Recrutement de consultants/cabinets d'études locaux: documents annexes

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                                  GOVERNANCE FOR EMPOWERMENT and GENDER

Principles, Leading Questions and Indicators

1. Governance and Empowerment in SNV strategy (2007-2015)

In promoting sustainable and equitable human development, ‘good governance’ has become a general frame of reference. Good governance empowers citizens, makes development sustainable, and allows it to continue. SNV explicitly recognises that for governance to serve poor people, their explicit empowerment is of key importance [1].

To achieve this goal, SNV has decided - as part of its corporate strategy 2007-2015 - to transform its experiences in this area into a cross-cutting approach. Three elements are important here:

      • A broad concept of ‘Governance for Empowerment’. This concept guides SNV’s context analyses, positioning choices, and capacity development strategies. In stimulating good governance, SNV pays particular attention to gender equity, accountability and social inclusion of marginalized groups.

            • A concrete translation in our products & services. In each specific basic services sector or value chain, SNV develops a specific understanding not only of how to achieve maximum impact, but also of ‘disempowering’ and empowering dynamics. In all our work with clients and partners, empowerment is thus a concrete point of attention.

      • A specific focus in measuring results. SNV uses a set of internationally accepted governance indicators. These indicators are related to the governance of its clients/client constellations (outcomes), as well as to overall empowerment of poor and excluded peoples (impact).

2. Mainstreaming Governance for Empowerment

Mainstreaming Governance for Empowerment means that SNV applies this approach in a systematic and coherent way, i.e. at each level of its primary process (strategy, client, activities) and within each process step (analysis, action and assessment).

Governance for Empowerment is embedded throughout SNV practices and is therefore an essential component of contributing to sustainable poverty impact. In doing so, SNV promotes clear principles such as: more legitimacy and voice, more transparency and accountability, more responsiveness from duty bearers, more fairness and equity and more sustainability in all its dimensions.

3. Objective of this support

This document is meant as a support to mainstream Governance for Empowerment in SNV advisory practices. Although a description is given for both, empowerment and governance, it has to be read in the above mentioned context. The dimensions or principles are not exclusively empowerment or governance, but can be applied for both. The way it is structured is just an indication. But voice for example is more directly related to empowerment than effectiveness will be.

The document has two parts:

1.       The first part gives a description on empowerment and governance, its dimensions or principles, leading general questions and more gender specific questions that can be used in analysis, designing contracts and in evaluations (all dimensions of the primary process).

2.       In the second part you can find a selection of indicators per dimension or principle. They include both quantitative and qualitative indicators. In the elaboration of governance for empowerment in sectors and value chains, these indicators have to be specified.

This document is a working document. It is meant as a basic instrument for mainstreaming Governance for Empowerment and a support for defining focussed indicators per sector and value chain and throughout the primary process.

EMPOWERMENT

Dimensions / principles

Leading question

Leading question gender

Empowerment:

the process of increasing the capacity of individuals or groups to make choices and to transform those choices into desired actions and outcomes (to participate in, negotiate with, influence, control, and hold accountable institutions that affect their lives).

Central to this process are actions which both build individual and collective assets, and improve the efficiency and fairness of the organizational and institutional context which govern the use of these assets. [2]

This capacity to make an effective choice is influenced by two sets of factors: agency and opportunity structure.

Agency: an actor’s

ability to make meaningful choices; being able to envisage options and make a choice.

Opportunity structure: the formal and informal contexts within which actors operate. Working together, these factors give rise to different degrees of empowerment[3]

Participation / Voice

voice by women and men in decision-making, either directly or through legitimate institutions that represent their intentions. Such broad participation is built on freedom of association and speech, as well as capacities to participate constructively.

Degrees of empowerment can be measured by assessing:

(1) whether a person has the opportunity to make a choice,

(existence of choice)

(2) whether a person actually uses the opportunity to choose, and

(use of choice)

(3) whether the choice brings the desired result

(effectiveness of choice)[4]

·       To which extent are people (citizens, interest groups, men and women), involved in decision making and establishing implementation arrangements with regard to their interests, needs and rights

·       How can marginalized people increase their influence / control and let their voices be heard

·       At what stage is consultation needed and used?

·       What are the processes and modes of participation?

·       At what stage is citizen consultation effected?

·       To which extend are decision makers willing and able to promote and integrate the participation of all stakeholders (including under privileged groups?

·       Whose voice is heard and validated in institutions, services, values and processes, whose isn’t? Whose voices are not heard?

·       Which dynamics cause this unequal participation in decision making/ involvement / right to express, influence?

·       Through which mechanisms / platforms / institutional structures / political processes / representative bodies, can marginalized groups participate to defend their interest and influence decision-making?

·       How legitimate are the representative bodies’ government, departments, NGOs, CBOs, etc.)?

GOVERNANCE

Dimensions / principles

Leading question

Leading question gender

Governance[5] is the system of values, policies and institutions by which a society manages its economic, political and social affairs through interactions within and among the state, civil society and private sector. It is the way a society organises itself to make and implement decisions— achieving mutual understanding, agreement and action. It comprises the mechanisms and processes for citizens and groups to articulate their interests mediate their differences and exercise their legal rights and obligations. It is the rules, institutions and practices that set limits and provide incentives for individuals, organisations and firms. Governance, including its social, political and economic dimensions, operates at every level of human enterprise, be it the household, village, municipality, nation, region or globe

Equity

fair and just distribution of social, economic, cultural, legal and political rights, responsibilities, opportunities, resources and their benefits for women and men and other disadvantaged groups of society.

Inclusiveness

Reduction of inequalities among disadvantaged groups and the rest of society by closing the social, economic, political opportunity gaps to enable all citizens to participate more effectively and equitably in development interventions

Responsiveness

Service and answerability of institutions and processes to the needs of all stakeholders

·   Are the services provided in an equal way reaching all different types of targeted beneficiaries, including underprivileged and minorities groups?

·   Do the services provided respond to the specific demands, needs and interests of the targeted beneficiaries?

·   At what stage of planning, implementation and monitoring, are different people/groups involved or consulted and how?

·   Are there any services where you or members of your household are occasionally denied service or have only limited opportunity to use?

·   How do we better understand which dynamics exactly cause the exclusion of some beneficiaries,

·   What mechanisms create directly/indirectly disrespect of equity, inclusion and responsiveness principles?

·   What interests are defended, of what groups?

·   Why are in certain cases women’s interests, or interests from marginalised groups not or less defended?

·   What mechanisms can be promoted to enhance to effective participation of marginalised groups to redress situations?

Rule of law

Fair and impartially enforced legal frameworks, particularly the laws on human rights[6]

Equality of citizens (men and women) in the law and in its application

·   Does the government provide the right enabling socio-economic and juridical environment – through policies, laws, rules, regulations, legal framework and legal and administrative institutions – in order to respond to the needs and rights of the people, and

·   Can people effectively claim their rights and seek justice (in accordance to the policies, laws, rules & regulations) and demand application of the laws, rules and regulations

·   Does the juridical environment affect women differently than men and how?

·   How should law and regulation be adapted in order to become more favourable for inclusion of men and women who are excluded at the moment?

Accountability: decision-makers in government (central and decentralized), the private sector and civil society organizations are held responsible to the public, as well as to the institutional stakeholders. Citizens also demand for this accountability

Transparency:

Processes, institutions and information are directly accessible to those concerned, and enough information is provided to understand and monitor them.

·   To which extent do service providers account for their actions to both the public (esp. its identified beneficiaries) and government authorities? Accountability here refers to the provision of relevant and timely information on the quantity and quality of services provides and allocation of financial means and other resources.

·   To which extent can service providers and duty bearers be held accountable by the public?

·   How are upward and downward accountability issues defined?

·   Do women and men have the freedom, right, power and capacity to hold decision makers accountable?

·   Which group of men and women has access to this information?

·   Is the information available as relevant for the women’s daily life as for the men’s life?

·   Through which mechanism (e.g. communication channels and their appropriateness) is this access more limited to certain groups than for others? How can it be tackled?

·   How can access to information be improved especially for groups under specific circumstances (rural groups, level of literacy, access to radio, marginalised groups, languages, etc?)

Efficiency

Measurement of how economically resources and inputs (including funds, expertise and time) are converted to results. Efficiency is often expressed in a cost/benefit ratio with the efficiency increasing as the ratio decreases.

Effectiveness

Comparison of actual performance with targeted performance.

This is also related to the actual existence of services in relation with the choice of users to make an optimal use of this service.

·   Do the services given produce the effect envisaged? Do they answer the needs and interests of different people?

·   What are the perceptions of quality, efficiency and effectiveness of services delivered to them?

·   Are services delivered in an effective and efficient way for everybody or do they touch groups and women differently?

GENERAL ‘GOVERNANCE FOR EMPOWERMENT and GENDER’ INDICATORS

Participation / Voice

·       Extent to which women and disadvantaged groups are allowed to participate in meetings (freedom of speech)

·       Extent to which men and women are equally represented in various councils, organisations and associations

·       Extent to which women and disadvantaged groups are involved in decision making at different levels (community organisations, parents/students associations, farmers associations, household, political parties etc)

·       Extent to which women versus men attend meetings, speak up at these meetings, have their views taken into consideration and affect decisions

Equity / Inclusiveness / responsiveness

·       Extent to which (poor) men and women have an equal access to basic services (e.g. health, education, water & sanitation)

·       Presence or absence of a pricing policy for basic services taking into account the needs of the poor households

·       Existence of inclusive platforms for participation in basic service delivery

·       Extent to which (poor) men and women have an equal access to resources (e.g. income, land, credit, assets, inputs, information etc)

·       Extent to which (poor) men and women are involved in public surveys and consultations on service delivery

·       Active engagement of stakeholders in the sector/value chain

·       Transparent access to and use of resources

Accountability

Transparency

·       Score of authority over local policy processes

·       Score of authority over local budgets

·       Percentage of nominal annual budget allocation (to a certain sector) in line with PRS priorities

·       Presence or absence of a formal publication by the local government of performance standards for key services delivered by the local authority

·       Existence and frequency of a survey on consumers’ satisfaction with the local authority's services (or members of an association)

·       Existence and frequency of public consultations on service delivery by authorities

·       Regular execution of independent audit of accounts (of municipal, associations, organisations) and the disseminations of results to members, public.

·       Level of trust and ownership

·    Level of transparent use of resources

·       Service providers account for their use of resources and service management

Rule of law

·       Level of awareness and respect of laws and regulations

·       Extent to which laws grant equal rights to men and women

·       Extent to which women are treated equally under the law in practice

·       Extent to which women and disadvantaged groups are protected against discrimination, violence, harmful traditional practices etc.

·       Extend to which legal conditions are created for accountability

·       Extend to which legal arrangements are respected

·       International instruments and conventions on civil and political rights ratified

·       Number and level of application of laws/acts protecting freedom of association

·       Number and level of application of laws/acts providing protection from social and political oppression

·       Existence of regulatory framework for credit and savings provision

·       Pro-redistribution legislation for access to and control over productive assets (including land)

·       Number and effect of civil society advocacy initiatives related to respect of laws and regulations etc.

·       Number of disputes resolved equitably and in accordance with the law

Efficiency / Effectiveness

·       Volume of financial transfers made to municipalities over the last year (education, water, health)

·       Number of occasions in which transfers were made on time over the last year

·       Evaluation of performance of an organisation/ association/ committee in terms of efficiency and effectiveness

·       Presence or absence of a signed, published statement (charter) from the local authority which acknowledges citizens’ right of access to basic services

·       Number and effect of linkages/partnerships established between (groups of) actors

·       Number and performance of organisations (e.g. cooperatives, women groups, labour unions etc)

·       existence of services according to national standards (e.g. % of population living in a rayon of 5 km from a health centre;

·       level of internal and external mobilisation of resources by the organisation/association/federation/municipality

References for further reading:

Ruth Alsop and Nina Heinsohn: “Measuring Empowerment in Practice: Structuring Analysis and Framing Indicators” ; World Bank Policy Research Working Paper 3510, February 2005

Daniel Kaufmann and Aart Kraay: Governance Indicators: Where Are We, Where Should We Be Going”; The World Bank Research Observer, vol. 23, no. 1 (Spring 2008)

Empowerment and Poverty Reduction: A Sourcebook (Draft); PREM, World Bank, May 1, 2002

SNV: White paper “Governance for Empowerment, a value driven core process, July 2007

UN-Habitat: Urban Governance Index, Methodology Guidelines (addendum to the “Conceptual Foundation and Field Test Report” on the Urban Governance Index), August 2004

Centre d’Expertises Politiques et Institutionnelles en Afrique (CEPIA) et Institut Africain de L’Entreprise : Baromètre de la Gouvernance.

[1] See SNV, Governance for Empowerment. A value driven core process, 2007 (White Paper)

[2] World Bank Policy Research Working Paper 3510, February 2005: Measuring Empowerment in Practice: Structuring Analysis and Framing Indicators, page 5: The term empowerment is commonly used to indicate both a process (of empowering groups or individuals) and an outcome (a person or group is empowered).

[3] Idem, pag. 6

[4] Idem: example: if the woman in Benin wants to send her daughter to school, is there a school for the daughter to go to? If yes, does the women actually make the decision to send her daughter to school? If yes, does the daughter actually attend school?

[5] SNV uses the UNDP definition: see SNV, Governance for Empowerment. A value driven core process, 2007 (White paper)

[6] Policy brief No15 – Institute on Governance, Ottowa, Canada.

TITLE: NTFP Value Chains FOR SUSTAINABLE INCLUSION (NSI)

SUMMARY

NTFP production is mainly done by women and minorities, the development of this sector is especially appropriate as a means of empowerment of these actors. Apart from poor quality NTFP, there is very poor linkage between value chain actors and lack of financial means to boost the growth of NTFP value chain actors. The development of NTFP works only if direct actors of the value chains are linked with strengthened capacities, commercially, technically and financially within an improved enabling environment. The NSI program overall objective is to increase profitability of NTFP products for the rural poor within a framework of environmental sustainability..

Objective 1: Increase sustainable production of value NTFP through regeneration of NTFP plant species. This will enable an increase in volume that will lead to higher income of local producers.

Objective 2: Improve quality and quantity of NTFP on the market through capacity strengthening of producers and wholesalers. The programme intends to reinforce technical skills for high quality products by identifying and disseminating adequate and simple production techniques of at least 4 NTFP.

Objective 3: Improve market access for NTFP direct actors by linking actors of value chains. The key approach will be to promote the exchange of market information among the actors in order to boost the supply of high quality products at equitable prices

Objective 4: Leverage access to finance to stimulate the growth of NTFP value chain actors. This will be achieved through mobilization of resources with financial institutions and business partners to establish seed funds for producers and wholesalers to enhance their autonomy vis-à-vis exporters increase their storing capacity and empower them in price negotiation

Objective 5: Contribute to the development of policy and regulations that are appropriate for small scale NTFP value chain actors. The program will follow up the forest law revision process and the elaboration of the REDD+ policy with other relevant partners, stimulate and facilitate multi-stakeholder platforms on NTFP

The overall results are expected in 48 months life span of the program, with focus on 100 NTFP small and medium size enterprises of about 50 000 people.

        ANNEX 1 : OUTCOMES, INDICATORS, BASELINES AND TARGETS

C. OUTCOMES

§          IMPACT AREA: BASE

§          SECTOR: WASH

§          PERIOD : 2010-2012

A. TARGETED IMPACT

Improve the number of poor people that have access to sufficient quantity of safe drinking water in secondary centres

B. KEY ACTIVITIES

•         CAPACITIES STRENGTHNING: see above

•         DEVELOPMENT OF TOOLS see above

•         SUPPORT LCB IN ORDER TO FACILITATE see above

•         DEVELOPMENT OF PARTNERSHIPS: at council level, for better maintenance/rehabilitation and management of water infrastructure; With relevant actors for the environmental protection and sustainability of water catchments; At national level in order to improve institutional framework; With others actors for fund raising

1.        Improved coverage/outreach by snv clients – Increased number of poor people reached/affected by SNV clients

Outcome 1: Regional, district and municipal authorities are capable to organise sustainable water and sanitation services

·          [SNVCam: Focusing on proper structures, systems, and procedures for both overall management of water supply systems, with an emphasis on 1) maintenance of the infrastructure, and 2) pro-poor pricing]

Key indicators

Baseline

___/___/2009

Baseline source

Target

December 2012

Means of verification

Relevance/

explanation

Target

December 2010

1.2. Number of clients who reduce the unit price of potable water, and % reduction, for the poorest people in SNV intervention area

Only 1 client reduced water unit price up to 10%. No other reductions observed.

SNV data base

04 clients reduced the water unit price by ≥15%

Water management authorities reports and minutes

Unit cost price not based on the calculation of the cost of production.

Cost of water very high compared to income of poor.

02 clients reduced the water unit price by ≥ 15%

Key indicators

Baseline

___/___/2009

Baseline source

Target

December 2012

Means of verification

Relevance/

explanation

Target

December 2010

1.3. % increase in the number of extreme poor who have access to water without paying fees

2% of the most marginalized strata of population have access to free water

SNV Data Base

10% of the marginalized strata of population have access to free water

Survey reports, Councils, water authorities and SNV reports, evaluation reports,

Widows, paralyse people, extreme poor (≤ $1/day) cannot afford water and suffer with poor quality & quantity.

5% of the marginalized strata of population have access to free water

2.      Improved service delivery – Degree of improved service delivery by clients (criteria: improved relevance, effectiveness, equity, efficiency, quality, sustainability; including governance)

Outcome 2: Interests and needs of women and minority groups are taken into account into account in infrastructure and services planning

·          [SNVCam: Focusing on water supply systems, looking at both the consolidated group of “all end users” in SNV intervention areas, as well as the above noted sub-groups of women and minorities]

A. Demand

2.1 % increase in households having access to safe drinking water

An average of only 33% of population in SNV intervention area have access^{^[1]} to safe drinking water

SNV data base

Increase up to 40% the number of population with access to safe drinking water in SNV intervention area

Annual reports Councils and Water Auth.;

SNV and gov’t

Data base

Diagnostic studies 2009

Survey 2012

< 35 % of the population has access to safe drinking water in rural areas in Cameroon. Mostly a management problem.

Increase by ≥ 35% the number of households with access to safe drinking water in SNV intervention area

Key indicators

Baseline

___/___/2009

Baseline source

Target

December 2012

Means of verification

Relevance/

explanation

Target

December 2010

2.2. Percentage (%) increase in women and minority groups’ involved in water supply committees

10 % of women and minority group are involved in water management committees

SNV data base

40 % of the members of water supply committees are women and minorities

- minutes of general assembly

- Water resources activities reports

-Survey on the quality and effectiveness of women and minorities’ participation

Poor participation of women and minority in water management board and staff;

Exclusion of pastoralists from decision making process.

20 % of the members of the water supply committees are women and minorities

B. SUPPLY

2.3. Water lost as a % of total water produced by the system.

Average water lost is about 40% in SNV intervention area

SNV data base

Reduce water loss to ≤ 30% in SNV intervention area

SNV and water authorities

Data base

Average water loss is very high (40%), mostly due to poor maintenance. Better management = more water for users.

Reduce water lost to ≤ 35% in SNV intervention area

2.4 % of end users who are satisfied by the water service delivery

No data base available

≥ 60 % increase in the level of satisfaction of end users

SNV data

Sastisfaction survey

Around 30 % of the poor delivery service is due to lack of competences of council water service

≥ 40 % increase in the level of satisfaction of end users

3   Improved enabling environment – Degree of improved enabling environment (criteria: pro-poor policies, legislation, regulations, budgets, subsidies, taxation, accountability, governance etc) (Policy)

Outcome 3:    Civil society organisations are involved in the decision making process at regional and municipal level

Outcome 4:    Functional multi-actor platforms are coordinated by national authorities to improve sector policy and strategy

·          [SNVCam: Combined, broader result of above 2 regional outcomes will be to have policy, and implementation of the policy, in favour of investment in the water sector, and which clearly takes into account the local need]

Key indicators

Baseline

___/___/2009

Baseline source

Target

December 2012

Means of verification

Relevance/

explanation

Target

December 2010

3.1 Number of CSOs involved in putting in place local and permanent steering committees for public investment in WaSH

No CSOs currently involved in budget tracking in WaSH

Concept note budget tracking

03 CSOs involved in budget tracking in WaSH

SNV report

Existence of corruption and bad implementation of projects financed by state contributes to reduced access to potable water. Only communities can plan a crucial role of follow up and advocacy

01 CSO involved in budget tracking at national and meso/micro level

3.2 Number of written, approved local Water policies in SNV intervention area

1 water policy developed & approved at council level

SNV data

4 water policies developed and implemented in 4 councils in SNV intervention area

Reports, minutes

No water policy and strategy at local level leads to poor management & resulting lack of water

2 local water policies developed and implemented

3.3 Increase in % of State budget allocated to water sector

The State budget allocated in water is 0,7% of the total budget

State budget

The State budget allocated to water sector increase up to 3 % of total budget

Budget proposal to the Parliament

Reports, minutes

Very few lobbying activities in water sector;

Few level of communication among actors on budgeting system.

The State budget allocated to water sector increase up to 1% of total budget

§          IMPACT AREA: BASE

§          SECTOR: HEALTH

§          PERIOD : 2010-2012

A. TARGETED IMPACT

We seek to improve:

- Access to quality health services by poor and marginalized populations (with a particular focus on women and children) as per the MDG Objectives (reducing by half current levels of infant and maternal mortality rates by 2015)

- user’s capacity to develop their right to engage in a control and dialogue with the public and private health services in order to contribute to improved transparency, governance and efficiency of these services.

B. KEY ACTIVITIES

CAPACITIES STRENGTHNING: see above

DEVELOPMENT OF TOOLS: see above

DEVELOPMENT OF PARTNERSHIPS: for joint actions on health involving councils, health management committees and health services; for improving the monitoring of the public investments and expenditures in the primary health sector; Support local actors’ platforms for knowledge, experience sharing and monitoring the beneficiaries satisfaction on the quality of health services; Stimulate and support MHO networks

CAPITALISATION AND KNOWLEDGE BROKERING: see above

ADVOCACY: see above

1. Improved coverage/outreach by snv clients – Increased number of poor people reached/affected by SNV clients

SUPPLY (ACCESS) (GfE aspects to address: equity, efficiency, transparency)

Outcome 1: More effective functioning of risk sharing mechanisms

[SNVCam: Focusing on improved equitable coverage of poor and marginalized populations through community health initiatives in order to increase financial access to health service]

Key indicators

Baseline

___/___/2009

Baseline source

Target

December 2012

Means of verification

Relevance/

explanation

Target

December 2010

1.1 Increased in % of population in SNV intervention area covered by health insurance

*0.1 % of total population working in formal and informal sector, covered by national schemes and/or mutual schemes

Ministry of Health

SNV data

Base

WCA external analysis

≥ 15 % of population (≥ 10.000 people) in the SNV intervention area (clients) have access to affordable and good quality health services (cooperative health insurance)

Councils Annual reports and

SNV and regional authorities Data base

Diagnostic studies 09

Survey 2012

Mutual health organizations reports

Existing mechanisms do not allow access by poor people to health services.

The Coops (Mutuels) also engage in health stakeholders platforms with MHO to facilitate accountability

≥ 10% of population in the SNV intervention area (clients) have access to affordable and good quality health services (cooperative health insurance)

1.2. % of women and children benefiting from mutual health services

* 10 % of mutual health insurance beneficiaries are women and children

SNV data base

An average of 17 % of people benefiting from mutual health insurance services in 2 Councils/ health district in the SNV intervention area are women and children

Councils Annual reports and

SNV and regional authorities Data base

Diagnostic studies 09

Survey 2012

Mutual health organisation reports

Women and children are usually the most vulnerable and marginalised sectors of the population with the greatest health care needs.

An average of 12 % of beneficiaries benefiting from mutual health insurance services in 2 Councils/ health district in the SNV intervention area are women and children

2. Improved service delivery – Degree of improved service delivery by clients (criteria: improved relevance, effectiveness, equity, efficiency, quality, sustainability; including governance)

Outcome 2: Civil society is organised and capable of addressing local priorities and policy design at national level

Outcome 3: Management at every relevant administrative level is assuming leadership

[SNVCam: Combine all of the above regional outcomes: The voice and interest of health service users and marginalized groups are taken into account, leading to increased quality in health services through increased efficiency and equity of budget allocation and execution]

A - Demand (GfE aspects to address: equity, participation/voice, accountability)

Key indicators

Baseline

___/___/2009

Baseline source

Target

December 2012

Means of verification

Relevance/

explanation

Target

December 2010

2.1 Number of CSOs actively involved in monitoring and influencing public health expenditures, as evidenced by their recommendations being taken into account in favour of equitable and effective allocation and execution of the health budget.

Very few CSOs are monitoring and influencing public expenditures and governance in the health sector

*low performance of actors in facilitating existing platforms

*Only 25% of the platform action plan is effectively implemented

*No relevant information available on health budget for CSOs both at local and national level

SNV Data

3 CSO/NGO engaged in monitoring and influencing public expenditures in heath sector in order to improve expenditure efficiency and equity (transparency), as evidenced by their recommendations being taken into account in favour of equitable and effective allocation and execution of the health budget

SNV report

Mismanagement of funds and corruption Poor budget monitoring

Poor propositions of CSO/NGO to improve public budget policy in health sector.

The governance tools developed at regional levels will be implemented at the health district level with the assistance of health regional office, member of this forum. Our role there after will be to carry out the follow up with the assistance of LCBs.

At least one CSO produce a report on equity and effectiveness of public expenditures and organize an advocacy/lobbying action with relevant actors

At least three informed debates on health budget allocation/issues in regions between state and non state actors

Key indicators

Baseline

___/___/2009

Baseline source

Target

December 2012

Means of verification

Relevance/

explanation

Target

December 2010

1.2 Relevant actors know what % of national budget is being allocated to basic health services and are actively involved in trying to influence an increase thereof.

7% of the national budget is allocated to health sector, which is not enough to cover the minimum needs of the population, and local health actors are not   informed about the public budget allocated to the health district, making it difficult for them to take action

Rapport de suivi des OMD 2008 MINEPAT

At least two CSO develop a lobbying strategy and mobilize pertinent actors to influence the parliament for increasing the health budget

Parliament budget report

Health district budget report

Council budget

*information on budget non available at local level

*No direct involvement of the council in the health sector

*Poor level of consultation at national level;

*one tools developed on budget tracking and appropriated by stakeholders

*10% of councils and dialogue structures are informed about the allocation of the national health budget.

* one CSO develop a lobbying strategy and mobilize pertinent actors to influence the parliament for increasing the health budget

B      SUPPLY (QUALITY) (GfE aspects to address: equity, efficiency, transparency)

Key indicators

Baseline

___/___/2009

Baseline source

Target

December 2012

Means of verification

Relevance/

explanation

Target

December 2010

2.1 Number of joint actions through CSO/NGO coalitions/ platforms addressing quality health services delivery at local level

3 Health actors’ platforms put in place in 3 Health districts in Extreme North and in North West teams, but no actions on client satisfaction yet

SNV Data base

6 multi-stakeholders health platforms enter in a positive (local) policy dialogue aiming to improve the effectiveness of health service delivery

SNV and district health reports

No coordination of activities in health sector; Actually, there is few level of communication among actors. It’s our intention to work at regional level to stimulate such a platform, which strategy will be to steer the improvement in the health service delivery through end users’ joint action on the demand side. Agreed good practices will then be implemented at health district levels

2 health platforms addressing quality health issues put in place and functional (effective coordination, communication, implementation of joint action plan)

Key indicators

Baseline

___/___/2009

Baseline source

Target

December 2012

Means of verification

Relevance/

explanation

Target

December 2010

2.2. Number of public debates and lobbying actions organized by CSO/LCB based on client satisfaction surveys on services provided by local health centers

*low satisfaction of patients about service delivery

*inexistence of Participative satisfaction tool

involving actors

*Tools on management of information on the satisfaction of health services system developed, but not yet effective

*4 stake holders health platform for monitoring put in place, but no actions on client satisfaction yet

SNV Data base

3 CSOs and/or LCBs master the monitoring tools for satisfaction and can use it in their monitoring activities with health districts.

*10 sessions/ public debates and 6 lobbying actions organized on the end users satisfaction of health services.

Health district/centers reports

Councils Annual reports and

SNV and regional authorities Data base

Diagnostic studies

Surveys

Poor skill of few NGO intervening in the sector

Low level of involvement in the facilitation of the process

2 CSOs and/or LCBs master the monitoring tools for satisfaction and can use it in their monitoring activities with health districts.

*6 sessions/ public debates and 2 lobbying actions organized on the end users’ satisfaction of health services at local level

Key indicators

Baseline

___/___/2009

Baseline source

Target

December 2012

Means of verification

Relevance/

explanation

Target

December 2010

2.3 Number of health service providers having defined Health service standards, and applying them.

No health service standards exist in most health centres

SNV data base

06 District health centres have adopted a defined health service standard for quality service monitoring

Regional office of public health report

SNV report

In working at regional level with health stakeholders, we intend to stimulate an agreement on a defined health service standard.

Then, Agreed good practices will then be implemented at health district levels

At least two District health centres have adopted a defined health service standard for quality service monitoring

[DRAFT SECTION TO BE FINALISED BY WEDNESDAY, 21 OCTOBER]

         IMPACT AREA: BASE

         SECTOR: BiogaS – Innovative sector

         PERIOD: 2010- 2012

A. TARGETED IMPACT

1.        Increased access of rural people to renewable energy/biogas and improved fertilizer

2.        Sustainable sources of credit for biogas digestor construction

3.        Increased and secured employment for masons who build biogas digestors and artisans/merchants who build and/or sell biogas appliances

4.        Improved quality of life and environment

B. KEY ACTIVITIES

SNV Cameroon provides advisory services for the development of a sustainable national domestic biogas sector, including the training of local masons in the construction of biogas digestors, networking/advocacy with the government for support to the sector, and scaling up of the use of domestic level biogas nationally.

Through this intervention, SNV hopes to see a fully developed sector in which farming families with livestock purchase/build biogas plants and, if required, acquire credit to finance the installation on a commercial basis.

SNV Cameroon delivers the following services to its clients:

Advisory services

1.        Support programme design and formulation (digester design choice, Programme Implementation Document);

2.        Institutional development for multiple actors at different levels to cooperate;

3.        Support promotion and marketing at community and household level;

4.        Biogas technical advice & support (quality management, …);

5.        Market development: business development support for biogas enterprises.

Knowledge development, brokering and networking

1.        Support the establishment of national, regional, and international knowledge linkages;

2.        Support multiple actors at different levels to promote renewable energy (RE) interventions.

Advocacy

1.        Lobbying and advocacy activities for an appropriate policy framework (e.g. tax reduction measures), provision of credit/grants by the government, and overall creation of an enabling environment for the development of the renewable energy sector.

C. OUTCOMES

1. Improved coverage/outreach by snv clients

Outcome 1: Effective Cameroon domestic biogas program:

Key Indicators

Baseline

2009

Baseline source

Target

end 2010

Target

end 2012

Means of verification

Relevance/explanation

1.1     Number of biogas plants constructed

50

Our own records/Biogas program Database

150 plants total (100 constructed in 2010)

500 plants total (150 in 2011 and 200 in 2012)

Biogas program’ annual reports and database

The biogas plants will be constructed on recommendation of the results of the feasibility study completed at the end of 2009. Emerging sector, with a total of 500 plants directly benefiting 5,000 people by end of 2012.

2. Improved service delivery

Outcome 2: Market size is sufficient to enable the emergence of a market oriented biogas sector

Key Indicators

Baseline

Baseline source

Target

end 2010

Target

end 2012

Means of verification

Relevance/explanation

2.1     Criteria, including minimum number of households, clearly established for the successful, sustainable production of domestic biogas in Cameroon

No data on this is available in Cameroon

Study of current situation during 2008/2009 pilot phase

Draft of criteria for successful, sustainable production of domestic biogas in Cameroon reported and disseminated

Final set of criteria, including minimum number of households, for prodctn of dom. Biogas in Cameroon reported and disseminated

In-depth feasibility study

Biogas program Database

The pilot phase has established that domestic biogas is possible in Cameroon, and it is not necessary to do further studies to determine the market size and other critieria necessary for the sector to be sustainable. This information will help in advocacy work with the government to support the sector, and also in finding funding (PRM) for scale up.

Key Indicators

Baseline

Baseline source

Target

end 2010

Target

end 2012

Means of verification

Relevance/explanation

2.2     % of households that get credit to build a biogas plant

0

Biogas Program Database

0

At least 25% of plants outside the demo phase

Biogas program annual reports and database

Rwanda built less than 500 plants in two years and Ethiopia 101 in one year in spite of the availability of the financing and other support. It’s a new technology which will be implemented progressively.

By taking into account the situation described in Rwanda and in Ethiopia, it could be difficult to reach. Taking into account this remark, the target reviewed to 500 by the end of 2012 : 50 plants in demo phase (2010), 150 (in 2011), 300 (in 2012), totalling 5.00 plants

It is better to envisage little and make more if the conditions are favourable.

Outcome 3: Households are satisfied: bio digesters adapted to local conditions and users know-how strengthened

3.1     % of plants functioning satisfactorily

NA

NA

80 %

90 % of installed plants

Users survey

10 % default

NA in 2009 because there was no plant constructed before

3.2     % of plant owners effectively using bio-slurry in their crop productions

NA

NA

At least 10 % of beneficiary households

At least 25 % of beneficiary households

Users survey reports

Taking into account that most farms are far from the house

Outcome 4: Market oriented sector developed

Key Indicators

Baseline

Baseline source

Target

End 2010

Target

End 2012

Means of verification

Relevance/explanation

4.1           Number of masons trained who master well the construction techniques of biogas plants’

4

Pilot phase report

10

50

Annual biogas program report

A team of 2 masons to construct 2 digesters per month (depending on digester design chosen by actors)

3. Improved enabling environment

Outcome 5: Renewable energy policy and strategy enabled

Key Indicators

Baseline

Baseline source

Target

End 2010

Target

End 2012

Means of verification

Relevance/explanation

5.1     National budget allocated to biogas (FCFA)

?

?

At least ?? Millions (budget for domestic biogas)

?? Millions (budget for domestic biogas)

General budget of the government

Planning tools of Energy Office

The sector will need government support to succeed in the long term, and MINEE has already shown support in principle for the project.

5.2     % of the functions of the program implemented by appropriated actors

90 %

Biogas program report

At least 50 %

90 %

Biogas programme report;

Minutes of the steering committee meeting

Detailed objectives of the program will be in the pilot phase report, December 2009. The principal actors will be MINEE, MIN (Livestock?) office and the private masons, merchanges, etc, involved in digestor construction and corresponding appliances. Possibly other actors will be identified in the pilot phase report.

§          IMPACT AREA: PIE

§          SECTOR: Livestock/Pastoralism

§          PERIOD : 2010-2012

A. TARGETED IMPACT:

Improve total household income for pastoralists through the fostering of their full participation in the structures, processes, and dialogue for access to the key pastoral resources of land and water, and sustainable, longterm, equitable access to those resources.

B. KEY ACTIVITIES

STRENGTHNING OF CAPACITY: see above

DEVELOPMENT OF TOOLS AND APPROACHES: see above

CAPITALISATION AND KNOWLEDGE BROKERING: see above

C. OUTCOMES:

1. Improved coverage/outreach by snv clients – Increased number of poor people reached/affected by SNV clients

Outcome 1 : Organizations of pastoralists improve efficiency of livestock production by their members (including aspects of access to technical services, productions factors and financial services) (VC: Production, Inputs)

·          SNVCam: Final impact of SNV client coverage and outreach is to put in place improved mechanisms for participatory and sustainable management of pastoral resources in order to reduce conflicts which have a direct negative impact on production and income

Key indicators

Baseline

08/06/2009

Baseline source

Target

December 2012

Means of verification

Relevance/ explanation

Target
December 2010

1.1. CFA value of credit available at local/national/ regional levels with good standards which are respected by stakeholders

One inactive financial scheme for pastoralists at the level of Credit du Sahel. Less than 60 million CFA offered as loan to producers in more than three years for the available 100 million.

Financial reports of FEB and Credit du Sahel

SNV Field knowledge

At least 100 m FCFA of loans offered yearly to producers through two regional schemes (North West and Far North)

Financial reports

Activity reports

Evaluation report

Without adequate access to credit, producers are unable to increase production and thus income.

Two active financial schemes in the XN and NW support access to inputs and investments for at least 50 m F CFA yearly

Key indicators

Baseline

08/06/2009

Baseline source

Target

December 2012

Means of verification

Relevance/ explanation

Target
December 2010

1.2. No. of nomadic herding free-flow zones established.

Pastoralists are contributing to the organization of transhumance flow in 2 zones (the Logone Flood and Diamare plains in the XN)

Activity reports

Pastoralists have contributed to the organization of transhumance flow in 5 zones (four in the XN and one in the NW)

Field visits and discussions with stakeholders

Activity reports

Evaluation reports

Local conventions

Active and continuous involvement is required in order of pastoralists to attain and maintain high levels of production that are both environmentally and socially sustainable.

Pastoralists have contributed to the organization of transhumance flow in 3 zones (three in the Far North)

1.3   No. of councils that put in place standards with evidence that they are being followied by stakeholders.

·   2 sets of councils are involved in the process of securing access to pastoral resources (pasture, water)

·   9 sub divisional committee for dialogue promotion

Activity reports

In collaboration with 6 sets of councils (three in the XN and three in the NW), POs have put in place good standards of pastoral resources management respected by stakeholders

Field visits and discussions with stakeholders

Activity reports

Evaluation reports

Local conventions

Active and continuous involvement is required in order of pastoralists to attain and maintain high levels of production that are both environmentally and socially sustainable.

In collaboration with 3 sets of councils(two in the XN and one in the NW), pastoralist organizations have put in place good standards which are respected by stakeholders

Key indicators

Baseline

08/06/2009

Baseline source

Target

December 2012

Means of verification

Relevance/ explanation

Target
December 2010

1.4   No. of nomadic corridors with formal platforms or other measures to control conflicts, with established rules and evidence of enforcement.

Conflicts between nomadic pastoralists and farmers is endemic, with problems arising annually during the north to south migration of nomads at the end of the rainy season. The problem is steadily growing worse as the population grows and more farmers move into the traditional nomadic corridors.

Reports from various agencies and government ministries.

SNV activity reports

·    Pastoralists contribute to the organization of transhumance flow in 5 zones

·    Standards for pastoral resource management and rules on transhumance are known and respected by all stakeholders in XN and NW

Field visits

Activity reports

Conflicts are a direct threat not only to personal security, but also to sustainable incomes for both pastoralists and farmers.

Concerted initiatives for management of transhumance, and pastoral resources in 4 sets of councils and 3 areas

2. Improved service delivery – Degree of improved service delivery by clients (criteria: improved relevance, effectiveness, equity, efficiency, quality, sustainability; including governance)

Outcome 2: Pastoralist organisations improve income generation opportunities through appropriate cattle marketing mechanisms

Outcome 3: Milk producers have the necessary skills to improve milk production

o         SNVCam: Livestock producers are well organised and have increased their production in quality and quantity for more revenues

o         SVNCam: Pastoralist women have increased their skills to defend in their interests in decision making structures

Key indicators

(same for 3 & 4)

Baseline

___/___/2009

Baseline source

Target

December 2012

Means of verification

Relevance/
explanation

Target
December 2010

2.1        % increase of number of pastoralists women represented in decision making structures (community, cooperatives)

Very low or no representation of women

Pastoralists women have little involvement in community development

Field surveys

Activity reports

30% in crease in number of pastoralists women involved in decision making structures, including cooperatives & the pastoral code process

Number of women involved

Pastoralists women suffer a double marginalization. Their participation adds quality and sustainability to our results

The BoD of dairy cooperatives, especially pastoralists cooperatives are restructured, with ≥ 15% women membership

2.2        Litres of milk marketed by women’s groups.

2.3        Percentage increase in revenues from sales of processed milk

No partnership between pastoralists dairy suppliers and SMEs, weak organizational capacities of producers, limited connections and interactions between actors along the chain, lead to ineffective market information system, poor lobbying capacities, and low production and income.

Chain analysis reports

Field surveys

Interviews

New Dairy enterprises owned by pastoralist women process and market more than 1200 liters of milk daily

30% increase in revenues

Activity reports

Evaluation report

The milk and dairy products belong to the pastoralists, especially the women only before the sale of the animals

Pastoralists women process and market more than 300 liters of milk daily

15% increase in revenues

2.4        Percentage increase of revenues from sales of cattle

Weak organizational capacities of producers, limited connections and interactions between actors along the chain, lead to ineffective market information system, poor lobbying capacities, and low production and income.

Chain analysis reports

Field surveys

Interviews

30% increase is revenue from sale of cattle.

Activity reports

Evaluation report

The interests of pastoralists grazers ends at the cattle market with the sales of cattle

15% increase in revenue from sale of cattle.

3   Improved enabling environment – Degree of improved enabling environment (criteria: pro-poor policies, legislation, regulations, budgets, subsidies, taxation, accountability, governance etc) (Policy)

Outcome 4 : Pastoralist organisations effectively lobby for improved livestock policies including equitable access to natural resources, in country and cross border transhumance, adapted grazing zones and pasture management policies/legal frameworks at national and regional levels, adequate basic technical and economic services

·          SNVCam: Improved legal framework to secure better access to and control over pastoral resources

Key indicators

Baseline

08/06/2009

Baseline source

Target

December 2012

Means of verification

Relevance/
explanation

Target
December 2010

4.1 A pastoral code that is clear and concise, and which provides for transparent and fair access to pastoral resources (pastoral land is secured and pastoral areas are connected) and taxation, is developed with the full participation of pastoralist groups and submitted to the Cameroon national assembly

-No national pastoral code

-Institutional and legal framework outdated, biased application of the law, redundancy/contradiction between traditional practices and “modern” policies

-Lack of transparency and accountability in the taxation system of movement and access to pastoral resources and markets

-Weak knowledge and mastery of existing regulations by all stakeholders

-Two regional pastoralists representation groups are involved in the process of elaborating the national pastoral code

Context analysis

Field surveys

Problem analysis

Activity reports

A draft bill for a pastoral code is submitted to national assembly by end 2012

Memorandum

Draft bill

An improved legal framework will benefit all resource users, but also protect the resources. A participatory approach will reduce exploitation occurrences in the future

A memorandum of expectations from an appropriate legal frameworks is developed by pastoralists representatives at national level by end 2010

NW = NORTH WEST REGION                XN = EXTREME NORTH REGION          PO = PASTORALISTS ORGANISATIONS               sme = small and medium size enterprise

§          IMPACT AREA: PIE

§          SECTOR: Forestry

§          PERIOD : 2010-2012

A. TARGETED IMPACT

Increase control of forest dwellers in community forestry over the generation and reinvestment of revenues based on legal production and commercialisation of high quality wood for fair prices. Approximately 12.000 people in community forests and 1.000 entrepreneurs.

B. KEY ACTIVITIES

CAPACITIES STRENGTHNING: see above

DEVELOPMENT OF TOOLS AND KNOWLEDGE BROKERING: see above

·         SUPPORT LCB see above

·         DEVELOPMENT OF PARTNERSHIPS: for up-scaling and resource mobilization



1. Improved coverage/outreach by SNV clients – Increased number of poor people reached/affected by SNV clients (VC: Production, Primary Processing and Wholesale)

Outcome 1: Profits from timber and NTFP sales are invested in development of microprojects (water, health, energy, economic projects)

·          SNVCam: Focus will be on development of basic services, especially water, health, and education.

Key indicators

Baseline

___/___/2009

Baseline source

Target

December 2012

Target

December 2010

Means of verification

Relevance/explanation

1.1. Number of CF that have invested at least 50% of their net revenues in basic services

2 CF out of 40 have invested in basics services with forest revenues

Survey in 40 CF: Assess number of micro-projects implemented with CF revenue per community

25 CF have invested in basic services with forests revenues

4 CF have invested in basic services with forests revenues

CF surveys: Assess number of micro-projects implemented with CF revenue per community each year

The foundation of CF is poverty reduction through investment of revenues from the forest in basic services for the benefit of the entire community

2. Improved service delivery – Degree of improved service delivery by clients (criteria: improved relevance, effectiveness, equity, efficiency, quality, sustainability; including governance)

Outcome 2: Community based producers are well organised and have increased their timber and NTFP production in quality and quantity for more revenues

Key indicators

Baseline

___/___/2009

Baseline source

Target

December 2012

Target

December 2010

Means of verification

Relevance/explanation

2.1. Percentage (%) of minority producers with equitable access to national and regional/ international markets

20% of NTFP producers (including the minority groups) access to the national market and sell their products at low price

Report of the Survey in the Baka communities

60% of minority groups access to national Market and sell their product at equitable price

40% of minority groups access to national Market and sell their product at equitable price

Survey in minority groups communities

Access to national market for the pygmies and Mbororos will increase their revenues and empower them as they are marginalized group

2.2. Number of CF processing and selling wood to meet market requirements

1 CF out of 40 processing and selling wood to meet required standards

CF surveys

40 % of CF processing and selling wood to meet market requirements

10% of CF processing and selling wood to meet required standards

CF surveys

Production in quality and quantity to meet market requirements ensure sale at good prices and earning of needed revenue

Key indicators

Baseline

___/___/2009

Baseline source

Target

December2012

Target

December 2010

Means of verification

Relevance/explanation

2.3. Number of CF increasing their net revenues (“profits”) by ≥ 30% of the total revenue

Net revenues of CF very low (13%) because of lack of exploitation equipments (2.5 % of CF own suitable exploitation equipment)

CF survey

25 % of CF (10 out of 40) have increased their net revenue by ≥ 30% due to own suitable exploitation equipment

10% of CF (2 out of 40) have increased their net revenues by ≥ 30% due to own suitable exploitation equipment

CF surveys and NGO monitoring reports proceeding from contracts signed with local communities

Suitable exploitation equipment is essential to avoid over costs and needed for efficient processing and quality products that fetch good prices and avoid waste

Outcome 3: Small and medium size enterprises (SMEs) offer finished & certified timber products and NTFPs that are competitive in national and international markets for more revenues

·          SNVCam: Focusing exclusively on products from community forests

·          SNVCam: 100 SMEs are concerned

3.1. % of finished products that meet national and international market requirements

5% of finished products meet national and international market requirements

Base line study in secondary processing in Cameroon

20% of finished products meet national and international market requirements

10% of finished products meet national and international market require-ments

Diagnostic Study of the wood 2^nd transformation sector (to be done on a later stage)

The quality of products ensure the high prices offered by clients

Technical and organizational enhancement of SMEs will significantly contribute to this impact

3. Improved enabling environment – Degree of improved enabling environment (criteria: pro-poor policies, legislation, regulations, budgets, subsidies, taxation, accountability, governance etc)

Outcome 4: Improved legal and institutional framework to boost participatory sustainable exploitation and commercialisation of timber and in both national and international markets (through market information systems, development of business skills)

Key indicators

Baseline

___/___/2009

Baseline source

Target

December 2012

Target

December 2010

Means of verification

Relevance/explanation

4.1. Percentage (%) of CF and other NTFP producers that obtain and apply the revised regulation in forest sector (procedures and norms)

The procedural manual is approved and available at the level of support NGOs but not yet applied Regulations for NTFP are not clear and adapted

MINFOF files

Procedures and norms are available and applied by 80 % of CF and NTFP producers

Procedures and norms are available and applied by 30 % of CF and NTFP producers

CF and NTFP surveys

The manual is a technical as well as a legal guide for acquisition and management of CF.

Adapted regulations are key for NTFP development

Outcome 5: Policies on timber and NTFPs promote innovative economic activities that have positive ecological feedback (CDM, REDD, Carbon sequestration etc), are adopted at community level

·          SNVCam: In Cameroon the problem is not so much one of “policies”, but rather one of simply promoting and implementing “innovative economic activities.” Therefore, SNVCam will focus on the promotion and technical assistance for innovation, and not on the issue of policy development.

5.1. Number of innovative economic activities linked to REDD carried out by communities

5 out of 40 communities carrying out replanting in their forests but none of them in line with REDD process

CF surveys

At least 3 communities carrying out economic activities in line with REDD.

At least 1 communities carrying out economic activities in line with REDD.

CF surveys, SNV reports

The reforestation of CF ensure the sustainability of forest resources

[1] Access to safe drinking water in Cameroon : 300 inhabitants per water point ; a water point for 500 meters (radius)

Programme Concept Proposal

Cameroon / WASH / Water Supply and Sanitation

TITLE: Water Supply and Sanitation Programme-Cameroon

SUMMARY

More efficient delivery of infrastructure and social services and better targeting of these services to those most in need, are critical to alleviating poverty and developing economic opportunities for the poor. Access to essential services such as Water, Sanitation and Hygiene (WASH) in rural areas of Cameroon is very limited. Examination of the access to WASH facilities in Cameroon raises problems such as infrastructural limitations, asset ownership and poor governance. This concept proposal is developed to improve the conditions of access to safe drinking water and to reduce the incidence of water borne diseases towards good sanitation and hygiene practices.

•         The goal of the program is: to increase the number of people in Cameroon having access to adequate quantity and quality of potable water as well as good sanitation and hygiene facilities.

•         Objective 1: Regions, councils and communities organise sustainable water services through improvement of water functionality. .

Water structures are able to manage and distribute safe drinking water in sustainable manner.

·          Objective 2: Regions, councils and communities improve sanitation services and raise awareness on good hygiene practices

            LCB and others relevant stakeholders carry out capacity development activities in sustainable way

            to enhance communities commitment to change .

•         Objective 3: Promote greater gender equity and improved provision of potable water and sanitation through involvement of women and minority groups needs and interests in infrastructure and services planning

In decision making process, Water structures address women and minorities issues.

BACKGROUND & RATIONALE (10 – 15% OF SPACE)

The access to safe drinking water remains a crucial problem in Cameroon. It is recognised as an important goal to be achieved at the international level (MDG goal No 10) and at national level the Growth and Employment Strategic Paper (GESP) of Cameroon which stated clearly out that by 2020, 75% Cameroonians have access to safe drinking water. Actually, there is an increase in access to potable water from 40.6% in 2001 to 45.3% in 2007, but in the rural areas it has decreased from 29.3% in 2001 to 27.7% in 2007. A survey carried out at the end of the year 2006 by the Ministry of Water, Mine and Energy has shown that only 20% of household in medium towns and 45% in the biggest towns have access to safe drinking water. The same survey has revealed that, about 40 % of safe drinking water systems were out of use in 2005, and that only 7.000 water points over 25.000 needed are built. This worrying situation is due to the insufficient of water infrastructures and mismanagement of existing water supply systems,. Further more, women and minority groups are excluded in decision making process due to imbalance gender practices, low rate (0,7%) of state budget allocated to water and sanitation services and poor water governance are others issues encountered in the sector.

According to UNICEF and WHO data some 2.6 billion people across the planet – four out of 10 human beings do not have access to basic sanitation services, with 1.5 million children under the age of five dying annually from preventable sanitation-related diseases such as diarrhoea and cholera as a result.

These people lack the privacy, dignity, safety and, most of all, improved health that come with a safe and clean toilet which serves their most basic every day human needs, as a result, many people get sick, can’t go to work or to school, and lose out on productive life years that could contribute to their own welfare and that of their country.

National sanitation coverage in Cameroun has increased from 8.5% in 2001 to 31.7% in 2007. This increase suggests that Cameroon could reach the Millennium Development Goal target 3 for sanitation in urban areas, while it will miss it in the rural ones.

All these constraints negatively impacts on the percentage of the rural population having access to safe drinking water. The effects of inadequate water have a direct impact on people’s health, education and economic development. With this Cameroon stands the risk of not being able to meet the MDG or GESP targets.

To address this situation:

In WaSH sector the propose programme will target namely:

Promotion of water governance in water management structures and councils

Improvement of water infrastructure through proper operation and maintenance systems

Support Council on “Maîtrise d’ouvrage”

Stimulation of water multi stakeholders dialogue and collaboration

Promotion of public-private partnership

Access to credit facilities for rural water scheme

In sanitation and Hygiene:

Use of participatory techniques such as Community-Led Total Sanitation to end open defection and create demand for toilets;

Improve sanitation services for communities that have received little or no national or international sanitation support;

Raise awareness of good hygiene practices;

Reduce water borne diseases and increase schooling for girls

GOAL & OBJECTIVES (10 – 15% OF SPACE)

Goal: “Increase to 25 000 the number of people in Cameroon having access to adequate quantities and qualities of potable water and to 180 000 people having good sanitation and hygiene facilities.

Intervention logic of the programme

Intervention logic

Indicators

Verification source

Assumption

Impact

Increase the percentage of poor people that have access to high quality and quantity of drinking water and sustainable sanitation services

Almost 50% of the population have access to safe drinking water and 40% benefit from sustainable sanitation services

SNV annual report

Clients reports

LCBs reports

MINEE National annual report

Effective collaboration between SNV and MINEE

Programme objectives

1: Regions, councils and communities organise sustainable water services through improvement of water functionality

80% of SNV clients implement O&M and pro-poor pricing

At least 10 CSOs stimulate dialogue in water and sanitation sector.

At least 03 CSOs undertake water budget tracking in councils.

SNV annual report

Clients reports

LCBs field activities report

Councils reports

CSOs reports

Efficiency and accountability ensured Commitment of CSOs and availability of funding

2: Regions, councils and communities improve sanitation services and raise awareness on good hygiene practices

20 councils implement CLTS covering more than 200 000 population

SNV annual report

Clients reports

LCBs field activities report

Cultural barriers overcome

LCBs and Clients gender sensitivity

3: Promote greater gender equity and improved provision of potable water and sanitation through involvement of women and minority groups needs and interests in infrastructure and services planning

50% of water management and sanitation committees are made of women and minority groups

SNV annual report

Clients reports

LCBs activities report

Councils reports

CSOs reports

Cultural barriers overcome

LCBs and Clients gender sensitivity

Outcomes

SNV clients are able to implement operation and maintenance systems to reduce water losses

10 SNV clients implement operation and maintenance systems

SNV annual report

Proper and proactive planning

SNV clients are able to calculate the cost of production and reduce the unit price of potable water,

10 clients reduced the water unit price by ≥15%

SNV annual report

Sensitivity to equity

Council awareness on the decentralisation law implemented and   extreme poor have access to water without paying fees increased

1 500 paupers households have access to free drinking water in 15 councils

SNV annual report

Councils reports

Sensitivity to equity and awareness of decentralisation process

SNV clients are able to improve planning and participation of the entire population in water strategy development

20 water policies developed and implemented in 20 councils in SNV intervention area

SNV annual report

Councils reports

Existence of adequate human resources in councils

CSOs organization are able to facilitate coherence and harmony in water and sanitation interventions

08 CSOs involved in water dialogue platforms at council and regional level

SNV annual report

Councils reports

LCB having enough abilities

State and council increase in % of their budgets allocated to water sector and monitor the implementation of these budgets

The State and councils budgets allocated to water sector increase up to 3 % of their total budget

03 CSOs involved in budget tracking in WaSH

SNV annual report

Cameroon 2013 budget

LCB having enough abilities in advocacy

Councils hygiene and sanitation services, communities representatives are able to implement PHAST and CLTS

20 Councils and 200 communities apply good hygiene and sanitation practices covering about 180 000 people

SNV annual report

Councils and schools annual reports

Commitment of schools leaders and PTA

Councils increased the number of schools that have sanitation facilities

80 schools have adequate sanitation facilities used by 32 000 pupils

SNV annual report

Councils and schools annual reports

Commitment of schools leaders and PTA

Councils are able to write project proposal for building and extension of water supply system and increased the number of population with access to safe drinking water in SNV intervention area

At least 50% of population in SNV intervention area have access to safe drinking water

SNV annual report

Councils adhere to decentralisation process

SNV clients are able to improve participation of women and minorities groups in water and sanitation management committees

50 % of the members of water supply committees are women and minorities

SNV annual report

WSMC reports

Gender sensitivity

DESIGN & IMPLEMENTATION PLAN (50 – 65% OF SPACE)

Objective 1 : Regions, councils and communities organise sustainable water services through improvement of water functionality. .

Specific beneficiaries: Councils water services, and community water management committees

Baseline

Key indicators

Main activities

LCB activities

Only 1 client reduced water unit price up to 15%. No other reductions observed.

Number of clients that reduce the unit price of potable water, and % reduction, for the poorest people in SNV intervention area

Implement operation and maintenance

Develop water billing system

Advocate on unit price reduction at public taps stands level

Facilitate water production cost calculation

Train PTS managers on group dynamics and management

Train WMC in operation and maintenance

Put in place affordable billing system

Facilitate protection of water catchment areas

Only one council implement practices free access to water for extreme poor

Increase in the number of extreme poor who have access to water without paying fees

Facilitate implementation of ongoing decentralisation process in relation with free access of paupers to water

Define criteria to select extreme poor

Identify extreme poor

Monitor poor free access to water

Stimulate councils and communities to consider paupers

Only 0,7% of State budget is allocated to water sector and no CSOs currently involved in budget tracking in WaSH

Number of CSOs involved in putting in place local and permanent steering committees for public investment in WASH

Increase in % of State budget allocated to water sector

Facilitate fund mobilization to support state, water management committees and councils budget tracking

Advocacy to increase water and sanitation State budget

Communities/local civil society organization sensitization and training

-Track water budget in councils and state budget

-Participate in advocacy

-Audit WMCs

1 water policy developed & approved at council level

Number of written, approved local Water policies in SNV intervention area

Set up water dialogue platforms

Elaborate water policies in councils

Put in place dialogue platforms

-Accompany dialogue platforms

Objective 2: Regions, councils and communities improve sanitation services and raise awareness on good hygiene practices

Specific beneficiaries: Communities, schools and councils sanitation services or committees

Baseline

Key indicators

Main activities

LCB activities

06 clients promoting good hygiene practices

Clients promoting good hygiene practices

Promote good hygiene practices and behavioural change

-Training on good hygiene practices

-Monitoring of the implementation of the training

Evaluation of hygiene practices

02 clients implementing CLTS

Clients promoting community total led sanitation approach and percentage of Open Defecation reduced

Implement CLTS trainings

-Training communities on CLTS

-Monitoring of the implementation of the training

Evaluation of the use of toilets

Less than 10% of schools have improved sanitation services

Increase in the percentage/number of schools that have improved sanitation facilities

Promote WASH in primary schools

-Sensitize schools and councils on school WASH

-Put in place sanitation committees in schools

-Monitor sanitation activities in schools

-Sanitation project proposals writing

Project ownership assistance to councils and schools

Objective 3: Interests and needs of women and minority groups are taken into account into account in infrastructure and services planning

Specific beneficiaries: Women and minority groups

Baseline

Key indicators

Main activities

LCB activities

35% households have access to safe drinking water

Increase in households having access to safe drinking water

Facilitate extension/rehabilitation of water networks

-Water proposals writing

-Facilitation of project ownership assistance

40% of WMCs members are women and minorities

Percentage (%) increase in women and minority groups’ involved in water supply committees

Promote female leadership

-Training of women on female leadership

-Monitoring of the implementation of the training

-Evaluation of the training

CRITICAL SUCCESS FACTORS (5% OF SPACE)

Describe factors that could inhibit the success of the proposed activities and how these could be overcome;

The risks and hypothesis estimated before and during the initiative are linked to the institutional environment and financial aspects.

Insufficient water and sanitation budget allocated to councils by the state to the extension/rehabilitation of water and sanitation facilities;

Insufficient provision of councils budget to water and sanitation;

Poor planning of operation and maintenance by water management committees;

Increase in the price of materials and spare parts;

Influence of traditions in building and use of latrines;

Ability of schools and PTA to plan building and rehabilitation of latrines;

Political and social instability often around presidential, parliament, and local elections), and security that may hamper our interventions if not well managed.

Insufficient resource mobilisation by SNV in a very competitive environment.

Please state the assumptions made and the critical enablers needed for the initiative to be successful;

The preconditions for the success in the initiative are fixed with feasibility studies and they will be based on:

Existence of local organizations involved in capacity building;

The type of partnership, the role of each partner, the financial support as well as human resources;

The socio-economic elements of each zone of intervention and the evaluation of the real beneficiaries needs;

The monitoring of the existing water sources;

The engagement of the local communities to maintain the equipment after training by partners;

The modalities to sustain the maintenance cost of water supplies and sanitation equipments;

Commitment of communities to undertake hygiene and sanitation behavioral changes and put an end to open defecation;

Council’s capacities and abilities to implement ongoing decentralization process.

In this section, where relevant, please state where complementary efforts in other parts of your country strategy are specifically related to strengthening;

Specialised externally hired staff for those sectors, areas in which we don’t have sufficient expertise.

Link to and collaborate with partners that should complement our skills and expertise.

MONITORING & EVALUATION (5 - 10% OF SPACE)

Objective 1 : Regions, councils and communities organise sustainable water services through improvement of water functionality. .

Specific beneficiaries: Councils water services, and community water management committees

Baseline

Output

Country Outcome

Impact

Reduce water loss to ≤ 30% in SNV intervention area

- Train water structures on operation and maintenance

SNV clients that are able to implement operation and maintenance systems to reduce water losses

- Water losses decrease

- Improve on water production

Only 1 client reduced water unit price up to 15%. No other reductions observed.

- Develop water billing system

- Advocate on unit price reduction at public taps stands level

SNV clients are able to calculate the cost of production and reduce the unit price of potable water,

- Poverty reduction

- Water access improvement



Only one council implement practices free access to water for extreme poor

Facilitate implementation of ongoing decentralisation process in relation with free access of paupers to water

Council awareness on the decentralisation law implemented and number of extreme poor who have access to water without paying fees increased

-Poverty reduction

-Water access improvement

-Rates of illness and mortality reduction

Few CSOs currently involved in water platforms

Facilitate the involvement of CSOs in water dialogue platforms

CSOs are able to facilitate coherence and harmony in water and sanitation interventions

Coordination in WaSH sector increase

- Water and sanitation service delivery sustainability increase due to CSOs involvement

-

1 water policy developed & approved at council level

Facilitate the elaboration of water policies and strategies at council level

SNV clients are able to improve planning and participation of the entire population in water strategy development

-- Enabling environment

Only 0,7% of State budget is allocated to water sector

Promote community-based budget monitoring

Advocacy to increase water and sanitation State budget

CSOs mobilize funds and promote budget monitoring at community level

State and councils increase the % of their budgets allocated to water sector and monitoring of the implementation of these budgets

-- Corruption in WaSH sector reduced

Objective 2: Regions, councils and communities improve sanitation services and raise awareness on good hygiene practices

Specific beneficiaries: Communities, schools and councils sanitation services or committees

Baseline

Output

Country Outcome

Impact

No client implementing CLTS

Implement CLTS trainings

Councils hygiene and sanitation services, communities representatives are able to implement PHAST and CLTS and

health hazards in communities reduction

Few schools have sanitation facilities

Promote construction and use of toilets

Councils and communities increase the number of schools and communities that have sanitation facilities

Reduce water borne diseases

06 clients promoting good hygiene practices

Clients promoting good hygiene practices

Councils and communities promote good hygiene practices and behavioural change

Change of behavioural practices

Objective 3: Interests and needs of women and minority groups are taken into account into account in infrastructure and services planning

Specific beneficiaries: Women and minority groups

Baseline

Output

Country Outcome

Impact

35% households have access to safe drinking water

Facilitate extension/rehabilitation of water networks

Councils are able to write project proposal for building and extension of water supply system and increased the number of population with access to safe drinking water in SNV intervention area

-Access and coverage increase

-Safety of drinking

     water increase

20% of WSMCs members are women and minorities

Promote female leadership

SNV clients are able to improve participation of women and minorities groups in water and sanitation management committees

-Women and minorities group involvement in decision making process increase due to leadership training

ORGANISATIONAL CAPACITY (5 - 10% OF SPACE)

As stated above, the key constraints in the livestock are largely the result of exclusion. SNV is therefore uniquely qualified to contribute to resolving the issues.

As stated above, the key constraints in the water supply sector are related to governance issues (bad management, exclusion of poor, etc.). Giving the actual context of Cameroon where organisations are more oriented on infrastructures, SNV is uniquely qualified to contribute to resolving the issues due to its mission, its experiences, its reliability/credibility, its approaches, etc.

In Cameroon SNV has been active in the sector since 2007 on many issues: (i) affordability to the poor, (ii) sustainability by facilitating the co-management by council and user groups, (iii) users voice empowerment, (iv) Public – Private - Partnership (platform), etc.

Various tools were developed and used leading to important results among which:

Improved hygiene and sanitation practices

Free Water for poor strata of the population in 1 council : social solidarity in pricing

Public stand tap unit cost of water reduced up to 20% in 1 council :

Access improved up to 50 % in 08 councils in 2010

30% to 50% increase in representativeness of women and minorities groups in water management structures

6 Dialogue platforms at council level and 2 at regional level set up.

Having at its disposal a high qualified and professional national and international technical and support staff, SNV Cameroon enjoys in the country a high renown in capacity building, governance promoting, policy influencing, knowledge development and brokering etc. The transparency and accountability of its financial and administrative procedures are also some key elements that permits SNV Cameroon to build strong partnerships across the country for efficiency and greater impacts on the field: (i) partnerships with FEICOM with the funding of AfDB to promote water and sanitation services in 4 regions of Cameroon; (ii) joined initiatives with UNICEF, CREPA, Plan Cameroon to mobilize funds for water, hygiene and sanitation services, etc.

STAFFING & BUDGET (2 - 5% OF SPACE)

Programme