Capacity Building Approach. (i) Strengthening the PVO Organization
Capacity Building Approach. All of the indicators on capacity building relating to assessing danger signs, health staff correctly completing counseling tasks, and caretakers knowing how to correctly administer treatment have been reported in the above sections. This was the first time that Plan Cameroon has received a XX xxxxx, and the first time it has also tried to partner with a local NGO in the East province. Several field staff described the following situation: When the project began, it was with Plan staff. The MOH health care providers and partner NGOs came on board a year later. Plan really had ownership and power over the project decisions, budget and activities. Both Plan and AAPPEC held regular monthly project meetings, however only the AAPPEC supervisor attended both meetings. Initially, there was very little coordination or communication, and everyone was struggling very hard in the field to implement the activities. Plan CS project staff did the initial training of CBOs, TBAs, and health committees with AAPPEC health promoters observing and learning how to do it, and toward the end of the third year when they had mastered the methodology, the promoters then began to do the training on their own while Plan played a supervisory role. Several field staff members stated that the Plan project atmosphere was very top down, and that they did not feel included in project management. The work plans were designed and given to the staff with a time frame, sending people off to execute the plans and then come back, write a report and then the staff member was given a new set of instructions. It was felt that a more participatory approach to project management would have helped to better facilitate the project activities and the field work. The CS project has reinforced Plan’s capacity to deliver outputs within the health domain in Cameroon. Plan needs to strengthen its relationships with other PVOs working in Cameroon, and to share lessons learned. It was reported that the CS project had tremendous impact on the other domains Plan works on in the East: • Learning Domain - because children are healthier, school attendance has increased (especially in the Pygmy population) by around 50% for both male and female children • Livelihood – the Pygmy population is now healthier and is actively engaged in family-owned farming activities, which previously was not the case • Habitat – Improvements and building of homes in concert with the child survival project activities has facilitated hea...
Capacity Building Approach. Capacity Building
Capacity Building Approach. Capacity building was one of the core strategies of the project to achieve its goals and objectives. CLICS has invested a tremendous amount of time, effort, and resources in building the capacities of DCM and a wide range of partners, including community members, health personnel in the public health system, and private practitioners. CLICS trainings are based on a Training Needs Assessment (TNA) conducted as the project was launched. The assessment determined the capacity building needs at the program, facility, community, and household levels. Separate needs assessments were carried out for all the different personnel involved in the CLICS project, including the Program Coordinators, the MIS Program Officer, the Documentation and Communications Program Officer, Project MOs, and ANMs, COs, AWWs, and VCC members. A training plan was developed based on the TNA and areas of training were identified (see Annex 6). CLICS has developed curricula, training materials, and teaching aids for all the components in their capacity building activities. The training approach is often on-the-job, highly participatory, practical, and field oriented. The training load in the Project was immense, especially at the community level. It included 1,298 members of 64 VCCs, 4,329 members of 276 SHGs, 1,197 members of 75 KVMs, and 1,089 members of KPs. In addition, members of GPs were also trained. Tables 9 and 10 (in Annex 2) show the category-wise numbers of personnel and average person days of human resource capacity development and training. In total CLICS provided more than 28,000 person days (over 108 person years) of training. Multi-day Training - The project provided multi-day training for specific target groups. ANMs, MOs, and Lady Health Visitors (LHVs) from the PHC staff received eight days of training on Integrated Management of Newborn and Child Illnesses (IMNCI) and two days on Quality Assurance (QA). CLICS conducted a six-day training session in Early Childhood Development (ECD) and a two-day training in QA for AWWs. CLICS staff (including the APOs, COs, ANMs, and MIS Assistants) were trained extensively in the principal project interventions (i.e., PLA, breastfeeding, complementary feeding, IMNCI, rational injection use, village health fund, and CHC record keeping). CLICS trained KVM members through Master Trainers in a three-day residential session at an agricultural institution on innovations in farming, livestock rearing, organic farming and vermiculture, and a ...
Capacity Building Approach i. Local Partner Organizations
