Initiative timeframe: 2011/2015
Total initiative costs
- Loans -
- Grants € 1,161,878.0
Orphaned and vulnerable children (OVC) in Mozambique are estimated around 2 Mln. , of which more than 200,000 in Gaza Province, the most affected in the country by the HIV/Aids pandemic. The project target communities (93), selected with the Government, are the farthest away from health centres and other services (education, psycho-social support, legal protection, banking, etc.). Most of them live in dry or vulnerable to-floods areas, so that even subsistence agriculture is often not viable. The project is articulated on the following 4 components: legal protection and fight against all abuses, food and nutritional security, home based cares an psycho-social support. The project is based on the expansion and capacity-building of the Community Committees (already created by a child-and-maternal-health project run by Save the Children). The total project duration is 3 years and 3 months. Phasing out is expected in June 2015. read more close
|Sector||Other Social Infrastructure & Services|
|Agency||MAE - Direzione Generale per la Cooperazione allo Sviluppo|
It is the strategic development plan worked out by the district authorities in Guija District (Province of Gaza). Plans are made according to a common framework in all the country 140 districts; district planning is included in the national planning cycle, developed by sector and territorial region.PEDD of Chigubo, Mabalane and Chicualacuala are also available. All four documents were issued between October and December 2008
Governo del Mozambico/MISAU, Termos de Referência para Estabelecimento de Comités Comunitários de Saúde; (Download)
It is the ToR established by the Ministry of Health in order to establish the Community Committees of Health (issued in May, 2012)
This document is the strategic plan of HIV prevention. It is based on an accelerated expansion of health facilities where preventive HIV services are available.
In the first year, between January and March 2013, floods severely affected the target districts. Thousands of people were displaced and all cultures (ready to crop) along the Limpopo river were destroyed. Moreover, many communities remained inaccessible for long time due to the destruction of roads and bridges.
Few months before the first year, all planned activities in affected areas had to be suspended and postponed.
It was necessary to request a 3-month no-cost extension, in order to complete the activities of the first year. It was achieved thanks to an efficient coordination among the projects serving the same districts and by an extra effort of managerial staff at the provincial level.
In the Project concept phase, it was planned to replicate food security and income generation initiatives already implemented by the provincial team in the Southern districts of the Province before 2012: this intervention was, seen as a crucial component of social and health programs. However, very low population density, long distances among communities and the lack of water in many Northern districts, made conceiving and starting up sustainable economic or food security initiatives more difficult than expected. Only really committed committees got the desired results.
Food security strengthening could result lower than expected.
A full time food security officer has been recruited since the project's implementation first year , in order to consistently and frequently assist the target communities. In the peak season of the agricultural campaigns an extra rural extensionist was also contracted. Moreover, mothers' training on nutrition and volunteers' workshops were strictly coordinated with agriculture and zootechnics initiatives
Long driving distances heavily impacted on the conditions of the motorbikes and vehicle devoted to the Northern region of the province. Maintenance is expensive and keeps out-of-service transportation means, with limited alternative for staff movement.
Projects risk to have a lower impact than desired
Flexible coordination at the provincial headquarters and among fieldworkers helped to avoid breaks service breaks: e.g. fieldworkers of different projects share routes and means of transport, vehicles are swapped strategically according to the plans of each team, though the costs of each vehicle are accounted rigorously according to specific team’s use.
|Type||Technical Assistance/Consultancy and related expenses|
|Procedure||Call for Proposal|