To empower Community institutions to build community resilience and ensure sustainability of project course of action and outcomes.
·To enhance community resilience through livelihood diversification options
·To strengthen and capacitate the Disaster Risk Reduction (DRR) community institutions on sustainability strategy.
·Enhance coexistence of host communities with IDPs/Returnees
·To ensure the establishment of the implemented project.
5.1 Enhancing community resilience through diversification of livelihood options
Enhancing Livelihood diversification options entailed more skills training especially on projects like mushroom farming, apiary and fashion designing and sewing in the tailoring class.More training was also conducted for those involved in food security; their capacity was built in post-harvest crop and storage management and marketing, the importance of value chains in general and apiary
They were involved in the purchase and transportation of the project materials or equipment with guidance from RAAH, which means RAAH took representatives from the beneficiaries to where the supplies were to purchase from and together they organized the purchase. 20 kits of mushroom spawn were purchased, 30 modern beehives, protective gears and smokers, roles of cloth, polythene roles and cotton wool.
Strengthening and capacitating the DRR community institutions on sustainability strategy
with the help of the 3 trained CMDRR personnel, the community has been guided through the formation and functions of the organizational managerial and administrative structures of the community institutions, trained on project proposal writing and other fundraising mechanisms, allocated small grants to the community institutions for implementation of projects as yard stick to measure their managerial capacity, purchased two computers, 2 motorbikes and two mobile phones for the community institutions. The community institutions were also empowered by establishing technical project management teams that were trained and equipped by RAAH. The teams organized recruitment of project managers and finance committees/controllers that were trained to manage the project funds. The institutions apportioned certain amount of money for running the projects on their own with limited supervision from RAAH to test their ability in order to provide platform for sustainable transfer of responsibilities to the community.
Enhancing coexistence of host communities with IDPs/returnees
A seminar was conducted for 30CMDRR participants to review local orders/policies to enhance coexistence, organized 2 workshops for 80 participants on community peace dialogue and organized 2 workshops for 30 women and 30 men leaders on gender based on project implementation process. The strategy focused on making different communities coexist in the context of the current political and economic crisis.During this time of need RAAH worked together with the CMDRR to guarantee the implementation included the IDPs and returnees in building trust among the different ethnic groups or levels of social status. The CMDRR and RAAH promoted dialogue to resolve disputes, and by this RAAH organized round table dialogue especially between pastoralists and the farming community since the two have been in conflict for long and in the process causing loss of innocent lives.
Establishment of the project
RAAH and the CMDRR groups organized a PDRA/ evaluation of the project and acquainted themselves with the success and challenges encountered during the project implementation period. RAAH organized an exitceremony which were attended by the representativesof all stake holders that was the CMDRR members, RAAH staff, Government, donors and heads of departments.
·Community resilience through livelihood diversification was enhanced
·20 women were trained in modern techniques for mushroom production as a pilot project for local consumption.
·20 mushroom spawns for 20 for 20 farmers were purchased
·2 skills trainings were conducted for 30 bee keepers on bee hive management, honey harvesting and processing and quality control.
·10 Jamaicanmodels of top bar bee hives were provided.
·30 protective wears and smokers were provided to 30 honey beekeepers.
·2 trainings were conducted for 25 women to promote improved local chicken breed initiative.
·10 improved chicken breeds were provided to 2 poultry demonstrations.
·2 designing sewing machines were purchased to enhance the skills of the 26 trained members of the tailoring class in Maridi and Ibba Counties.
·2 women SHG workshops were organized to enhance the capacity of members in lending mechanisms.
·2 SHGs(30 members) were allocated seed money
·2 community institutions registered and managerial and administrative capacities built to foster sustainability
·Organized managerial structures of the two community institutions established and capacity built.
·Managerial staff of the two institutions trained in proposal writing and other fundraising techniques
·Community institutions received 5000 Euros each as project grant from Cordaid
·30 participants attended 2 leadership and policy review training workshops
·60 participants attended 2 workshops on community dialogue
·80 participants attended 2 workshops on gender based project implementation
·Project implementation time frame achieved
·Exit ceremony was organized
From the evaluation and PDRA exercises conducted in November 2014 by the CMDRR committee, RAAH and representatives from the government, a proposal was written regarding the extension of the project to identify the successes and the challenges encountered in the previous phases and develop a way forward. The funding was got late in May and yet the project was to run for 7 months. And in the course of implementation of the third phase again another ethnic conflict erupted in Western Equatoria which up to date has displaced many. It was difficult for RAAH to play the supervisory role as the staff had to flee the place for some time. Some of the members continued implementing some of the activities like vegetable production, SHG, goat rearing, tailoring and farming on their own. Due to late funding RAAH started the other two livelihood projects late and the groups are still undergoing training. Some of the spawn for mushroom production was purchased and discarded as the roads to Maridi and Ibba were insecure. 2 designing machines, 2 roles of cloth, threads, 20 mushroom spawns, cotton wool, polythene roles, 20 bee hives and stationeries were purchased in June 2015. Two cooperative or community institutions enhanced community resilience throughlivelihood diversification options. Strengthened andcapacitated theDisaster Risk Reduction community institutions on sustainability plan. Enhanced coexistenceof host communities with IDPs/returnees andRAAH is organizing an exit ceremony which is to be attended by the stakeholders of the project.
Rural Action Against Hunger (RAAH) was founded in exile in 2005, as a relief and development national organization focusing on the plight of the Sudanese people behind the by then rebel Sudan People’s liberation Army and movement (SPLA/M). During the implementation of the comprehensive peace agreement (CPA) signed in 2005, RAAH became officially registered in 2008 with the Ministry of Justice and Constitutional Affairs and by then SRRC. RAAH was unanimously voted in as a chair to the national NGO by the NGO forum in Juba, and the Executive director guided the functions of the growing NNGO forum to its height as from the 2009- August, 2012. RAAH has a 5-member board of trustees (BOT) which is the policy making body of the organization, that conducts its business annually. Under the BOT is the programme management committee, which includes programme office, accounts and Subject matter specialist’s representatives. Under this is the support staff like drivers, security guards, catering and casual labour, All these sectors fall under the administration of the Executive director who ensures that programme goals and objectives are achieved, and adherence to organizational policies is upheld, and that staffs are managed in accordance with People in Aid principals. RAAH is also a member of a 5 National NGOs consortium in Juba. These NGOs have come together as strength to scope and quality of service provision in South Sudan. The organization also benefitted from Danida-Netherland funded capacity training on transition from emergency to development 2010/2011 projects. The funds were released by Danida in recognition of the consortium and their quest to improve management skills in development oriented projects. This training was for top and middle managers, project leaders, logisticians and accountants. The funds were disbursed through an international NGO partner called International Aid Services (IAS) based in Khartoum. Apparently the organization has the following senior staff:
·CMDRR programme officer
·2 CMDRR facilitators
Others include 2 drivers, 2 guards, 2 cleaners, 2 catering staff and 2 volunteers.
RAAH operates in Western, Central Equatoria and Eastern Equatoria with the head office in Juba. The main sectors include Food security and livelihoods, agro-forestry, gender support projects, emergency relief, skills training, the CMDRR pilot project and seed multiplication project.
RAAH has partners like IAS, FAO, Cordaid, Agra, Malteser International and government, becauseit implemented agovernment funded project in 2009/2010 on Sudan Recovery Fund (SRF)
Some of the realized capacity building activities in relation to the organization were training of CMDRR resource persons through workshops. The result of the capacity building efforts undertaken in relation to organizational stand now are training of the CMDRR committees, coming up with training manual, formation and building the capacity of the CMDRR committees, povertyand empowerment, the concept of Self Help Groups and formation of SHGs.
The organization has been able to execute its programs with the help of resources mobilized fromthe donors and the3CMDRR trained personnel under the supervision of the director who had two trainingsinDM/RM concepts, principles and practices, facilitating CMDRR methods and process, identification of communitiesfor piloting CMDRR, facilitation of community participatory disaster risk analysis, facilitation of DRR measures, Making CMDRR sustainable in the communities, plan of action, course synthesis and evaluation and Self Help Group Approach for economic, social and politicalto train the identified communities.
Human interest stories
The crisis has not deterred the community of Karakpa from implementing the CMDRR pilot project though the fighting and killing of innocent civilians was witnessed in their locality. The community fled losing some of the things like goats, crops in the garden and humans. The youth took the lead in protecting their families and some of them were arrested as rebels. But despite all this the CMDRR leadership mobilized themselves and supported the community. The community appreciates RAAH for having trained them to stay together as a group and taking on the leadership roles in the community. The community was able to grow vegetables regardless of the late funding from Cordaid to support them. The group generated 580 ssp from the sales of vegetables and was able to help their colleagues who had lost their dear ones and sickness.The group has continued with cultivation and 2 feddans have been ploughed and planted with maize despite the crisis. The goats had delivered and now have four kids which will be collected and given to another group of widows. The SHG collected 582 and started loaning before RAAH could give them the seed money. The tailoring group now sews clothes and is undergoing a designing course which wills last 4 months. The members have learnt to socialize than before and this is evidenced when the chairperson fell sick the community visited him and helped him by slashing his gardens. The CMDRR group also generated 4850ssp from the maize sales which helped them in slashing, ploughing and feeding them during the time of cultivation. The group also used the same harvest as seed for the income generating activity as the support to long to reach them
“Khemis Oliver aged sixteen years born by PoulinoGedimo is one of the beneficiaries of the tailoring class. Having trained for only 1 month and only on weekendsKhemisis able to earn from the training conducted by one of the trainees called Mary who is now thinking of buying her own sewing machine using the money generated by her from the tailoring lessons she got from the trainer called Peter Jamba. Khemisa school going childof St. Peters primary School in Ibba County says he was inspired by the way people operate the sewing machine during the training. Khemis is an orphan who has been taken care of by the sister who works as a messenger in the Payamadministrator’s office at Ibba County Office. Having learnt to operate the sewing machine Khemis has earned more than 200 ssp and was able to pay his own school fees this term, purchase uniform for himself and also catered for some of the family needs.Khemis thinks with tailoring he will be able to study and become a commission at one time. The challenges Khemis faces are getting the materials and combining training with studies. He can now make trousers, shirts, shorts, dresses and mend other people’s clothes”.