they can take into account findings and
recommendations from the baseline assessment.
2.2. Activities and results
Please list all the activities of the contract implemented during the reporting period as per
Annex 1
ER 1: Increased organizational capacity of local NGOs to effectively implement the
Nkundabana Model.
Activity 1: NISU inception
Under this activity, the following steps were planned:
Develop job descriptions for all NISU staff and hire staff
Develop COSMO to NISU transition plan (staff, activities, strategies, equipment)
Develop NISU Steering committee and its TOR
Develop and sign MOUs with partners and MIGEPROF
Procurement of materials and equipments
Launching ceremony of NISU Project
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Finalize and print the Nkundabana toolkit
Annual planning and orientation workshop
During the reporting period, all planned steps were achieved. You will find the details on
the realizations below:
- Develop job descriptions for all NISU staff and hire staff
As per the NISU structure, it was planned to develop job descriptions for and hire five full
time staff members. Job descriptions were developed and all positions filled. The NISU
team is formed by the Project Manager, the Capacity Building Professional, the
Psychosocial and Protection Professional, the Legal Counselors and the Psychosocial
Counselor. The Project Manager has worked for the Nkundabana model since 2003 and he
is the former Project Manager of COSMO who was transitioned from COSMO to NISU
based on his performance and experience. The Capacity Building Professional is also a
former COSMO staff and has evolved in the Nkundabana model as well. This position was
filled through an internal recruitment process among CARE staff. The Psychosocial and
Protection Professional who is seconded to MIGEPROF brings to NISU her experience as a
Psychosocial Counselor and trainer. She has worked with the Nkundabana model and with
the community-based psychosocial support through psychosocial community workers.
HAGURUKA Legal Counselor is a lawyer by studies and she has worked for COSMO as
seconded staff. ARCT-RUHUKA Psychosocial Counselor is a nurse-counselor who also
worked for a long time in the Nkundabana model and he was always seconded to CARE as
ARCT-RUHUKA staff. The five staff members form the NISU Technical Support Unit
(TSU) and they are supported by part-time staff from CARE, ARCT-RUHUKA and
HAGURUKA in the day-to-day implementation of the project.
- Develop COSMO to NISU transition plan (staff, activities, strategies, equipment)
One of the NISU Project‟s inception activities was to develop a transition plan from
COSMO to NISU. The plan has been developed and included transition plans for staff,
activities and equipment. The plan was developed and implemented as follows:
Transition of Staff:
CARE decided to transition the former COSMO Project Manager to the position of NISU
Project Manager, due to his strong performance and to advertise the positions of the
Capacity Building Professional and the Nkundabana Technical Advisor (now called the
Psychosocial and Protection Supervisor) to be seconded to MIGEPROF.
CARE decided to internally advertise the position of the Capacity Building Professional as
there were internal candidates from the COSMO project with the required skills and
competences. However, the position of Nkundabana Technical Advisor (that became
Psychosocial and Protection Supervisor) was both internally and externally advertised in
order to seek the best candidates.
ARCT-RUHUKA and HAGURUKA decided to select staff to be seconded to NISU among
the former COSMO staff, based on performance and on the results of an interview. They are
waiting for the MOU with CARE to be signed in order to avail the selected staff. CARE was
involved in the performance evaluation and it will also be involved in the interviews.
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Transition of Activities:
Two activities that started in COSMO had to continue in NISU. Those activities included
meetings of the steering committees and the development of the Nkundabana Toolkit and
other important tools for the Nkundabana model.
The first one is the creation of the Project Steering Committee (SC). The SC was created
during COSMO and we plan to continue this successful strategy under NISU for monitoring
and decision making purposes. The NISU project team reviewed the scope of work and the
composition of the steering committee.
The second activity to be transitioned was the development of the Nkundabana toolkit. The
development of this toolkit started under COSMO and it was finalized with NISU. The
NISU project came in at the last stage of editing, and covered the design, the printing, and
the dissemination phases.
Transition of Equipment:
It was planned to transfer equipment purchased under NIPS and COSMO to the NISU
Project in order to increase the budget for activities. The equipment to be transferred
includes one vehicle (Land Cruiser) and 6 laptops (DELL). The vehicle will be used by
NISU as the project will not purchase a new one. However, for the vehicle that was
transitioned from NIPS to COSMO and from COSMO to NISU, it is anticipated that
maintenance costs will be high. Fortunately, the NISU Project inherited another vehicle
from another EC-funded project which has closed.
- Develop NISU Steering committee and its TOR
As mentioned above, the concept of the steering committee was used in COSMO and a
decision to transition it to NISU. The NISU team developed the new scope of work for the
steering committee and the latter is as follows:
Provide leadership and guidance to the project team and selected NGO staff;
Selection and recruitment of key project staff, including CARE staff and the
seconded employees of both ARCT and HAGURUKA;
Measuring project quality and impact through ongoing monitoring and
evaluation of project activities, including identification and documentation of
challenges, lessons learnt and best and promising practices;
Review and approve quarterly action plans for the next quarter and activity
reports for the past quarter produced by the project team;
Review and approve annual action plans and annual narrative reports
produced by the project team;
Decide on allocations of resources to the different project activities in a way
that maximizes cost-effectiveness;
Review of partners compliance with the MOU and formulation of
recommendations;
Resolve any conflict or discrepancy among partner organizations and or
among NISU project team; and
Review project strategies and advises on necessary changes.
Members of the steering committee include:
NISU Project Manager: CARE representative and chair person
Health and OVC M&E Professional: CARE staff
HAGURUKA Executive Secretary
ARCT Executive Secretary
MIGEPROF: NISU Psychosocial and Protection Supervisor
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Note: Senior staff from CARE and the partner organizations will attend the steering
committee meetings when necessary. The later include: CARE Health & OVC Sector
Coordinator, CARE Health &OVC Program Manager, NISU Technical Team, Finance &
Administrative Managers.
- Develop and sign MOUs with partners and MIGEPROF
CARE has been in partnership with ARCT-RUHUKA and HAGURUKA for nearly seven
years and has had sufficient time to continuously monitor the strengths and weaknesses of
both partners. Thus, there was no need to conduct the formal capacity assessment during the
selection process of partners. Both organizations have required technical expertise to build
psychosocial and protection components of the Nkundabana model. They have required
capacities in coordinating and monitoring activities implemented by their seconded staff.
The sub-agreement with the two partners was developed based on the new Sub-agreement
Management Policy that was instituted by CARE USA. Partners were involved in
determining the terms of the sub-agreements. MOUs were signed on May 31, 2010 and are
effective from June 1, 2010 to November 30, 2012 The total budget for the sub-agreement
with HAGURUKA is 65,244 USD, and the total budget for the sub-agreement with ARCT-
RUHUKA is 53,027.27 USD. The process took longer than planned because, the Sub-
agreement Management Policy was new and it was necessary to wait until it was well
explained to staff in CARE Rwanda by a consultant from CARE Eastern and Central Africa
Regional Management Unity (ECARMU).
In addition to the implementing partners mentioned above, NISU added on MIGEPROF
(Ministry of Gender and Family Promotion) as an associate. With the Ministry, a general
context of collaboration was discussed and a memorandum of understanding (MOU) for that
collaboration was signed by both CARE and MIGEPROF. As per the signed MOU, the
responsibilities of each party are as follows:
MIGEPROF:
a. Knowledge sharing among stakeholders on community-based psychosocial support
for and protection of OVC through various channels such as the OVC technical
working group, conferences, meetings and MIGEPROF website;
b. Provide advice on the implementation of the Nkundabana model nationally;
c. Participate in the selection of local NGOs and guide them to perform annual well-
being assessments of OVC;
d. Serving as the lead in the integration of Government policies, strategies and standards
in the Project, such as the implementation of the Anti-GBV & CP Committees, Child
Status Index (CSI) and the M&E Framework and OVC Strategy;
e. Provide technical supervision and coaching to the seconded Psychosocial and
Protection Supervisor (PPS) based in MIGEPROF to achieve the responsibilities
assigned to him/her as described in the attached job description approved by both
parties;
f. Provide feedback to CARE for the PPS performance management as per CARE
Rwanda Human Resources management policy;
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CARE:
g. Providing technical and financial support for the implementation of Nkundabana
Initiative Scale-up (NISU) project in favor of vulnerable children as described in the
project document and as approved by the European Commission;
h. Seconding an PPS to MIGEPROF to monitor and evaluate the implementation of
minimum package of services offered to OVC, to link the ministry with local
authorities and non-state actors, and to build understanding at all levels as to the
importance and value of psychosocial support for and protection of OVC;
i. Funding the position of the PPS including salary and compensation, as per CARE-
Rwanda‟s Human Resources policy;
j. Providing IT equipment for the PPS (one Laptop, printer, modem and other
accessories) as per CARE-Rwanda‟s policies;
k. Managing the seconded PPS as per CARE-Rwanda‟s Human Resources policy in
relation to performance evaluation (in close collaboration with MIGEPROF).
- Procurement of materials and equipments
The NISU project purchased two new laptops (DELL), training materials and supplies.
Training materials purchased include the cost of the final work of consultants that assisted
to develop the Nkundabana toolkit and training manual and to print copies. In total, 600
copies of Nkundabana toolkit and 300 copies of the training manual were printed.
- Launching ceremony of NISU Project
The Launching ceremony of NISU was organized at the national level in Kigali City at
Alpha Palace Hotel on March 30th, 2010. The ceremony was an opportunity to disseminate
the Nkundabana toolkit that was developed by CARE and its partners and in close
collaboration with MIGEPROF, UNICEF and other stakeholders in OVC area. The
Honourable Minister of Gender and Family Promotion and a representative from the
delegation of the European Union in Kigali officially opened the meeting and appreciated
the way CARE and partners have successfully implemented the Nkundabana model and
initiated its replication by local NGOs through the new NISU project. A representative of
the European Commission, a representative of UNICEF, 21 NGOs, 3 Ministries, 4 Districts,
and representatives of Nkundabana and OVCs attended the workshop and showed their
appreciation of and interest in the Nkundabana model and in its replication through NISU
technical assistance. In total, 40 people attended. The workshop was used as an opportunity
to present lessons learned and successes from previous projects (NIPS and COSMO), to
launch the NISU Project as a next phase of CARE Nkundabana model and to disseminate
the call for Technical Assistance partnership.
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- Finalize and print the Nkundabana toolkit
The development of this toolkit started under COSMO and it was finalized with NISU. The
NISU Project came in at the last stage of editing, and covered the design, the printing, and
the dissemination phases. As mentioned above in the procurement points, 600 copies of
Nkundabana toolkit and 300 copies of the training manual were printed.
- Annual planning and orientation workshop
This three day workshop was held from July 14th to July 16th at Rwamagana Dereva Hotel
and it brought together 17 participants including all NISU staff, representatives of
implementing partners (ARCT-Ruhuka & Haguruka), technical partners (those technical
partners AEE, ASOFERWA, UYISENGA N‟MANZI as per the next section) and
MIGEPROF. The overall objective of the workshop was to facilitate all the stakeholders to
have a common and clear understanding of the NISU Project.
The workshop specifically aimed at:
Opening remarks by the Minister of Gender and Family Promotion
(in the middle at the table in front), CARE Rwanda CD at her right
and Mugeni of EC at her left
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Defining the methodology and strategies to be applied in NISU project;
Clarifying the role of each implementing partners (CARE, ARCT-RUHUKA,
HAGURUKA and MIGEPROF), and
Agreeing on the priorities and their timeframe for the next six months (July-
December 2010)
The following topics were presented and discussed:
The NISU Project
The Nkundabana Model
Challenges/gaps and recommendations with regard to roles and
responsibilities of stakeholders
The general picture of the OVC program in Rwanda
Community based psychosocial support/Helpful Active Listening (HAL)
Community based protection for OVCs
VSL Methodology
Open discussions on main issues and strategies: Motivation of
Nkundabana volunteers, importance of Nkundabana association, joint
advocacy.
A mapping exercise (Locating districts in which each partner
implements OVC projects)
A detailed Plan of Action for July-December 2010.
During the workshop, participants raised some concerns that were discussed and solutions
have been suggested. Below are the main issues that were highlighted:
Participants from technical partner organizations had concerns about the logistical
arrangements for the training of Nkundabana and other community members,
given the fact that CARE will not provide them with financial support to
implement the Nkundabana model. It was clarified that all training costs incurred
during NGOs staff and Nkundabana trainings will be covered and directly paid by
CARE.
It was noticed that each partner organization has already a mentorship model but
with some differences from CARE‟s Nkundabana Model. Those differences are,
but not limited to the following:
Some best practices in the Nkundabana model were not applied by the
technical partners, like the identification of mentors by children themselves;
Roles and responsibilities of Nkundabana are also somehow different;
The mentorship models of the technical partners limit the role of
Nkundabana to the linkage of OVCs with services provided by NGOs.
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One mentor can serve up to 20 households versus 3 households
recommended in the Nkundabana model;
Technical partners provide limited trainings to Nkundabana: parenting care
and income generating activities (IGAs); and
Technical partners have testimonies demonstrating how the OVC mentorship
model is very successful and how it is highly appreciated by local authorities
and communities. For instance, YWCA testified that local authorities in
Rwamagana District recommended them to have at least two Nkundabana in
each cell.
It was agreed upon that NISU will help identify all the best practices from the
experiences of all the partners and integrate them in NISU in order to have a
harmonized and improved model.
All participants recognized that child mentors seem not to be satisfied by the way
they are motivated. They also recognized that all forms of motivation used so far
are not sustainable
Based on the above concerns, challenges and other gaps mentioned by participants
in the workshop, other recommendations have been formulated in order to improve
the Nkundabana model for technical partners. These are the main
recommendations:
The number of households to be supported by an Nkundabana should be
limited to the possible minimum.
Legal recognition and institutionalization of the Nkundabana model is
necessary for its sustainability and wide scalability
Diversify forms of motivating Nkundabana and continue to discuss what the
standardized motivation could be
Partners must continuously create awareness of OVCs‟ issues at the
grassroots level
Put the “Code of Conduct” of Nkundabana on the list of the best practices
Awareness raising at the community level is needed in order to recruit many
people to become Nkundabana
Regularly evaluate Nkundabana performance in order to eliminate
Nkundabana who have a low performance
Define from the beginning, realistic and appropriate objectives of the
Nkundabana Associations: avoid ambition and double mission: profit and
non-profit.
It was initially planned to organize a one day planning and orientation workshop, but this
one was implemented in three days. The change was made because it was not realistic to
cover all the topics in one day. The project team believed it was very critical to have a good
and common understanding of the important aspects of the Nkundabana model at the
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beginning. This activity was implemented seven months after launching the project because
it was necessary to wait until all partners have been identified and the process of
identification took longer than planned.
Activity 1.2: Select NGOs and perform baseline
In order to realize this activity, the following milestones were planned:
Make a call for interested NGOs to receive the technical assistance from NISU
(attached to the report as annex 3)
Organize a meeting to disseminate the call for applications
Receive applications and select NGOs
Develop TORs and recruit the consultant for the baseline assessment
Perform the baseline assessment
Develop a capacity building plan for four selected NGOs as technical partners
Develop and sign MOUs with technical partners
All the planned milestones were achieved and details on the implementation are below
provided
- Make a call for interested NGOs to receive the technical assistance from NISU
Through the channel of the OVC technical working group, CARE made a call for interested
NGOs to receive the technical assistance from NISU. All active organizations members of
the OVC Technical Working Groups (around 60 organizations) received an email inviting
them to attend the dissemination meeting of this call.
- Organize a meeting to disseminate the call for applications
A one day meeting to disseminate the call for applications was conducted at Alpha Palace
Hotel in Kigali with 16 participants representing 16 organizations on April 27, 2010.
The meeting was organized in order to explain the NISU project to local NGOs who showed
their interest in partnering with CARE. In total, 16 organizations were represented.
The meeting was an opportunity to explain to participants the Nkundabana model as well as
the objectives, activities and the methodology of the NISU Project. The process of selecting
technical partners was also explained and the application form was reviewed and
distributed. Participants expressed their appreciation of the Nkundabana model and the
initiative of supporting local NGOs in the replication of the Nkundabana model.
- Receive applications and select NGOs
Local NGOs were given three weeks to apply for the technical partnership. The deadline to
send their applications to CARE was fixed on May 21, 2010.
In total, eleven local NGOs sent their applications. A team to evaluate the applications was
formed and evaluated the proposals submitted. The initial evaluation helped select 5
potential partners, but before the final confirmation, it was necessary to get additional
information that was not provided in the proposal: like the number of OVCs to be reached,
the geographical coverage with NISU activities and their own contribution to make the
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NISU assistance more successful. After the visits to the organization to get more
clarifications on follow-on questions, the evaluation committee sat and made a final
decision.
Only four organizations were retained rather than six that were planned in the NISU
proposal. The team preferred to select four NGOs because others did not qualify according
to the criteria set for the selection, and these four organizations can reach the number of
OVC and Nkundabana initially targeted by NISU. These organizations have also potentials
to expand the model to many zones and beneficiaries in the future. Selected organizations
are as follows:
AEE (African Evangelic Enterprises) Rwanda. AEE Rwanda is part of a bigger
body called African Enterprise which operates in ten different African countries,
but each country office is autonomous. AEE started in South Africa in 1962 and
AEE Rwanda started in 1984. It works in eleven districts of the country and
conducts different community based programs which include: strengthening the
socio-economic capacities of partner grassroot communities, gender and child rights
where OVC department is an integrated part.
ASOFERWA (Association de Solidarité des femmes Rwandaises), is a legally
recognized local non-governmental organization, whose mission is to promote the
national reconciliation, rehabilitate Rwandan culture and provide support to widows
and unaccompanied orphans and to people with disability. ASOFERWA operates in
Rwanda since 1995 and is now present in three districts in the capital city Kigali.
Uyisenga n‟Manzi, a Rwandan non-governmental organization. It has the mission of
contributing to the improvement of the living conditions of orphans of the genocide
and of HIV/AIDS living in child headed households. The organization started to
officially operate in Rwanda in 2005. It expanded its programs and activities in
different corners of the country and it is now in 7 districts of the country.
YWCA (Young Women Christian Association), a Rwandan Association. Its mission
is to improve living conditions of women, young girls and children in the most
vulnerable communities of the country. It was officially recognized by the
ministerial order in 2005 and it works now in 10 districts of Rwanda.
These organizations already implement an OVC mentorship model at a certain level, but
they need to be technically supported in order to strongly use child mentors in the protection
and psychosocial support to OVCs.
Though only 4 NGOs as opposed to 6 have been selected, the TSU will still train a total of
24 staff from the selected organizations. Some organizations, such as AEE, have a much
greater reach than anticipated and will be able to scale-up the Nkundabana model at a
greater level than expected.
- Develop TOR and recruit the consultant for the baseline assessment
The TOR was developed and the advertisement for the technical assistance to conduct the
baseline assessment was made. The deadline to receive applications was July 15, 2010
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- Perform the Baseline Assessment
CARE International recruited an external consultant for technical assistance in performing
the baseline assessment and developing a capacity building plan and an M&E plan. With the
support of the NISU Technical Support Unit, the consultant conducted a baseline study and
managed to develop a capacity building plan as well as an M&E plan. The role of the TSU
has been to collect data from technical partners and to make a translation from the original
language to English. As a methodology, during the one day workshop with the staff from
selected NGOs, the TSU collected data from staff of local NGOs designated to benefit the
capacity building from the TSU. The following tools were applied: the questionnaire that
was assessing the knowledge about the thematic areas of the Nkundabana model of each
individual staff; the self-assessment exercise, SWOT analysis and semi-structured
interviews (the interviews were applied only to MIGEPROF).
The study assessed the following thematic areas with staff from selected NGOs:
Nkundabana model‟s principles and components; gender and strengthening Anti-GBV and
CP committees; how to plan, monitor, evaluate and report on activities and progress;
psychosocial principles and skills; child rights, protection and legal aspects; village savings
and loans.
It was found out that selected NGOs have the basic knowledge in all thematic areas
assessed, but all of them need to increase their knowledge up to “good” level and to get
training of trainers in every thematic area. Therefore, a capacity building plan was
developed taking into account the specific needs of each organization.
- Develop a Capacity Building Plan for the four selected NGOs
The capacity building plan was developed based on the findings from the baseline
assessment. The following is a summary of the trainings that will be provided to increase
partner staff capacity:
1. Nkundabana Model‟s principles and components:
AEE, UYISENGA N'MANZI and YWCA will receive refresher training for
3 days on Nkundabana Model‟s principles and components.
NGO staff participating in the baseline assessment
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ASOFERWA will receive a TOT for 5 days on Nkundabana Model‟s
principles and components.
2. Gender and strengthening Anti-GBV and CP committees:
AEE, ASOFERWA, UYISENGA N'MANZI and YWCA will receive staff
orientation for 2 days on Anti-GBV and CP committees‟ establishment and
their roles and responsibilities.
AEE, ASOFERWA, UYISENGA N'MANZI will receive TOT for 3 days on
gender equity and diversity.
A session on how to raise awareness among the community members on
Anti-GBV and CP committees will be provided to YWCA.
3. How to plan, monitor, evaluate and report on activities and progress:
AEE will receive refresher training for 2 days on how Nkundabana mentors
can monitor progress;
YWCA will receive refresher training for 2 days on M&E system
emphasizing on Child Status Index and project documentation such as data
collection methodologies and success stories to gather information from
OVCs;
ASOFERWA will receive in-depth training for 3 days on M&E components
and orientation on M&E for 2 days will be provided to UYISENGA
N'MANZI staff involved in the data flow system.
4. Psychosocial principles and skills:
Training on helpful active listening for 10 days and TOT on clinical
supervision techniques for 5 days will be provided to AEE and YWCA;
AEE will receive TOT on helpful active listening for 5 days and an
orientation for 2 days on the strategy to meet multiple needs of beneficiaries
(Programme approach).
ASOFERWA, UYISENGA N'MANZI and YWCA will receive TOT for 5
days on psychosocial principles and skills;
Refresher trainings for 5 days on psychosocial principles and skills will be
provided to ASOFERWA staff already trained;
UYISENGA N'MANZI will receive training for 5 days on Peer Support to
Nkundabana mentors.
5. Child rights, protection and legal aspects:
TOT for 15 days on child rights, protection and legal aspects (GBV law and
child rights, family law, inheritance law, civil and penal law and court
competencies) will be provided to the four partner organizations.
ASOFERWA will receive orientation for 2 days on Mutual Accountability
System for the caregivers.
Page 17 of 41
NISU Annual Interim narrative report 2010
6. Village Savings and Loan
TOT for 5 days on Village Savings and Loan will be provided to
ASOFERWA, UYISENGA N'MANZI, YWCA and to AEE staff not yet
trained.
Develop a capacity building plan for four selected NGOs as technical
partners
Develop and sign MOUs with technical partners
Terms of the memoranda of understanding have been negotiated with technical partners
before a draft was elaborated by CARE and sent to them for comments and inputs. Mainly,
the MOUs clarify the responsibilities of both parties, the geographical coverage with NISU
assistance, number of targeted Nkundabana, OVCs and local authorities, as well reporting
requirements. As agreed upon, NISU technical assistance will cover ten districts with a
limited number of Nkundabana in each. This is the partners‟ preference, in order to get
diversified experiences as a result of implementing the model in many districts. These
districts are scattered in the four provinces of the country and in Kigali city. See below how
districts are distributed per province and the geographical location on the map:
Page 18 of 41
NISU Annual Interim narrative report 2010
Northern Province: One District (Rulindo)
Southern Province: Two Districts (Nyamagabe and Nyanza)
Western Province: Two Districts (Rubavu and Nyabihu)
Eastern Province: Two Districts (Rwamagana and Bugesera)
Kigali: Three Districts (Nyarugenge, Kicukiro and Gasabo)
Page 19 of 41
NISU Annual Interim narrative report 2010
"
"
"
"
"
PROVINCE DE L'EST
PROVINCE DU SUD
PROVINCE DE L'OUEST
PROVINCE DU NORD
VILLE DE KIGALI
KAYONZA
GATSIBO
KIREHE
NYAGATARE
RUSIZI
RUTSIRO
BUGESERA
NGOMA
KARONGI
HUYE
GICUMBI
NYAMAGABE
NYAMASHEKENYANZA
NYARUGURU
BURERA
GAKENKE
KAMONYI
GISAGARA
MUHANGA
RULINDO
RUHANGO
NYABIHU
MUSANZE
RWAMAGANA
NGOROREROGASABO
RUBAVU
KICUKIRO
NYARUGENGE
.
Légende
" Bureau de la Province
Limite de la région et la Ville de Kigali
Limite de District
Parc
Lac
PROVINCE
EST
NORD
OUEST
SUD
VILLE DE KIGALI
© Institut National de la Statistique du Rwanda, Décembre 200510 0 105 Km
Zone of
partnership with
AEE
Zone of
partnership
with YWCA
Zone of
partnership
with Uyisenga n‟manzi
Zone of
partnership with
ASOFERWA
Page 20 of 41
NISU Annual Interim narrative report 2010
The assessment was also made with MIGEPROF, in order to know its readiness in replicating the
Nkundabana model at the national level. See the summarized findings of the assessment and the plan
of action developed in the table below:
Issues
Proposed Action Plan/Way Forward
1. MIGEPROF plans for scaling up the Nkundabana
Model:
MIGEPROF recognizes the value of the Nkundabana
model and the contribution offered by CARE in pilot-
testing it. The model has been incorporated as part of
the OVC Strategic Plan (2007-2011). In details:
Specific Objective 3.3 Strengthen the capacity of
OVCs, families and communities to provide
psychosocial care and support for OVCs including
preventative and curative measures to increase well-
being, resilience and self esteem of OVCs.
Activity 3.3.3 Train 250 OVCs, parents/guardians,
volunteers, and “Nkundabana” (mentors), in each
sector on psychosocial care and support
Activity 3.3.4 Provide basic materials and ongoing
support and supervision to volunteers and Nkundabana
MIGEPROF recognizes that the Nkundabana model
has also been implemented by other NGOs, other than
CARE and recommends the following steps to be
taken into consideration before the institutionalization
of the Model:
1. Analyze the final evaluation of COSMO Project;
2. Compare the lessons learnt and best practices from
the Nkundabana Model used by CARE with similar
models used by other organizations;
3. Enrich CARE Nkundabana toolkit with best
practices identified from the experiences of other
organizations;
4. Finalize guidelines to institutionalize the
Nkundabana model in collaboration with the Child
Rights and Child Protection working groups.
1) COSMO project evaluation to be shared and analyzed
with staff of MIGEPROF working on OVCs matters
during a 2 days workshop to review lessons learnt and
identify best practices;
Timeframe: Semester 2 NISU project
2) Conduct a mapping exercise to identify which
Organizations have been piloting a model similar to the
Nkundabana Model; in Rwanda - in collaboration with
MIGEPROF;
Timeframe: Semester 2 NISU project
3) Gather tools and methodologies used by the
organizations that have been implementing their models
of Nkundabana mentors (ref. to Action 2), different
models and tools will be discussed through a
Participatory Workshop involving MIGEPROF and
NGOs; best practices and lessons learned will be
analyzed and finalized;
Timeframe: Semester 2 NISU project
4) Review and adapt CARE Nkundabana toolkit based
on (3) finding;
Timeframe: Semester 3 NISU Project
5) Finalize the Nkundabana Model toolkit in
collaboration with MIGEPROF - this toolkit will be
validated by MIGEPROF
Timeframe: Semester 4 NISU Project
6) In collaboration with MIGEPROF and the Child
Rights working group and Child Protection sub-working
group, draft „Guidelines on the setting-up of the
Nkundabana Model‟ (as per Anti-GBV and CP
committees Guidelines)
Timeframe: Semester 5 NISU Project
7) Follow-up with MIGEPROF the process for the
institutionalization and the launch of the Model
nationally (as per launch of Anti-GBV and CP
Page 21 of 41
NISU Annual Interim narrative report 2010
committees)
Timeframe: Semester 6 NISU Project
2. Training of MIGEPROF Staff
MIGEPROF technical staff has not yet been exposed
to trainings on the Nkundabana Model implemented by
CARE. Such trainings would be welcome by
MIGEPROF in order to increase their understanding of
the model and support the future scale-up.
8) Formalize a TOT plan for key staff of MIGEPROF or
key national-level stakeholders in the field of OVCs (at
province/district or sector level) that will form a cadre
of Trainers of Trainers on Nkundabana Model that
MIGEPROF will count on during the future scale-up at
national level (when CARE support will no longer be
available)
Timeframe: Semester 4 NISU Project
9) Develop selection criteria for stakeholders to be
trained in collaboration with MIGEPROF
Timeframe: Semester 4 NISU Project
10) Train the identified TOT - including field visits to
existing Nkundabana project (Nkundabana Associations
supported by CARE, ARCT and Haguruka and CARE
Technical Partners)
Timeframe: Semester 4-5 NISU Project
3. Cooperation between Anti-GBV and CP committees
and Nkundabana Structure:
MIGEPROF reported that the roles and responsibilities
of CPCs are very well stated in the „Guidelines on the
setting up of committees to fight gender-based
violence and protect child‟s rights‟ and criteria for
collaboration among the two structures should be
spelled out in the Guidelines on the setting up of the
Nkundabana Model
11) During the development of the guidelines for the
setting-up of the Nkundabana Model (7) clear
scope/links of collaboration with the Anti-GBV and CP
committees need to be highlighted, in order to promote
integration and avoid overlapping.
Timeframe: Semester 5 NISU Project
4. MIGEPROF Monitoring and Evaluation System for
the Nkundabana Model:
MIGEPROF developed the „Monitoring and evaluation
system for strategic plan of action for orphans and
other vulnerable children‟ and the „Child Status
Index‟, tools to guide the monitoring and evaluation
process of the entire service package provided to
OVCs by Implementing Partners. Services provided by
Nkundabana mentors are meant to be part of the
Minimum Service Package for OVCs, monitored by
the Child Status Index and the Indicators highlighted
in the M&E System for the strategic plan of action.
12) Train NISU Partner NGOs on the Child Status Index
to monitor improvement in the wellbeing of the OVCs
supported by Nkundabana Mentors
Timeframe: Semester 3 NISU Project
13) CARE to report to MIGEPROF on an annual basis
achievements of the NISU project and the
implementation of the Nkundabana Model by the 4
Partner NGOs (time-frame depending on MIGEPROF
timeframe for requesting annual reports by NGOs-
possibly coinciding with NGOs registration request).
Page 22 of 41
NISU Annual Interim narrative report 2010
Activity 1.3: Train NGOs to monitor, evaluate and report own activities and progress.
Two milestones were planned for this activity and are as follows:
Develop training modules and materials
Implement training workshops
See below how the milestones were implemented:
- Develop Training Modules and Materials
The NISU Technical Support Unit organized a three day workshop at Kabgayi Centre St.
Andre from August 11th to 13
th, 2010 in order to get refreshed on facilitation skills and on
the development of training materials. The objective of the workshop was to allow the team
to build their skills in using participatory methods in the training and in developing TOT
modules. The workshop was an opportunity to discuss the format of training modules and to
start drafting them.
After the workshop, the team produced the modules on monitoring; evaluating and reporting
own activities and progress. This later was included in the general module of Nkundabana
model principles and components.
- Implement training workshops
The NISU technical Support Unit conducted a training of trainers for 23 staff from four
selected NGOs. The training was organized in Musanze at Ishema Hotel from December 6,
to December 10, 2010 for 12 participants and for 11 participants in Muhanga District at La
Splendid Hotel from January 20 to 22nd
, 2010. Monitoring, evaluation and report was one
among the topics discussed during that training. The whole training was organized on the
Nkundabana model principles and components. Participants were familiarized with key
tools of data collection from the field and with main parts of the quality report. The Child
Status Index (CSI) tool to monitor and evaluate the wellbeing of children was one of the key
tools discussed during the training. Participant‟s evaluation and post-test proved that the
training was important and that participants increased their knowledge in monitoring,
evaluation and reporting of OVC activities.
Activity 1.4: Train NGOs in NKM principles and components, gender, government
OVC strategy and the Anti-GBV/CPC
As mentioned in the preceding point, the NISU technical Support Unit conducted a training
of trainers for 23 staff from four selected NGOs. From December 6th to 10
th, 2010 in
Musanze at Pride Ishema Hotel, 12 staff from 3 technical partner organizations (AEE,
ASOFERWA and UYISENGAN‟MANZI) participated in a 5 days workshop on
Nkundabana model principles and components, gender, government OVC strategy and the
anti GBV/CPC and from January 20 to 22nd
, 2010 in Muhanga at Splendid Hotel, 11 staff
from YWCA who didn‟t attend the first session because they were in other workshop
organized by their organization received the same training. The general objective of this
training was to increase the capacity of the NISU Technical Partner Organizations in the
Nkundabana Model. It was expected from participants to:
Have a common understanding on the minimum scope of work for
Nkundabana and essential actions to ensure the quality of the Nkundabana
model.
Understand how the Nkundabana model can respond to different needs of
boys and girls.
Page 23 of 41
NISU Annual Interim narrative report 2010
As the four technical partner organizations were already implementing OVC mentorship
programs, the workshop was an opportunity to share experience and put together best
practices from all the different initiatives in order to have one improve and harmonized
Nkundabana model.
During the workshop, participants discussed on the following topics:
1. Policies, strategies and tools for supporting OVCs in Rwanda
2. The scope of work for Nkundabana
3. The code of conduct for Nkundabana
4. The main elements of Nkundabana model
5. The Child Status Index tool
6. The Nkundabana monthly report
7. The Nkundabana Association
8. Facilitation skills and the way forward after kick off training.
The workshop was a good opportunity to have a better understanding of the government
policy and strategies for OVC, as well as of guidelines and tools developed for the
implementation of strategies.
It was also an opportunity to learn from one another and to create one team of Nkundabana
model implementers. During the workshop, participants came up with a list of minimum
actions that have to be included while implementing the Nkundabana model.
Participants in the training assessed the constraints of Nkundabana while supporting OVC,
and they also found opportunity and strategies to solve those constraints. It was found that no
constraint should remain unsolved.
The training was a success as it helped staff from partner organizations to assess the areas of
improvement for their own mentorship models and to increase skills that will be applied for
their improvement.
Challenge:
It was not easy to schedule one training workshop for all staff from different organizations,
because each time a calendar was proposed, there were conflicting plans in more than one
organization. The training workshop was postponed many times and finally the NISU
Technical Support Unit decided to start with those who were available and it was almost at
the end of the year.
Activity 1.6: Train NGOs in psychosocial principles and skills.
- Develop TOT modules
It was planned that training modules for the training of trainers had to be produced by the end
of the year. The modules were developed and training activities should start at the beginning
of year 2011
Activity 1.8: Train NGOs in child rights, protection and legal aspects.
- Develop TOT modules
It was planned that training modules for the training of trainers had to be produced by the end
of the year. The modules were developed and training activities should start at the beginning
of year 2011
Page 24 of 41
NISU Annual Interim narrative report 2010
2.3. Please list activities that were planned and that you were not able to
implement, explaining the reasons for these.
Activity 1.5: Accompany NGOs as they launch NKM in communities.
This activity was not implemented because the training of trainers was implemented very late
at the end of the year due to the delay in implementing the baseline assessment and also to the
problem of scheduling the training of trainers on dates that could fit into the plans of different
organizations.
2.4. What is your assessment of the results of the Action so far? Include
observations on the performance and the achievement of outputs, outcomes and impact
in relation to specific and overall objectives, and whether the Action has had any
unforeseen positive or negative results (please quantify where possible; refer to
Logframe Indicators).
Please list potential risks that may have jeopardized the realization of some activities
and explain how they have been tackled. Refer to logframe indicators.
There was a delay in implementing activities due to the following reasons:
- The process of the identification of local NGO/target group took longer than planned
and therefore the baseline assessment was delayed. This later was the basis for all
training activities. The Project Team had to update the Action Plan in order to be
realistic.
- Another cause of the delay was due to the conflicting plans of different technical
partners. When the NISU team planned to implement the training of trainers, it was
not possible to get everybody at the same time. It was finally resolved to organize two
different sessions.
If relevant, submit a revised logframe, highlighting the changes.
The revised logframe is attached to the report as annex 2
Please list all contracts (works, supplies, services) above 10.000€ awarded for the
implementation of the action during the reporting period, giving for each contract
the amount, the award procedure followed and the name of the contractor.
No contract of this amount was awarded
2.5. Please provide an updated action plan 2
2 This plan will cover the financial period between the interim report and the next report.
Page 25 of 41
NISU Annual Interim narrative report 2010
Semester 3 Semester 4
Activity Task Outputs/How
many
Month
1
2 3 4 5 6 7 8 9 10 11 12 Implementing body
1.1 NISU
inception
Develop job
descriptions
for all NISU
staff and hire
staff
5 fulltime staff
recruited
CARE, ARCT,
HAGURUKA and
MIGEPROF
1.1 NISU
inception
Develop
COSMO to
NISU
transition plan
(staff,
activities,
strategies,
equipment)
A rational plan
developed and
implemented
CARE, ARCT,
HAGURUKA
1.1 NISU
inception
Develop NISU
Steering
committee and
its TOR
CARE, ARCT,
HAGURUKA and
MIGEPROF
1.1 NISU
inception
Develop and
sign MOUs
with partners
and
MIGEPROF
All MOUs
signed
CARE, ARCT,
HAGURUKA and
MIGEPROF
1.1 NISU
inception
Procurement
of materials
and
equipments
Materials
available
(computers,
office
supplies,
training
materials and
Nkundabana
toolkit)
CARE, ARCT,
HAGURUKA
Page 26 of 41
NISU Annual Interim narrative report 2010
Semester 3 Semester 4
Activity Task Outputs/How
many
Month
1
2 3 4 5 6 7 8 9 10 11 12 Implementing body
1.1 NISU
inception
Launching
ceremony of
NISU Project
A one day
event
organized at
the national
level
CARE, ARCT,
HAGURUKA and
MIGEPROF
1.1 NISU
inception
Finalize and
print the
Nkundabana
toolkit
The toolkit
finalized and
disseminated
CARE, ARCT,
HAGURUKA and
MIGEPROF
1.1 NISU
inception
Annual
planning and
orientation
workshop
A three day
workshop
implemented
CARE, ARCT,
HAGURUKA and
MIGEPROF
1.1 NISU
inception
Annual
planning and
orientation
workshop/
Produce the
workshop
report
Report
produced by
30/07/2010
CARE
1.2 Select
NGOs and
perform
baseline
Make a call
for interested
NGOs to
receive the
technical
assistance
from NISU
NGOs have
sent their
letters to show
interest
CARE, ARCT,
HAGURUKA and
MIGEPROF
Page 27 of 41
NISU Annual Interim narrative report 2010
Semester 3 Semester 4
Activity Task Outputs/How
many
Month
1
2 3 4 5 6 7 8 9 10 11 12 Implementing body
1.2 Select
NGOs and
perform
baseline
Organize a
meeting to
disseminate
the call for
applications
A one day
meeting was
implemented
CARE, ARCT,
HAGURUKA and
MIGEPROF
1.2 Select
NGOs and
perform
baseline
Receive
applications
and select
NGOs
Six NGOs
selected
CARE, ARCT,
HAGURUKA and
MIGEPROF
1.2 Select
NGOs and
perform
baseline
Develop TORs
and recruit the
consultant for
the baseline
assessment
A consultant
recruited
Eugene to follow-
up the recruitment
process
1.2 Select
NGOs and
perform
baseline:
Perform the
baseline
assessment
Work with the
consultant to
develop tools
for data
collection/
training on the
tools‟ use:
types of
capacities to
implement the
Nkundabana
model
Tools
developed and
understood
TSU and
Consultant
Page 28 of 41
NISU Annual Interim narrative report 2010
Semester 3 Semester 4
Activity Task Outputs/How
many
Month
1
2 3 4 5 6 7 8 9 10 11 12 Implementing body
1.2 Select
NGOs and
perform
baseline:
Perform the
baseline
assessment
Collect and
data from
technical
partner
organizations
TSU and
Consultant
1.2 Select
NGOs and
perform
baseline:
Perform the
baseline
assessment
Analyze data
and produce
the report
Consultant
1.2 Select
NGOs and
perform
baseline
Develop a
capacity
building plan
for four
selected NGOs
Capacity
building plan
developed
CARE, ARCT,
HAGURUKA and
MIGEPROF , TSU
and Consultant
1.2 Select
NGOs and
perform
baseline:
Develop and
sign MOUs
with technical
partners
Meeting to
negotiate with
LNGOs on the
terms of the
MOU
(including
zones of
implementatio
n)
CARE
Page 29 of 41
NISU Annual Interim narrative report 2010
Semester 3 Semester 4
Activity Task Outputs/How
many
Month
1
2 3 4 5 6 7 8 9 10 11 12 Implementing body
1.2 Select
NGOs and
perform
baseline:
Develop and
sign MOUs
with technical
partners
Prepare and
Sign MOUs
with technical
partners
MOUs signed CARE Technical
partners
1.3 Train
NGOs to
monitor,
evaluate and
report own
activities and
progress.
Develop
training
modules and
materials
Modules and
materials
available
CARE,
MIGEPROF
1.3 Train
NGOs to
monitor,
evaluate and
report own
activities and
progress.
Implement
training
workshops
At least 24
staff of NGOs
trained
CARE and
MIGEPROF
Page 30 of 41
NISU Annual Interim narrative report 2010
Semester 3 Semester 4
Activity Task Outputs/How
many
Month
1
2 3 4 5 6 7 8 9 10 11 12 Implementing body
1.4 Train
NGOs in
NKM
principles and
components;
gender;
government
OVC strategy;
the Anti-
GBV/CPC
Organize and
implement the
training
workshop on
the
development
of training
tools and
modules
TSU members
trained: two
days (10-
11/08/2010)
TSU (Theogene to
organize, Eugene
and Josee to
facilitate)
1.4 Train
NGOs in
NKM
principles and
components;
gender;
government
OVC strategy;
the Anti-
GBV/CPC
Develop
Training
modules (TOT
and training
for
Nkundabana):
discuss on the
TORs and
prepare
exercises: 10-
13/08/2010
Modules
developed:
TSU
1.4 Train
NGOs in
NKM
principles and
components;
gender;
government
OVC strategy;
the Anti-
GBV/CPC
Implement
training
workshops
At least 24
staff of NGOs
trained
CARE, ARCT,
HAGURUKA and
MIGEPROF,
Page 31 of 41
NISU Annual Interim narrative report 2010
Semester 3 Semester 4
Activity Task Outputs/How
many
Month
1
2 3 4 5 6 7 8 9 10 11 12 Implementing body
1.5
Accompany
NGOs as they
launch NKM
in
communities.
Logistical
preparation for
Nkundabana &
L.A training
X TSU and Technical
partners
1.5
Accompany
NGOs as they
launch NKM
in
communities
Implement the
Kick-off
training for
Nkundabana
and Local
Authorities
and other
community
events: discuss
with LNGOs
about:
invitations,
venue,
materials
(including
modules) and
other related
costs
200
Nkundabana
and Local
authorities
trained,
community
events
implemented
X X TSU and Technical
partners
Theogene for the
logistics
1.6 Train
NGOs in
psychosocial
principles and
skills.
Develop TOT
modules : 16-
20/8/2010
Modules
available
ARCT-RUHUKA
Page 32 of 41
NISU Annual Interim narrative report 2010
Semester 3 Semester 4
Activity Task Outputs/How
many
Month
1
2 3 4 5 6 7 8 9 10 11 12 Implementing body
1.6 Train
NGOs in
psychosocial
principles and
skills.
Logistical
preparations:
print syllabus,
materials,
invitations,
venue, etc
Tools and
materials
availed
X CARE and ARCT-
RUHUKA
1.6 Train
NGOs in
psychosocial
principles and
skills.
Implement the
HAL training
for staff of
selected
LNGOs
technical
partners
24 staff from
LNGOs
trained
X X X ARCT-RUHUKA
1.7
Accompany
NGOs as they
train
Nkundabana
in
psychosocial
principles and
skills.
Implement the
HAL training
for
Nkundabana
and local
authorities
200
Nkundabana
and local
authorities
trained
X X ARCT-RUHUKA
1.8 Train
NGOs in child
rights,
protection and
legal aspects.
Develop TOT
modules
Modules
produced
X X HAGURUKA
Page 33 of 41
NISU Annual Interim narrative report 2010
Semester 3 Semester 4
Activity Task Outputs/How
many
Month
1
2 3 4 5 6 7 8 9 10 11 12 Implementing body
1.8 Train
NGOs in child
rights,
protection and
legal aspects.
Implement the
child rights
training for
staff of
selected
LNGOs
technical
partners
24 staff from
LNGOs
trained
X X HAGURUKA
1.9
Accompany
NGOs as they
train
Nkundabana
in child rights,
protection and
legal aspects.
Implement
child rights
training for
Nkundabana
and local
authorities
200
Nkundabana
and local
authorities
trained on
child rights.
Protection and
legal aspects
X X HAGURUKA
1.10 Train
NGOs to
implement
VSL model.
Discuss with
the program
manager of the
project that
implements
VSL activities
on the strategy
and have a
learning tours
on the field.
Strategy
documented
and the
learning tours
reported
X CARE
Page 34 of 41
NISU Annual Interim narrative report 2010
Semester 3 Semester 4
Activity Task Outputs/How
many
Month
1
2 3 4 5 6 7 8 9 10 11 12 Implementing body
1.10 Train
NGOs to
implement
VSL model.
Implement
VSL training
for staff of
selected
LNGOs
technical
partners
24 staff trained X CARE
1.11
Accompany
NGOs as they
train
Nkundabana
associations,
youth groups,
to use VSL.
Implement the
training on
VSL model for
Nkundabana
100
Nkundabana
trained.
X CARE
1.12 Support
NGOs to
develop
referral
networks for
other OVC
services.
Page 35 of 41
NISU Annual Interim narrative report 2010
Semester 3 Semester 4
Activity Task Outputs/How
many
Month
1
2 3 4 5 6 7 8 9 10 11 12 Implementing body
1.13 Hold
twice-yearly
knowledge-
sharing events
with NGOs.
Implement
meetings with
stakeholders
(NGOs,
government
representatives
,..) for
discussing on
key issues and
opportunites
related to the
Nkundabana
mode like
gender gapa
analysis,
Nkundabana
model and
street children
X X CARE, ARCT,
HAGURUKA and
MIGEPROF
1.13 Hold
twice-yearly
knowledge-
sharing events
with NGOs.
Organize
workshops for
the plan
review
X X CARE, ARCT,
HAGURUKA and
MIGEPROF
1.14 Guide
NGOs to
perform
annual well
being
assessment of
OVCs.
X CARE,
MIGEPROF
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NISU Annual Interim narrative report 2010
Semester 3 Semester 4
Activity Task Outputs/How
many
Month
1
2 3 4 5 6 7 8 9 10 11 12 Implementing body
1.15 Evaluate
NISU against
ER1 and
Specific
Objective.
CARE, ARCT,
HAGURUKA and
MIGEPROF
2.1 Second
NKM
Technical
Advisor to
MIGEPROF,
develop TOR.
CARE, and
MIGEPROF
2.2 Develop
advocacy
package,
create and
implement
communicatio
n strategy.
X X X X X X X X X CARE, ARCT,
HAGURUKA and
MIGEPROF
2.3 Create
Quality
Assurance
Checklist.
Identifications
sion on best
practices and
validation
X X X X X X X X X X X X X CARE, ARCT,
HAGURUKA and
MIGEPROF
2.4 Align
NKM to
inform,
influence
nationally
scalable
version of
NKM
Implement the
action plan
developed
under
MIGEPROF
during the
baseline
assessment
X X X X X X X X X X X X X CARE, ARCT,
HAGURUKA and
MIGEPROF
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NISU Annual Interim narrative report 2010
Semester 3 Semester 4
Activity Task Outputs/How
many
Month
1
2 3 4 5 6 7 8 9 10 11 12 Implementing body
2.5 Secure
Involvement
of LAs in
NISU
implementatio
n zones
Invite them in
the Kick-off
training and
involve them
in the
organization of
community
events
X X X X X X X X X X X X CARE, ARCT,
HAGURUKA and
MIGEPROF,
Technical partners
2.6 Train Anti-
GBV/CPCs in
NISU
implementatio
n zone
Logistical
preparations :
needs, venue
and invitations
X CARE
HAGURUKA,
MIGEPROF,
Technical partners :
2.6 Train Anti-
GBV/CPCs in
NISU
implementatio
n zone
Implement
training
workshops
X X HAGURUKA,
MIGEPROF,
Technical partners :
MIGEPROF to
avail tools and
guide
2.7 Evaluate
NISU against
ER2.
3.1 Organize
and implement
Learning
Tours
X X X X X X X X X X X CARE, ARCT,
HAGURUKA and
MIGEPROF
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NISU Annual Interim narrative report 2010
Semester 3 Semester 4
Activity Task Outputs/How
many
Month
1
2 3 4 5 6 7 8 9 10 11 12 Implementing body
3.2 Create
and implement
advocacy plan
for use with
NSAs
3.3 Broadly
disseminate
the
Nkundabana
Model Manual
and related
products
Organize a one
day
dissemination
meeting at the
national level
The meeting
implemented
and hardcopies
shared
CARE, ARCT,
HAGURUKA and
MIGEPROF
3.3 Broadly
disseminate
the
Nkundabana
Model Manual
and related
products
Post the toolkit
to websites
and send it to
various
international
partners
The toolkit
posted on
MIGEPROF
and CARE
USA
websites…
X X X X X X X X X X CARE and
MIGEPROF (PSS
to negotiate)
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NISU Annual Interim narrative report 2010
3 Partners and other Co-operation
3.1 How do you assess the relationship between the formal partners of this Action (i.e. those
partners which have signed a partnership statement)? Please provide specific information
for each partner organization.
Partnership with HAGURUKA and ARCT-RUHUKA, the two implementing partners is good
as usual. The constraint identified is the respect of deadlines for the submission of reports.
CARE continues to follow-up and to provide technical assistance to partners in order to help
them respect deadlines. That is why staff from the finance department in CARE visited both
partners in order to help them understand reporting formats and the necessary documentation
for the financial reports. Narrative reports need to be improved as well in order to provide
feedback on the partnership with activity reports.
3.2 How would you assess the relationship between your organization and State authorities in
the Action countries? How has this relationship affected the Action?
The relationship with MIGEPROF which is an associate to the Action is good. There is a good
collaboration in advancing the Action. Staffs from the Ministry make a close follow-up of the
progress and CARE staff seconded to the Ministry was quickly integrated. The partnership
with the Ministry gives a certain assurance that the Nkundabana model will be scaled up
nationwide and it will be institutionalized as the Ministry suggested the milestones towards
the replication of the model at the national level. However, there are other many priorities of
the Ministry and sometimes, it takes time to get the feedback from the Ministry when it is
needed.
In addition to that, NISU team was much involved in some key activities of the Ministry, like
the preparation and the implementation of the National Children‟s Summit that was conducted
on November 16th, 2010. The NISU Technical Support Unit was part of the organizers of the
Summit and NISU contributed some materials for its realization.
The Unit also contributed to the preparations of the 6th National Pediatric Conference on
Children and HIV/AIDS too. The NISU Project Manager submitted an abstract on the
Nkundabana program and the abstract was selected for the oral presentation. The abstract was
about the possibility of the creation of referral system and network for OVC services that as
the opportunity for Nkundabana mentors to refer OVC for unmet needs.
3.3 Where applicable, describe your relationship with any other organizations involved in
implementing the Action:
Associate(s) (if any)
MIGEPROF, which as at the same time the State Authority is the Associate to NISU Project.
The relationship is smooth as described above.
Sub-contractor(s) (if any)
Final Beneficiaries and Target groups
The relationship with selected NGOs for the capacity building is good as well. These partners
are happy to have a partnership with CARE and they are ready to share their own best
practices in order to have a more scalable model. However, the selected NGOs wished they
could get financial support in order to cover indirect costs related to the implementation of the
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NISU Annual Interim narrative report 2010
Action that are not supported the budget of the Action. They wish a separate fundraising could
be made in order to help them integrate the model in a proper manner and without putting a
burden to their existing projects for OVCs.
To respond to this need, CARE started to look for funding opportunities and to support
technical partners in fundraising. In this arena, we submitted the “Akazi Kanoze” application
in December for additional funds for ASOFERWA and we wait for the response.
Other third parties involved (including other donors, other government agencies
or local government units, NGOs, etc)
3.4 Where applicable, outline any links and synergies you have developed with other actions.
MIGEPROF has put in place the national policy to establish Anti GBV/CP committees in all
the districts but recognizes that there is need for a strategy to make sure the policy is
implemented in the same way in the whole country. NISU project and the four local partners
will facilitate the implementation of this policy at least in the 10 districts where the NISU
Technical Support Unit will be providing technical support. This strategy synergizes well with
the government policy.
3.5 If your organization has received previous EU grants in view of strengthening the same
target group, in how far has this Action been able to build upon/complement the previous
one(s)? (List all previous relevant EU grants).
NISU builds upon two other EC funded Projects: NIPS (Nkundabana Initiative for Psychosocial
Support) and COSMO (Community Support and Mentoring for Orphans and Other Vulnerable
Children/Youth). These two Projects targeted OVC and in particular CHH in order to ensure that
they receive the community base-psychosocial support and protection. CARE worked with two
local partners: ARCT-RUHUKA and HAGURUKA and worked directly with communities. The
two projects used the Nkundabana model as an innovative approach for the community care and
support to OVCs. This approach was highly appreciated by the government and was
recommended to be widely replicated in Rwanda. CARE and its partners would not reach all
OVC in need if other partners were not involved. NISU came in to help CARE and its partners to
provide the technical support to other LNGOs to replicate the Nkundabana model and at the same
time, to work with MIGEPROF in order to develop a more scalable model and to put the model in
the good hands that can easily facilitate and coordinate its quick replication at the national level.
4. Visibility
How is the visibility of the EU contribution being ensured in the Action?
All PowerPoint presentations related to the Action made for CARE members and external people
had the logo of the European Commission. For example, the presentation of the baseline study to
partners and to CARE staff, presentations used during the orientation workshop, as well as the
abstract orally presented during the 6th National Pediatric Conference on Children and
HIV/AIDS, organized in Kigali from November 17th to November 19
th 2010.
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NISU Annual Interim narrative report 2010
The European Commission may wish to publicize the results of Actions. Do you have
any objection to this report being published on EuropeAid Co-operation Office
website? If so, please state your objections here.
Report written by: Eugene Rusanganwa, Project Manager, CARE International in Rwanda
Name of the contact person for the Action: Kathrin Pauschenwein, Regional Coordinator
Africa, CARE Österreich
Signature: ………………………………………
Location: Austria
Date report due: March 10th, 2011
Date report sent: March 31st, 2011