Amref's fourth year extension proposals

“In 2014, Katine will be an active, empowered community taking responsibility for their developmentwith decent health, education, food security and able to sustain it with the local government”

(Statement made by community representatives and local government at the midterm review workshop inSoroti)

Margaret Angoro from Katine provides tailoring service in Katine market (Photo courtesy of Dan Chung)

Executive Summary In 2007, when AMREF first visited Katine, we found a fragile community, recovering from the multipletraumas of civil war, cattle rustling and drought and resettling in Katine. People had limited capacity(knowledge, skills and organised power) to engage with their local governments or to hold themaccountable for basic resources and delivery of services.

Changing this reality and revitalising communities to engage in their development process to improve thequality of their lives was at the core of AMREF’s interventions in Katine. Our aim was to improvecommunity health, access to safe water, hygiene and sanitation, income generating opportunities andincrease community engagement with local government.

An external consultant conducted a midterm review (MTR) in Katine two years into the three year projectto assess AMREF’s progress in reaching its goal. The findings highlighted that we were more or less ontrack however needed to strengthen certain areas to maximize impact. Two of the components(community empowerment and livelihoods) required more time to realise their objectives. Additionally,communities and districts underlined the potentially huge impact of greater access to safe water sources. Although the education component was on track to meet the project objectives, AMREF could strengthenit further by providing more desks, text books and follow up support to teachers and managementcommittees as well as promoting a school feeding programme. The health component was also on trackbut its impact depended a lot on the quality of the village health teams, better training of health workersand renovation to the operating theatre at Tiriri Health centre.

One of the key recommendations the consultant highlighted, was the need for more time and resourcesbefore AMREF could exit from Katine. More time would allow AMREF to work with the established groupsto embed new practices and behaviours that would enable them to function effectively; we couldstrengthen the community empowerment component by introducing a rights-based approach andincrease gender awareness. We could also expand the reach of farmer groups to all 66 communities inKatine. AMREF would also have more time to systematically hand over responsibility to communitygroups and local government structures to ensure continuity and sustainability.

In response to the recommendations, AMREF is proposing additional funding to the project to enhanceactivities in the third year and hand over responsibility to local partners in the fourth year. With additionalfunding we will be able to increase safe water coverage from 66% to 85%, meeting national targets set bythe Government of Uganda. We will set up and train an additional 48 farmer groups to achieve 100%coverage across the whole of Katine sub-county. In schools, we will ensure all children have access todesks, text books, better classrooms and management committees know how to manage and governtheir schools. We will work with the village health teams to increase hygiene and sanitation coverage inKatine from 39% currently to 75% and we will aim to build the capacity of local government andcommunity groups to own and manage their development process.

Proposal for Katine Extension

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Proposal on extension funding for Katine Community Partnerships Project (KCPP), 10th November 2009Submitted by Claudia Codsi, Uganda Partnerships manager, AMREF UK in collaboration with Joshua

Kyallo, Country Director, AMREF [email protected]

[email protected]

Our goal as we exit would be to leave behind communities that are more aware, organised, and vibrant inKatine, with a diverse range of knowledge and skills related to the access, use and delivery of basicservices. Communities and households would be better placed economically and able to work togetherregardless of differences. They would know their rights and have confidence to be politically engaged,represent and articulate their needs and priorities as they participate in decision making and policydevelopment.

Key recommendations to reach AMREF’s goal in KatineThe findings and recommendations were shared during a participatory workshop in Soroti district inSeptember 2009 with partners of the project, where AMREF presented initial proposals in response.Community representatives, political and technical leads from the district and sub-county fed intoAMREF’s plans, highlighting what they value and prioritised. Key recommendations on priorities arehighlighted in the table below.

From the feedback in the mid term review and input from community representatives and local leadersfrom the workshop, AMREF has learnt that:


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More time and money needed to ensure that the project is on track to meet both the district and national government targetsin health, education, and water.

More emphasis on increased water access and on hygiene and sanitation promotion. Access to water and sanitation has

potential to minimise the major common diseases that affect communities and consequently facilitate savings from incomethat is otherwise spent on treatment. Access to water promotes household productivity and improves women’s lives throughreduced workloads.

The farmer groups needed to be expanded to reach all communities in Katine as a basis for equity. In addition more

emphasis should be placed on farmer’s access to better markets for their products. The VSLA model had great potential forsuccess and needed greater scope and equitable access to the rest of Katine.

More teaching and learning materials to build on the success to date of the education component (more classrooms, more

textbooks and more desks).

Consistent follow up needed to strengthen communities and embed their structures into local government. For example, the

Village Health Teams(VHTs) and Parish Development Committees (PDC).

Strengthening the community empowerment component through rolling out a right’s based approach to development and

emphasis on gender issues.

A clear exit strategy needed to ensure effective transition and hand over to both the communities and local governments.The district vice chairman during the Soroti MTR workshop asked AMREF to work with institutionalised structures (villagehealth teams, school management committees, water source committees etc) and strengthen their capacity to operate duringand beyond the project.

Summary of proposal and budget notes for years 3 and 4

AMREF aims to take up these recommendations. We believe that with more time, AMREF can phase outof Katine and ensure sustainability and impact of work to date. An additional year would allow us to:

1) Put the maximum funds into agreed activities to meet project objectives over years 3 and 4 with aspecial focus on community identified priorities for example increasing water access

2) Invest in project areas that are behind target mainly livelihoods and community empowerment

3) Handover responsibility to local stakeholders and gradually phase out from Katine

Funding request

In order to meet the MTR recommendations and respond to key community and local government needs,we are proposing additional funding, of £684,963 phased over years 3 and 4 broken down as follows:

1. Guardian- direct debit and one-off donations (years 1-3) - £200,000 in excess of cumulative yr 1-3budget to be secured by end of year 3. The donations will be allocated to fund the revised year 3budget.

2. Guardian – direct debit and one-off donations in year 4 – up to £200,000

3. Barclays - £250,000 (additional funding) to enhance Guardian reader donations to fund year 4

4. Guardian – fundraising appeal for water coverage of up to £34,963

Explanation of cost allocation in years 3 and 4

We would carry over the balance from year 2 of £115,067 to the revised year 3 budget attached as anannex. Additional funding would be allocated in year 3 from reader donations to start to increasecoverage of safe water access. To achieve this target, we would need £123,778 to cover the cost of fouradditional boreholes, two motor drilled wells and two hand-dug wells, construction of new latrines,ecological sanitation (ECOSAN) toilets, and hygiene and sanitation promotion in all schools. We wouldallocate half this cost to years 3 (£61,956) and the other half to year 4 in order to meet the Government ofUganda national target of 85% water coverage.

In order to reach 100% coverage of farmer groups in Katine from 27% coverage currently, we would needto roll out 48 more farmers groups at a cost of £68,000. We would start this activity in year 3 and finalisein year 4, and so will allocate half of this budget (£34,152) to year 3 and the other half to year 4.


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We propose to absorb the contingency costs of £10,000 annually from years 1-3 to cover costs related tomeeting activity gaps in year 4. Ideally we would use £22,451 from the total contingency of £30,000,leaving £7,549 contingency in year 3.

We have also re-organised the management structure to be more efficient in response to the MTRrecommendations. We aim to empower the project officers to step up and play a greater role in managingtheir components by introducing a team based management approach over years 3 and 4. The DeputyCountry director will also provide additional support (20% of time) to ensure quality of projectimplementation. In response to the need to decentralise procurement and further support themanagement of the project, we aim to add a procurement and logistics officer to support the team inKatine. Our shift to local procurement means that we can source suppliers and materials more costeffectively and support the local economy.

FARM-Africa would continue to provide technical support in year 3 and year 4 as AMREF rolls out theremaining 48 farmer groups. The emphasis will be placed on FARM-Africa monitoring and supportingcontinued good implementation by AMREF and add to the lessons learnt for both organisations. In the 4th

year, in a bid to reduce dependency as AMREF begins to hand over responsibility, FARM-Africa’s rolewould decrease as the shift to ownership moves to the farmer’s groups. The FARM-Africa regional officewould visit a couple of times in the last year to support and monitor the progress of the semi-autonomousfarmer groups and will be involved in the final evaluation.

Additional funding from Barclays will allow us to cover the cost of activities in the fourth year budget(£619,212) and enhance the remaining funds from continued direct debits and one off Guardian readerdonations in year 4. The funding would help Katine reach national government targets in water access(from 66% to 85%), hygiene and sanitation coverage (from 39% to 75%) and enable all villages to have afunctional farmers group with knowledge and skills on improved farming practices. The funding will alsoenable AMREF to hand over roles and responsibilities to the community and local government so that thesystems and structures put in place are adopted for sustainability.

Barclays contribution would fund ongoing communications about project achievements and lessons learntas well as monitoring and evaluation activities. The fourth year will be critical in documenting andcommunicating project results, profiling the partnership and disseminating evidence of lessons learnt to awider audience in order to share best practice. AMREF will work with Barclays in Uganda and in the UK todevelop a communications plan to support this. This will cost £6,589 for communications and £ 8,422 formonitoring and evaluation.

We would carry over £23,360 from year 3 to year 4 and make up the remaining £34,963 gap from anadditional Guardian appeal in year 3 to fund the increased water access.

In year 4, we would aim to consolidate all the achievements of the first three years with a special focus onbuilding on the successes, bridging any gaps, and setting a strong foundation for sustainability bystrengthening community based structures for transition and exit. Barclays additional funding andremaining reader donations have been allocated to year 4 to address key gaps identified in the MTR. Theactivities in the fourth year would focus on AMREF holding workshops and meetings to strengthen roles


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and responsibilities of the different structures, line departments and stakeholders in view of the addedfunctions they will perform when AMREF exits.

Proposed plans for years 3 and 4

The attached budgets have detailed workplans which highlight the phasing and focus of all activities overyear 3 and year 4 of the project. A summary of key proposed activities to meet the objectives of theproject across both years are included below.

1. Improved Community health

Community participation in health planning is critical to the success of the health component. Currentlythere are 272 Village Health Team members trained by the project. In the conjunction with the DistrictHealth Teams, we will continue to build their capacity and monitor and supervise their activities in order toprevent common illnesses in the community. In year 4, our focus will shift to ensuring there is an effectivesystem in place for support supervision of VHTs as we phase out. To ensure they stay motivated in theirvoluntary role beyond the project lifespan, we would aim to provide T-shirts, gum boots and umbrellas tosupport their work during the rainy season.

We will strengthen the impact of health delivery by continuing to train health workers and members of thehealth unit management committees to manage health facilities and improve the referral system betweenVHTs and the appropriate level of health facility.

Sub-objective

Year 3 priorities Year 4 priorities Expectedoutcomes

Strengthenthe capacityof VHTs toimprovehealthpromotionand diseaseprevention

-Train VHTs and community vaccinators ondifferent VHT packages (family planning, recordkeeping, immunisation and referrals); support thedistribution of condoms and provision ofadditional ITNs to vulnerable people

-Support community health centres to conductmonthly outreaches to the community by runningchild immunisation days and HIV testing

-To keep VHTs motivated in their voluntary role,provide t-shirts, gum boots and umbrellas 4 timesa year

- Refresher training toVHTs in the first half ofyear 4

-Continue to supportc o m m u n i t y h e a l t hworkers to conductmonthly outreaches inthe community so thatt h e a c t i v i t y i se m b e d d e d i n t h eprovis ion of heal thservices in Katine.

- Providing t-shirts, gumboots and umbrellastwice a year to keepVHTs motivated

Effectivemanagement of health athouseholdandcommunityl e v e l a n deffectivereferrals tothe nearesthealthfacility

Strengthened rural

Improve thequa l i t y o fhealthservices

-Train health centre workers on managing andtreating HIV/AIDS, TB and malaria, HIVcounselling and testing, prevention of mother tochild transmission, integrated management ofchildhood illnesses, infection control a n demergency obstetric care

-Support the districttechnical team (DHT) toc o n d u c t t e c h n i c a lsupport supervision tohealth centre workerson a quarterly basis


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-Renovate the operating theatre at Tiriri healthcentre and connect running water to the theatreand maternity ward.

healthsystemshealth

Strengthenrural healthsystems

-Provide specialised training of health centre staffand health unit management committees onmanagement processes to improve theeffectiveness of health centre services forpatients to include drug management, planning,budgeting and monitoring quality of care.

-One more refreshertraining for health unitmanagementcommittees early inyear 4

-Facilitate more support supervision between the District Health Team andhealth workers in order to strengthen health care service provision to thelower level health centres and supervision of VHT reporting

-Facilitate regular monthly supervisory visits and coordination meetingsbetween the VHTs and health centre staff

2. Improved access to quality education .

Our strategy for education will be to consolidate what has been achieved so far and scale up therefurbishment of classrooms and provision of text books according to Ministry of Education and Sportsstandards.

We would aim to strengthen school governance and management. To ensure continuity and sustainabilityof what has been put in place, we will enhance support supervision from the District Education Officer(DEO) and Central Co-ordinating Tutor (CCT) which will include, school-based training and monitoring ofprogress in school, refresher training of teachers and support to stakeholders including children to collectdata that will contribute to the formation of the district education management and information system(EMIS).

Meetings with school management committees (SMCs) and parent teachers associations (PTAs) will beheld to monitor and review their performance. As we exit we will gradually shift ownership andresponsibility of schools by strengthening the district education office (DEO), District inspectorate (DI) andcentre coordinating support functions.

We will promote a school feeding programme in Katine primary schools through meetings with the SMCs,PTAs, DEO as well as the community. We will also focus on supporting inclusive education for orphansand other vulnerable children.

Sub-objective Year 3 priorities Year 4 priorities Expectedoutcomes

Improve teaching andlearning

-Train 48 newly posted teachers onchild centred methodologies, how toteach sex education and promoteadolescent friendly reproductive

-Provide top up trainingfor teachers

-Provide 1000 more

M e e t t h enationaltarget of 3:1child to desk


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health counselling

- Provide 1505 more text books toimprove teaching and 375 additionaldesks

- Hold 3 major school competitionsusing music dance and drama for1000 children to motivate them andencourage them to stay in school toincrease retention

text books to schools tosupport teaching andlearning and 558 moredesks.

-support 3 nat ionalevents for schools

ratio

Retention inschools up toPrimary 7

Promoting inclusiveeducat ion o f g i r l s ,d i s a b l e d c h i l d r e n ,o r p h a n s , a n dvulnerable children

-Reproducing sign reading booksf o r c h i l d r e n w i t h h e a r i n gimpairments

-Conducting child rights training andsensitisation campaigns in eachparish to encourage teachers andcommunity members to sendchildren with special needs toschool

-Continue to promoteinclusive education

Increase inschoolenrolment ofchildren withspecial needsand retentiono f t h e g i r lchild

-Hold motivational talks by female guest speakers toencourage girls to stay in school, provide counselling andguidance to girls

Strengthen communityownership over schoolsupervision

-Training PTAs and SMCs to improve community managementof school learning and teaching processes, and working withthem to advocate to local government for improvements toschools

- Advocating for the feeding programme, encouraging parentsand guardians to find ways of ensuring children have lunch atschool through packed lunches, contribution of parents formeals at school or school gardens

PTAsunderstandtheir roles &responsibilities and conductjoint meetingswith SMC atleast once aterm

3. Improved access to safe water, sanitation and hygiene

The main focus for this component will be on ensuring the safety of water that is being drawn from watersources constructed by AMREF and those constructed by other sector actors. This will be achievedthrough water quality surveillance and testing, rolling out and strengthening the spare parts supply chainfor operation and maintenance of facilities.

Additionally, we will continue to support the Village Health Team members on hygiene and sanitationpromotion at household level through the provision of promotional materials and through routine supportin conducting home visits. Sanitation coverage is now at 39% from 7% at baseline. We expect by the endof year three for it to reach 60% and by the end of year four, to reach 75%.


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We will focus on skills development and capacity building to the existing community based managementstructures to manage water and sanitation facilities into the future and provide continuous support andsupervision to the existing groups on financial management, record and book keeping.


Increase access to safewater

-drill 3 new boreholes, 2 shallowwells and 1 motorised well

- d r i l l 1 a d d i t i o n a lborehole, complete 2motor drilled wells

85% watercoverageachieved(nationaltarget)

I n c r e a s e r a t e s o fpersonal hygiene anda c c e s s t o b a s i csanitation

-Build panel toilets in 6 schools

-Build Ecosan toilet in 1 school

-remodel panel toilets in6 schools

-construct VIP latrinesin 3 more schools

-Construct 3 Ecosanlatrines in schools

Meet MinistryofEducation’srecommended pupils tolatrine stanceratio of 40:1in all schools

-provide monthly support to VHTs on hygiene and sanitationpromotion

75% latr inecoverageachieved athouseholdlevel.

Facilitate communitiesto effectively managetheir water sources.

-Train water source committees and hand pump mechanicseffectively manage and water sources to include maintenanceand simple book keeping skills

-Conduct quarterly joint monitoring visits with local governmentofficials and the sub county health committee to monitor safetyof water sources, functionality of water source committees andtheir roles in operations and maintenance.

95% of watersourcesfunctional.Communitiesempoweredt o c o n d u c tregularparticipatorymonitoring.

4. Improved income generating opportunities

We aim to increase the coverage of villages with at least one KCPP supported farmers group from 18villages (27%) to 66 (100%) to increase the rate of improved technology uptake and widen the base forcollective agricultural produce marketing. The groups shall be selected from VSLAs that are currentlybeing supported by CARE/UWESO but not involved in improved farming activities. The fourth year willalso focus on strengthening microfinance operations (VSLA) that will further support collective marketinginitiatives. The rural livelihoods stakeholders’ forum will also be strengthened to spearhead coordinationand sustainability of livelihood interventions.


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Although the Government of Uganda’s policy is to have a sub-county savings and credit co-operative(SACCO) at each sub-county in the country, Katine’s SACCO has remained dormant and so AMREF aimsto revitalize and strengthen it. An increase in the number of farmer groups will contribute to achievinglarge volumes of produce. The expected impact is improved food production to meet household foodrequirements and surplus for market. Successful collective marketing needs a functional farmer-owned/controlled financial service. The current VSLA concept operates at a village level. However ascollective marketing is targeted at sub-county level, a SACCO is appropriate. We are proposing to enableall farmer groups in 66 villages to be self sustaining entities by linking them up to the SACCO. This willenable the Katine community to benefit from the Government’s financial support under the ‘Prosperity forall’ programme to commercialize their farming business in future.

With a functional marketing system in place, farmers will be able to produce more to satisfy demand. Thestrengthened SACCO would support collective marketing by enabling the farmers to get advancepayment on delivery of their produce to cater for their pressing household needs as they wait for betterprices while the produce is in store.


Increase capacity off a r m e r g r o u p s t omanage themselves fori m p r o v e d a n dsustainable livelihoods

-Select and train VSLAs to adopt asfarmer groups from 48 villages andprovide monthly support supervision - P r o v i d e m o n t h l y

support supervision toall farmer groups bydistrict and sub countystaff

A l l 6 6villages havefunctionalfarmergroups

Improvedproductionandproductivityat householdl e v e l t oensure foodsecurity andsurp lus fo rs a l e t ogenerateincome

Improvedanimal healthservices,productivityto generatei n c o m e a thouse holds

S u p p o r t f a r m e rinnovations for cropproduction

-Farmers’ visit to research station -Open days for farmerinnovat ions: Publ icp r e s e n t a t i o n a n ddisplays

-Establishment of farmer led on-farm trials anddemonstrations including input acquisition

- Support improved farming technologies to improve foodsecurity, nutrition and income generation. (Provide improvedseeds and other farm inputs with technical training on on-farmtrials and demonstration of soil erosion control and fertilitymanagement.)

Support for communityanimal health services - Support coordination and experience sharing meeting for

paravets

Enhance business &market ing sk i l l s toaccess better markets

-Conduct agribusiness managementtraining to all farmer groups

- 1 b u s i n e s smanagement trainingsfor 66 farmer groups

Increasedincome


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for their products -Equip the produce store and thefarmers’ groups with functionalmarketing information systemsinvolving mobile phone services.

-Strengthen Katine SACCO tosuppor t co l lec t ive market inginitiatives

-1 farmer to farmerexchange v i s i t f o rexperience sharing onagricultural innovations& marketing

generatingopportunitiesi n t h ehouseholds

Organisedfarmers ableto carry outcollectivemarketing,w i t h h i g hbargainingp o w e r f o rbetter price ofproduce

5. Communities empowered to engage in local governance

Our approach will focus on strengthening planning for service delivery through the decentralisedgovernment system and strengthening the role of civil society groups by adopting a rights basedapproach to development. We will enhance our partnership with local government for effective handoverof roles and responsibilities in the last 6 months of the project and provide top up training to thecommittees so that they are self sustaining.

AMREF will support project management committees at sub-county and district levels to meet regularly inorder to address issues of handover and sustainability of activities.

By the third year, we aim to have built the skills of Parish Development Councils (PDCs) in planning sothat they are able to make inputs into the annual local government planning cycles from the parish (lowestlevel of government), to sub-county to district level. We then aim to strengthen their skills in holding theirgovernment, local leaders and NGOs accountable for the work they do.

By year four, the capacity of various community groups should be enhanced to discuss and find solutionsto their problems from a rights based approach and able to voice their concerns to their leaders.

An exit plan will be developed in collaboration with the community and the local government for the finaltransition of management and ownership of the project into their hands.

Sub-objective Year 3 priorities Year 4 priorities Expected outcomes

S t r e n g t h e n l o c a lgovernance

-work with the Sub-County toconsult and roll out Information,Communication and Education(IEC) materials on community rightsto basic services and start todistribute them

- continue to distributeIEC materials such as t-shirts and posters withr i g h t s a n d g o o dgovernance messages

- continue to supportd r a m a g r o u p s t o

2 0 0 s e t s o f I E Cmaterials distributedfor each year fo rdissemination of rightsrelated messages

6 drama groups (perparish) supported for


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-hire local drama groups from withinKatine to conduct drama to supportthe dissemination of IEC messagesin 6 parishes

-conduct 2 radio talk shows everymonth for 8 months to highlightgood governance issues further tocommunities

communicatemessages on goodgovernance and rightst o s u p p o r t I E Cmaterials within andbeyond Katine

-bi-monthly radio talkshows for 4 months atthe start of year 4

communitymobilization and IECdissemination

Communities informedand empowered withi n f o r m a t i o n o ndevelopmental issuest h r o u g h bi-monthlyradio talk messages

Katine sub-county 3year deve lopmentplans reflecting localneeds and prioritiesfrom all 6 parishes

The role of LocalC o u n c i l l o r s i nsupporting communitya c t i o n p l a n n i n greflected in all 66villages

Communitiesempowered andinformed of theirr i g h t s a n drespons ib i l i t ies tobasic services-health,education, watsan,

1 t r a i n i n g t oSubcounty technicalcommittee to improvecomputer knowledgeand data management

Enhance communityplanning to better meetcommunity needs

- train PDCs and sub-countytechnical committee every othermonth to plan and budget forfeasible and cost-effective basicservices

-procure bicycle for Local Council1(LC1) chairman to faci l i tatetransport into communities

-mon th l y re f reshe rtraining for PDC

-refresher training ingender equity for thesub-county

-procure bicycle for LC1chairman to facilitatet r a n s p o r t i n t ocommunities

C o n d u c t training onR i g h t s B a s e dapproaches

-Train AMREF staff, then district,sub-county and communities on theR i g h t s B a s e d a p p r o a c h t odevelopment

-Train local community members inIT skills in the resource centre

-Continuous supportand training to lowerlevel planning (sub-c o u n t y a n dcommunities) on therights based approachto planning

-Train key sub-countymembers in IT skills

Governance /Phase outmeetings -Conduct 1 sub-county phase out

meeting

-Hold quarterly District steeringcommittee meetings focusing onphase out

-Hold monthly project managementcommittee meetings focusing ontransition and phase out

- P r o j e c t S t e e r i n gCommittee quarterlymeeting

-Hold monthly projectmanagementcommittee meetings

Phase out of KCPPd o n e t h r o u g hmeetings with AMREFstaff, partners andcommunity


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Exit/sustainability plan

The fourth year would allow us to effectively hand over roles, responsibilities and infrastructure of theproject to the community and local government. We would ensure key supervisory and managementskills are transferred to relevant government officials. We would build on our proximity to governmentofficials during implementation to lobby and advocate for greater community participation in governmentplanning, budgeting and M&E processes. We would endeavour to secure government commitment andfunding for key elements of the project from government. Central to this is ensuring methodologies areincorporated into local development plans and recurrent costs included in their budget.

AMREF’s strategic approaches to development will be key to project sustainability:

Ensuring communities are engaged in the entire action cycle (design, implementation, M&E) toensure local ownership, confidence and competency

Ensuring skills transfer to CSOs and local government ensuring they play an increasing role as theaction progresses and

Analysis of the Katine model, documenting and sharing best practice within Soroti and advocating forits scale up and/or replication at national level by government and bilateral donors in Uganda,especially in the context of the Uganda government policy on Public Private Partnership for Health(PPPH). Uganda is developing a new macro policy framework (National Development Plan/NDP) toreplace PEAP (Poverty Eradication Action Plan) that was in existence during the KCCP design stage.A fourth year offers AMREF and its partners the opportunity to engage with the new process andshare what it knows to inform the NDP and align its work to new policies and services being put inplace. The NDP have already visited Katine and AMREF is keen to keep the NDP engaged in its workin Katine.

We are very proud of what we have achieved together in Katine with Barclays and the Guardian and havebeen delighted to welcome Barclays visitors including Marcus Agius, John Varley, Rachel Barber andGuardian visitors including Alan Rusbridger to visit our work in Katine. As we enter the final year of ourpartnership we would be looking to grow our relationship with Barclays at all levels within the company inthe UK and Uganda. For example we would welcome the opportunity to grow the relationship withBarclays employees and would aim to optimize communications about our partnership both internally andexternally.

Conclusion

By the end of a fourth year in Katine, we will aim to have met all our objectives of improved quality of lifefor the people of Katine. We will be leaving behind better awareness at the community level of rights toservices and linkages with local government; more participation of marginalised groups in planning anddecision making at the local government level; better organised and functional Civil SocietyOrganisations /community groups able to engage in local government and participate in decision makingprocesses; improved infrastructure and access to basic services; and more impact for the childrenthrough higher enrolment rates, more skilled and motivated teachers and pupils.


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Amref's fourth year extension proposals

Documents

Transcript of Amref's fourth year extension proposals