CAPACITY BUILDING FOR STRENGTHENING
THE NATIONAL HIV/AIDS RESPONSE PROJECT
FINAL EVALUATION REPORT
presented to
United Nations Development Programme – Rwanda
by
Le Centre de Coopération Internationale
en Santé et Développement (CCISD)
Pierre Dongier et
Catherine Gashegu
October 2007
TABLE OF CONTENT
ACCRONYMS AND ABBREVIATIONS ............................................................................................... iii
A. EXECUTIVE SUMMARY .......................................................................................................I
A.1 Brief Summary of the Project ................................................................................................I
A.2 Context and purpose of the evaluation ..................................................................................I
A.3 Main conclusions and lessons learned ................................................................................. II
A.4 Recommendations ................................................................................................................ IV
1.
INTRODUCTION ........................................................................................................................ 1
1.1. Purpose of the evaluation ............................................................................................... 1
1.2. Key issues addressed ...................................................................................................... 1
1.3. Methodology .................................................................................................................. 2
2.
PROJECT AND ITS DEVELOPMENT CONTEXT .......................................................................... 3
2.1.
2.2.
2.3.
2.4.
Project context ................................................................................................................ 3
Project description .......................................................................................................... 4
Problems that the project seeks to address ..................................................................... 5
Immediate and development objectives of project ......................................................... 6
2.5. Main Stakeholders .......................................................................................................... 7
2.6. Expected Results ............................................................................................................ 7
3.
FINDINGS AND CONCLUSIONS .................................................................................................. 8
3.1. Performance of project ................................................................................................... 8
3.1.1. Attainment of project immediate objectives and outputs ................................... 8
3.1.2. Project implementation approach (including management and partnership
strategies) ......................................................................................................... 17
3.1.3. SWOT Analysis of project implementation process ......................................... 20
3.2. Overall Project Achievements ...................................................................................... 24
3.2.1. Analysis of Capacity Building Activities .......................................................... 24
3.2.2. Contribution of the project to development goals ............................................ 27
3.3. Sustainability of results achieved ................................................................................. 31
3.3.1. Project results .................................................................................................. 31
3.3.2. Organisational arrangement ............................................................................ 31
3.3.3. Policy frameworks ............................................................................................ 32
4.
LESSONS LEARNED IN PROJECT IMPLEMENTATION .............................................................. 33
i
4.1. Positive effect of donor coordination on project cost efficiency and global impact .... 33
4.2. Role of CNLS in donor coordination to ensure geographic equity and
human rights protection ................................................................................................ 33
4.3. Importance of the decentralisation process .................................................................. 33
4.4. Role of umbrella organisations for coordination of civil society’s interventions ........ 33
4.5. Influence of political leadership mobilisation .............................................................. 34
4.6. Usefulness of an harmonized database......................................................................... 34
4.7. Validation of the microproject model for HIV impact mitigation ............................... 34
4.8. Cost efficiency of microproject supervision ................................................................ 34
4.9. Transformation of associations into cooperatives ........................................................ 34
4.10. Lack of human resources is a threat to project’s sustainability.................................... 34
5.
RECOMMENDATIONS ............................................................................................................. 35
5.1. Project management structure ...................................................................................... 35
5.2. Human resources .......................................................................................................... 35
5.3. Strengthening community response ............................................................................. 36
ANNEXES
Annex 1
ToR of the evaluation
Annex 2
List of persons interviewed
Annex 3
Documents reviewed (see ToR)
Annex 4
Expanded Methodology/Questionnaires and surveys
Annex 5
Table of expected and achieved results
Annex 6
Synthetic report on training activities
Annex 7
Microproject PNUD 2007
ii
ACCRONYMS AND ABBREVIATIONS
A2
High School level
ADB
African Development Bank
APELAS
Private Sector Umbrella
IEC/BCC
Information, Education and Communication/Behavior Change Communication
CBO
Community Based Organisation
CCF
Country Cooperation Framework
CDLS
District AIDS Control Commission
CNJ
National Youth Council
CNLS
National AIDS Control Commission
COD
Common Operation Document
CPLS
Provincial AIDS Control Commission
EDPRS
Economic Development and Poverty Reduction Strategy
FBO
Faith Based Organizations
GoR
Government of Rwanda
IGAs
Income Generating Activities
M&E
Monitoring & Evaluation
MAP
Multi-Country AIDS Programme
MIS
Management Information Systems
NGO
Non Governmental Organizations
OVC
Orphans and other Vulnerable Children
PEPFAR
President’s Emergency Plan for AIDS Relief
PLWA
People Living With HIV/AIDS
PVV
Personne vivant avec le VIH/SIDA
RCLS
Network of Faith Based Organisations
RRP+
Rwanda Network of People Living with HIV/AIDS
SWOT
Strengths, Weaknesses, Opportunities, Threats
ToT
Training of Trainers
UNAIDS
United Nations Programme on HIV/AIDS
UNDAF
United Nations Development Assistance Framework
UNDP
United Nations Development Agency
UNFPA
United Nations Population Fund
UNV
UN Volunteers
USAID
United States Aid
WB
World Bank
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
A.
EXECUTIVE SUMMARY
A.1.
Brief summary of project
The ‘Capacity Building for Strengthening the National HIV/AIDS Response’ project covered the
period 2003-2007 and will end in December 2007. This UNDP funded project is aimed at
strengthening the National AIDS Commission (CNLS) in planning, management and
coordination of the national response to HIV/AIDS pandemic in Rwanda.
The main objectives of the project are the following: strengthening the capacities for planning
and coordination of all sectors, structures and agencies involved in the national response;
mainstreaming HIV/AIDS; developing an integrated management information system; mitigating
the social economic impact of HIV/AIDS and strengthening CNLS capacity in program
coordination , management and policy definition in its decentralization policies.
This is a nationally executed project (NEX). The national institution, CNLS, is the executive and
implementing agent of the project.
A.2.
Context and purpose of the evaluation
As the project nears its end of term, the UNDP requires an evaluation to assess the achievement
of outcomes and outputs to which the project has contributed and their impact on CNLS capacity
to coordinate the National HIV/AIDS response and to mitigate the HIV/AIDS socio-economic
impact on those affected and infected with the virus. Project implementation mechanisms will be
reviewed. The assessment will also help determine the project’s contribution towards achieving
wider development goals such as MDGs, Rwanda’s Vision 2020 and PRSP and the objectives
outlined in Rwanda UNDAF 2002-2006. A SWOT analysis of the implementation processes will
help determine in which areas UNDP should focus its future support for the CNLS and the
national HIV/AIDS response depending on the identified gaps and weaknesses. All of these
aspects of the evaluation will help to identify the main lessons learned from the project and to
make recommendations for future project design and implementation.
A.3.
Main conclusions and lessons learned
The evaluation shows that overall the project has successfully established management and
coordination mechanisms of the national HIV response. A coordination workplan linking CNLS
to decentralised coordinating agencies is in place. Umbrella organisations have been strengthened
to coordinate their associations, and training provided in strategic planning and management. The
decentralised structures are now in place with 17 UN Volunteers operating in CDLS (districts).
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October 2007
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
HIV/AIDS mainstreaming has been achieved by integration into EDPRS indicators across all
sectors and into district development plans. A database software system is installed and staff
trained to manage and maintain data entry for decision making purposes and M&E. HIV Impact
Mitigation activities have been supported through micro finance projects (87) managed by local
associations and members trained in basic business and finance management. There is notable
improvement in livelihoods and destigmatization of beneficiaries through these micro projects.
The structures established by the project provide an easy channel for coordination right from
local associations through to CNLS as the central coordinating body. The project management
has been satisfactory and respected NEX procedures.
The project is in line with PRSP goal of poverty reduction, with Vision 2020 pillars of good
governance and human resources development and with UNDAF (2002-2006) objectives of
improved governance and HIV/AIDS services. It takes into account cross cutting issues like
gender equality and human rights. It has contributed to ensuring good coordination of the rapid
increase of funds and activities for Rwanda’s HIV national response that has taken place during
the course of the project.
However, assessment of the sustainability of project’s results points to remaining needs in
technical and financial support: the decentralized structures, including CDLS and umbrella
organisations, still require support in coordination and funding. Whereas micro projects have
shown positive results and impact, local associations still need capacity building to improve
management of income generating activities and to transform into cooperatives.
A.4.
Recommendations
Based on the lessons learned from the project under evaluation and on the views expressed by
key stakeholders, the main recommendations for future project design and implementation are the
following:
1.
Project management structure
Future interventions by UNDP in support to HIV response should be managed in collaboration
with the UN HIV Theme group to coordinate the project with other UN HIV interventions
included in the Joint Program and under the coordination of UNAIDS. The UNDP project
manager should work in close collaboration with the CNLS staff in charge of overseeing
technical assistance and activities supported by future projects.
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
To strengthen donor coordination by CNLS, a mechanism should be installed within CNLS
structure to coordinate all technical assistance and technical support provided to CNLS and other
HIV response coordinating structures by international donors. Concerning the financial
management of the project and taking in consideration the requirements of UN disbursement
mechanisms, alternatives could be explored for a more flexible mechanism of funds transfers.
2.
Human resources
To ensure that technical skills are adequately transferred during the course of the project and
retained after closure of project, mechanisms should be included in project design and in the
MoU between UNDP and GoR to recruit permanent staff required to perform the tasks initiated
or improved through project’s interventions. Future projects should provide temporary support in
terms of human resources to CNLS, CDLS, Umbrellas with perspective of some of these
positions getting integrated into civil service during the course of the project.
3.
Strengthening community response
One of the important lessons from the project under evaluation has been the positive impact of
microprojects for social integration of PLWAs. Strengthening of these important gains should be
pursued for economic aspects through cooperative formation and for social aspect by improving
access to basic education and health services, nutrition support and gender equity. To achieve
these goals, PLWAs local associations will need technical assistance from CDLS and local
representatives of umbrella organisations. Adequate training of the local associations members
and of staff of the structures giving them technical assistance (CDLS, local community
organisations) should be provided.
4.
Project design and implementation
The main weakness identified in the design of the project under evaluation is its M&E system. A
solid logical framework and a corresponding result assessment framework would have provided
indicators to measure achievement not only of outputs but also of results corresponding to
immediate objectives and permitted the production of more useful and interesting activity reports.
UNDP should ensure this aspect is not overlooked in future project design.
On the other hand, one of the strong points of this project’s implementation is its partnership
strategy that permitted efficient collaboration between donors with similar orientations and
optimal use of management resources. UNDP should certainly adopt similar partnership strategy
whenever possible in future projects.
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October 2007
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
1.
INTRODUCTION
Purpose of the evaluation
The ‘Capacity Building for Strengthening the National HIV/AIDS Response’ project covered the
period 2003-2007 and will end in December 2007. The main goal of the evaluation is to assess
the progress on results achieved by the project since its inception in 2003 and to formulate a new
project proposal:
a)
Evaluation: the project will be assessed against the targets set in the annual project
workplans and the project document;
b)
Formulation: based on the findings from the evaluation and the needs of key
stakeholders, a new HIV/AIDS project will be formulated in line with the national
programming instruments (EDPRS, Vision 2020), the One UN Reform, the new
UNDAF (2008-2012) and the new UNDP Country Programme Document
(2008-2012).
Key issues addressed
The main aspects covered by this evaluation are the following:
a)
Assess the performance of the project in attaining immediate objectives and outputs;
b)
Review the administrative mechanisms, management and accountability structures
and their compliance to NEX procedures;
c)
Carry out a SWOT analysis, pointing out the strengths, weaknesses, opportunities and
threats of project implementation processes;
d)
Review overall project achievements, including contribution of the project to capacity
development of CNLS and other coordinating bodies in the national response to
HIV/AIDS, to larger development objectives (Vision 2020 and MDGs, CCF and
UNDAF outcomes) and to unexpected outcomes;
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e)
Assess the sustainability of results achieved and of organisational arrangements and
policy frameworks developed in the context of the project;
f)
Analyse the main lessons learned from the project and formulate recommendations for
a new project proposal.
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
Methodology
The 25 day evaluation took place from the 3rd of September to the 5th of October 2007.
The methodology applied was:
a)
to review project documents from both UNDP and CNLS (Annex 1)
b)
hold interviews with key stakeholders, including UNDP and other UN agencies
(UNIFEM, UNAIDS), CNLS (project team and CNLS staff), Umbrella Associations
and CDLS staff(Annex 2)
c)
carry out field visits to local associations and CDLS (in Kigali, Gisenyi and Butare)
(Annex 2)
d)
hold several working sessions with key project actors and stakeholders for
participatory analysis of the findings and draw conclusions and recommendations.
(Annex 2).
The short duration of the evaluation (25 days for both evaluation and new project design) did not
permit in depth data collection. We have relied in general on information contained in the project
reports and interviews with main stakeholders. The associations visited during the field visits
represent a reasoned sample (8/87) of those supported through microprojects in the main areas of
intervention of the project (2 in
information obtained from these
gathered data and to verify that
reflecting a general consensus on
outputs.
Kigali, 4 in Huye and 2 in Rubavu). Triangulation of the
various sources permitted us to validate the reliability of
opinions expressed were not only those of individuals but
the implementation of the project activities and the resulting
The contribution of the project towards achieving the larger development goals of the GoR and
the UN was assessed from the opinions expressed by the various stakeholders and beneficiaries.
We have again to rely on perception and observation to qualitatively estimate the relative
influence of the project’s interventions in the field of HIV/AIDS. Even though this evaluation
does not pretend to be an outcome evaluation, we tried to borrow from this more extensive
evaluative method to assess the contribution of this project to wider outcomes by considering the
following elements:
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-
Assessing key project contributions,
“soft assistance” to outcomes
-
Assessing the project’s partnership strategy
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including
those
achieved
through
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
The combination of these elements provides a sound basis from which to assess the project’s
contribution to larger development objectives.
A participatory approach was applied through discussions with the main stakeholders of the
project on the project results, evaluation conclusions, and recommendations for the new project.
The final report and new project proposal were developed to reflect these interactions.
2.
PROJECT AND ITS DEVELOPMENT CONTEXT
Project context
HIV/AIDS is considered a major hindrance in socio-economic development of the third world
countries in particular. The spread of the disease is more rampant in poorer communities due to
their limited means of income and access to health. In Rwanda, prevalence of HIV/AIDS
increased dramatically during the mid-1990’s, partly because of the war and genocide. Estimates
from a national epidemiological survey done in 1997 place the national HIV prevalence rate at
11.2% for the general population over 12 years of age. It is affecting the most economically
active members of society who also fall in the sexually active age groups. Economically, once
heads of households are infected or die, their families and in particular, the children are affected
due to the loss of income and stigmatization. Poverty levels therefore increase causing limitations
in access to social services due to lack of income. Women and children are on average considered
the most vulnerable groups because of both their physiological constitution and unequal rights to
property and education. According to 1997 estimates, the overall HIV prevalence rate amongst
women is thought to be twice that of men, with young female adults having the highest rate.
Maternal and infant mortality rates have increased substantively due to HIV/AIDS and a large
number of children have been orphaned as a result of the disease.
Poverty reduction is the primary development objective of the Government as formulated in the
PRSP (2002). The fight against HIV/AIDS is highlighted among the six major national priorities
for public action in poverty reduction in the PRSP that aims at reducing poverty to less than a
half from 2001 to 2015 and improve social indicators in line with the UN Millennium
Development Goals (MDG). The halt and reversal of AIDS also falls among the MDG goals of
2015. Along with other human rights initiatives in gender, discrimination and property rights,
prevention and protection from HIV/AIDS and social stigma are among the main concerns of the
Government of Rwanda. Many local and international interventions are taking place to help
reduce the social stigma of HIV/AIDS, and reduce poverty by increasing access to medical and
social services for infected and affected persons to enable them retrieve their economic
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
resourcefulness for their families and communities. These include the Global fund, MAP project
of the WB, GTZ, USAID, among others.
The Government of Rwanda has adopted a multi-sector approach in the fight against HIV/AIDS
that includes all sectors of the economy, including education, awareness and prevention
promotions, health care, testing and counselling. The need arose to institute a coordinated
approach in fighting HIV/AIDS that enables all HIV/AIDS interventions within different sectors,
working towards the same end goals and ensure minimal duplication of resources and
concentration of services in one geographical area.
The CNLS was therefore established as the coordinating agency for the multi-sector approach in
the national response against HIV/AIDS that include the private, religious and civil society
organisations as well. However, assessed needs revealed the lack of capacity in setting up
coordinating mechanisms at national and decentralized levels and in enabling socio-economic
mitigating activities for PLWAs to reinforce its existing strength in policy development and
dialogue. The ‘Capacity Building for Strengthening the National Response to HIV/AIDS’ Project
was therefore established with the main objective of helping the CNLS develop its capacity in
coordination, information networking, mitigating activities, and decentralization of the activities.
Project description
The ‘Capacity Building for Strengthening the National HIV/AIDS Response’ project covered the
period 2003-2007 and will end in December 2007. This UNDP funded project is aimed at
strengthening the National AIDS Commission (CNLS) in planning, management and
coordination of the national response to HIV/AIDS pandemic in Rwanda. The main objectives of
the project are the following:
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a)
Strengthening capacities for planning and coordination of all sectors, structures and
agencies involved in the national response to HIV/AIDS
b)
Mainstreaming of HIV/AIDS in public and private sectors
c)
Development of integrated management information system for CNLS and partners
d)
Mitigating the socio-economic impact of people affected with and affected by
HIV/AIDS as well as providing them with entrepreneurial skills.
e)
Strengthening CNLS capacity in order to provide clearly defined policy, management
of programs and coordination of the national response to HIV/AIDS.
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
This is a nationally executed project (NEX). The national institution, CNLS, is the executive and
implementing agent of the project. It is responsible for the planning and overall management of
activities of the project and accountable to the Government of Rwanda and UNDP for the
production of outputs, achievement of program objectives and the use of UNDP funds.
UNDP Rwanda Country Office provides support services to the project in accordance with
UNDP procedures and MoU between GoR and UNDP. UNDP is responsible for monitoring and
evaluation of the project, ensuring proper use of UNDP funds and implementation of activities.
Estimated Cost/Budget
$4.3 million
Problems that the project seeks to address
The “Capacity Building for Strengthening the national response to HIV/AIDS” Project is focused
on building the CNLS institutional capacity in planning, management and coordination of the
national response to HIV/AIDS pandemic in Rwanda.
Based on the above objectives, the project seeks to support the CNLS in addressing:
a) the fragmented approach of donors and local partners in fighting HIV/AIDS in Rwanda.
The GoR wishes to see more of a coordinated approach involving all sectors of the
economy, and a more even geographic distribution of effort in the country. The national
multi sectoral plan stipulates the need for the involvement of all sectors in the fight
against HIV/AIDS in a complimentary manner. Similarly, the national strategic
framework provides for the involvement of decentralized structures that reach all
segments of society.
b) The lack of a centralized information network to help monitor all ongoing activities
within the national response. Poor capacity in reporting, storage and dissemination of
resources from the different sectors and the established decentralized structures create a
gap in assessing progress of the national response with the possibility of making properly
informed decisions and strategies. An information system would also facilitate the
monitoring and implementation process.
c) The deterioration in capacity of PLWAs and those affected by HIV/AIDS to financially
sustain themselves due to sickness and socio-economic stigma they face within their
communities. Mitigating activities would revive their ability to support their households
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
through income generating activities, access to health care and counseling services, and
promotional awareness on living with HIV/AIDS. These activities would also enable self
reliant support on schooling for OVCs and financial support to sick members.
d) The lack of a coordinated policy and operational framework for the national response
activities. The CNLS required a down up approach to policy making relying on locally
identified needs to consolidate a national action plan. Baseline structures through
umbrella formations of various stakeholder groups (civil societies, NGOs, religious) and
decentralization of HIV/AIDS management would provide a better informed national
strategy that is inclusive of all sectors.
e) The lack of human resources and skills capacity in coordinating the national response, an
area in which technical assistance is required through the recruited project team.
Immediate and development objectives of project
The development objective of the project as described in the project document is as follows:
“The control of the spread of HIV/AIDS and the reduction of the socio-economic impact will be
strengthened through sustained capacity building in planning and coordination of the national
response in all sectors and segments. Capacity building for decentralized levels will enhance their
effectiveness in reducing the spread and impact of HIV/AIDS the country. Socio-economic
impact of HIV/AIDS among the vulnerable women and households headed by infected and
affected women will be improved through assistance for sustainable microproject activities of
Community Based Organizations (CBOs) in five provinces.”
The immediate objectives presented in the project document are as follows:
Objective 1 - Effective national response to HIV/AIDS in all sectors, structures and agencies,
strengthening partnership and capacities for planning and coordination of structures
in 2003.
Objective 2 - Mainstreaming of HIV/AIDS in public and private sectors.
Objective 3 - Development of integrated management information system for CNLS and partners.
Objective 4 - Microprojects in five Provinces will directly mitigate the socio-economic impact of
people infected with and affected by HIV/AIDS as well as provide skills to CBOs to
develop enterprises whose beneficiaries will be PLWA and their dependants.
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
Objective 5 - Capacity of CNLS will be strengthened to enable it to provide clearly defined
policy, management of programs and coordination of the national response to
HIV/AIDS.
Main Stakeholders
The key stakeholder of the project is the Government of Rwanda, represented by National AIDS
Commission (CNLS), Rwanda’s coordinating agency for the national HIV/AIDS response and
implementing agency of the project.
UNDP is the funding agency and UNDP Rwanda Country Office provides support services to the
project. UNDP is responsible for programme monitoring and evaluation and ensuring proper use
of UNDP funds for implementation of project’s activities.
The other coordinating bodies directly involved in the project are District AIDS Commissions
(CDLS) located in 30 administrative districts and the umbrella organisations representing the
different groups of civil society (Network of PLWAs associations, Faith-based organisations,
NGO Forum, Private sector, National Women Council, National Youth Council).
Apart from these coordinating agencies, other beneficiaries are local associations, CBOs, FBOs,
PLWAs and OVCs members of associations.
Other stakeholders are bilateral and multilateral development agencies who collaborate with the
project for some activities (Other UN agencies like UNFPA and UNICEF, ADB project, World
Bank MAP project, USAID, Global Fund).
CEPEX represents the GoR on the project’s steering committee receiving the project quarterly
and annual activities and financial reports.
Expected Results
Detailed expected results will be presented in the subsequent section. The following summary
presents the most significant expected result for each one of the five project’s immediate
objectives.
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a)
Increased
capacity
for
planning
and
coordination:
Establishment of the decentralised coordinating agencies (CDLS and Umbrella) and of
a coordinating mechanism linking them to CNLS.
b)
HIV/AIDS mainstreamed in all sectors of the economy:
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
HIV/AIDS integrated in EDPRS and District Development Plans.
c)
A management information system/ M&E:
Harmonized MIS and reporting format for all partners.
d)
Mitigation of socio-economic impact of HIV/AIDS:
Effective management of microprojects for income generating activities of PLWAs
associations.
e)
Strengthened capacity of CNLS in management and coordination of the national
response:
Established leadership of CNLS for coordinating the national HIV/AIDS response.
3.
FINDINGS AND CONCLUSIONS
Performance of project
The project performance was assessed by reviewing the project document, annual workplans,
audits, reports and through interviews with the main stakeholders. This assessment is structured
under three sections: first, by comparing the expected results to the actual results of the project to
assess whether the project objectives have been attained; secondly, by analysing the effectiveness
of the project’s implementation approach and gauging their compliance with regulatory
UNDP/GoR governance mechanisms and NEX procedures; thirdly, by carrying out a SWOT
analysis of the project.
3.1.1.
Attainment of project immediate objectives and outputs
In the following section, we have selected the most significant achieved results under each of the
five objectives of the project to give an overall opinion of the degree of success of the project.
For the sake of clarity and conciseness, the full extent of the exercise confronting expected and
achieved results and the list of activities that have contributed to their achievement is presented in
a table in Annex 5.
Objective 1: Effective national response to HIV/AIDS in all sectors, structures and agencies,
strengthening partnership and capacities for planning and coordination of
structures in 2003
The project aims at putting in place and strengthening the coordinating structures described in the
Multisectoral National Plan (CNLS, CDLS, Umbrella organisations). This has been successfully
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
achieved with the CNLS playing its role as central coordinating agency, the CDLS at the district
level and the Umbrellas for the coordination of their respective groups of organisations, with
MOU to define their responsibilities towards the CNLS. It must however be pointed out that both
the CDLS and the Umbrella organisations are still in the process of establishing themselves and
need further support to become autonomous and efficient.
A capacity building program has been established, starting with a needs assessment at the
provincial level (before the administrative reform) and the production of training modules which
are used by approved trainers to respond to the needs of local associations and target groups.
Training workshops in planning and management at all levels of the structure have led to the
successful development of a national work-plan for the national response, a consolidated
workplan for the umbrellas, a national coordination mechanism for the CNLS, and basic business
management skills for the associations. The impact of these trainings is most felt with the
associations that are now actively playing the larger role in supporting and mobilising members
in planning and starting up small businesses.
Expected results:
Achieved results:
1. To make HIV/AIDS control coordination and
implementation structures functional in 2003
2. National strategies and mechanism of the
national response to HIV/AIDS at national
and decentralized levels
3. Formulation of mainstreaming strategies within
six months of the start of the project.
4. Availability of the status of mainstreaming
of HIV/AIDS at national institutions
5. Coordination workplan in place
6. Monitoring system of coordination activities
7. Dissemination
of
coordination
activities/outcomes
Completed activities:
-




Decentralized and coordination structures in
place and functional (CDLS, Umbrellas)
The national strategies and mechanisms
described in the Multisectoral National Plan
have been implemented
National coordination workplan in place
The planning and coordination capacities of all
partners in the national response have been
strengthened
Project team (project coordinator, microproject expert, training expert, administrative assistant, secretary,
2 drivers) recruited
17 UNVs recruited to work within districts (CDLS) to support local associations
Umbrella organisations installed
Training workshops in planning and coordination held
Annual planning workshops held
Funding for planning and coordination and supervision of activities in districts, religious confessions and
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
-
other umbrellas provided
Clear strategies for coordination of the national response to HIV/AIDS at national and decentralized
levels formulated
Needs for capacity building at provincial level assessed
Training sessions for youth, women, PLWA associations, Faith-based organisations, CPLS, Anti-AIDS
Clubs, Public, para-public and private sectors organised.
Activities Indicators:
ACTIVITIES
Number of training workshops
Number of conferences
supported
Number of trainees
Number of training modules
designed by CNLS
RESULTS
EXPECTED
RESULTS
ATTAINED
OBSERVATIONS
56
60
Beyond planned outputs
6
10 Beyond planned outputs
4 500
5 600 Beyond planned outputs
The design of training modules
29
had not been planned
Objective 2: Mainstreaming of HIV/AIDS in public and private sectors
The integration of HIV/AIDS indicators in EPDRS logical framework gives a strong basis to
develop a sound M&E system to follow the evolution of these indicators. Similarly, the
integration of HIV/AIDS issues in the District Development plans also gives a tool at
decentralised level to monitor how these issues are taken into account in all sectors’ activities.
Public and private sectors’ focal points are in place but will need technical assistance to
participate efficiently in the mainstreaming of HIV/AIDS activities into their respective sectors.
Expected Results:
1. Make HIV/AIDS control partnership
mechanism functional in 2003
2. All sectors will develop HIV/AIDS
programs and activities
3. Public sectors will have dedicated
HIV/AIDS focal points in the
establishment
4. Sectors and agencies will allocate resources
for HIV/AIDS control
Completed activities:
-
Achieved results:



HIV/AIDS programs and activities developed in all
sectors (public sector focal points in Ministries, 40
private and parastatal companies have HIV action
plans)
HIV/AIDS integrated into the EDPRS as a cross
cutting sector
HIV/AIDS integrated into District Development Plans
(DDP)
Public sector focal points installed within Ministries to advocate for positive living, fight against stigma
and prevention
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
-
APELAS supported for consolidated action plans in 40 private sector and parastatal companies and
weekly radio programs
Sector meetings held to integrate HIV/AIDS in the EDPRS document, including its M&E system
Activities Indicators:
Number of structures (CDLS and
Umbrellas) supported
22
HIV integrated in all national
development plans
Objective 3: Development of an integrated management information system (MIS) for CNLS
and partners
A MIS has been installed. It has enabled a much more efficient management system through
standardized reporting formats and data storage that make it easier for planning, monitoring and
mapping of interventions. All CDLS now have internet connectivity for data transmission,
planning and reporting.
Although a lot of useful information is now stored on the database (workplans, annual/ financial
reports, strategies, progress reports, among others), the capacity to exploit it for decision making
purpose across all sectors and management levels is limited. Some interviewed stakeholders
believe there is more data stored than is useful. However, this being a recently established
system, it might take time before proper dissemination of data is enabled. Further technical
assistance in data analysis will be needed to ensure optimal use of the system.
Expected Results:
Achieved results:
1. Increased organizational, institutional and functional
capacities of structures involved in HIV/AIDS
2. Harmonized MIS for HIV/AIDS
3. Improved coordination of the implementation of MNP
in 2003
4. Impact studies of HIV/AIDS in at least two sectors
Completed activities:
- An MIS system is installed and operational.
- 30 CDLS, CNLS and Umbrella staff
equipped and trained and using software
- Harmonized reporting format for all partners
Technical support for establishing an M&E system provided by Measure Evaluation Project (USAID).
Computers, office equipment, motorcycles, internet connectivity installed for CDLS and Umbrellas.
30 district and umbrella officials have been trained on the use of the software.
Study on the impact of microprojects is underway at the time of this evaluation and the results of this study
should be available shortly after the production of this report.
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
Evaluation indicators:
Data base software
1
Staff training for
31
software use
Reports available
30
1
According to plan
31
According to plan
30
According to plan
Objective 4: Microprojects in five Provinces will directly mitigate the socio-economic impact
of people infected with and affected by HIV/AIDS as well as provide skills to
CBOs to develop enterprises whose beneficiaries will be PLWA and their
dependants
Impact mitigation is an important component of the project that has been well managed and for
which quite an amount of resources (human and financial) have been mobilised by the project.
The total funds directly allocated to the microprojects amount to 224 millions Frws or around
400,000 US$. A small sampling of microprojects was visited and may not provide a
comprehensive picture of the socio-economic impact of these IGAs. However, all opinions
expressed by the visited beneficiaries show tremendous appreciation for the microprojects
interventions on account of the moral, health and financial support that has been provided, and
the opportunity to revive their self worth both socially and economically. By observation and
interviews, there is demonstrated eagerness to participate in the microproject activities by most of
the beneficiaries, some of whom demonstrate the ability to do bigger projects given the
opportunity (both expanding on existing projects or starting new, larger projects). They all report
a major improvement in their livelihoods, particularly for the PLWAs, who are as well provided
with medication and counselling services. The most striking observed and reported effect of
microprojects on the beneficiaries is in the way people who were socially isolated and unable to
have any productive activity have used the opportunity to become productive members of their
community and have regained self-confidence and hope for their future. Through coordinated
partnerships, beneficiaries have been provided with improved housing, medical care, follow-up
and counselling to help break isolation and stigmatisation. Training and schooling for OVCs is
possible through beneficiary member subscriptions.
The monitoring reports indicate only 5 out of 87 projects have been considered a failure due to
inadequate financial management (funds not used according to plans). A more systematic and
comprehensive evaluation of microprojects impact is underway and its results should be available
in the near future.
Challenges:
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
Increased funding for each micro project to reach a larger number of associations has been
expressed almost unanimously by the interviewees. The main challenges encountered in the
management of the microprojects include low profit margins due to hike in cost prices
(particularly sharp increase in rental fees); lack of own housing facility for business activities;
increased demand for funding due to increased membership; and nutrition back up for new
microprojects to sustain profit margins and reinvestment.
Many of the associations have decided, or are in the process of, transforming into cooperatives or
becoming members of cooperatives. The main advantages for this shift are the ability to lead
activities generating profits, which associations are not legally allowed to do, and the perspective
of more transparent and equitable sharing of financial benefits among members.
Expected Results:
Achieved results:
1. Income generating activities for people living  87 Microprojects funded with 5 of them considered
with HIV/AIDS
as failure because of inadequate financial
2. Behavioral change within communities
management (6468 beneficiaries: 1562 men;
3. Capacity building for PLWA
2853 women; 2053 OVCs)
4. Improved technical skills for CBOs in the  Improved health care and standard of living for
management and business development
beneficiaries/ schooling for OVCs
5. Best practices/lessons learned on microprojects  Notable decline in stigma expressed by all
interviewed beneficiaries as major result of the
microprojects for them
 Increased capacity in project design and
management for local associations
 Important tendency among local associations to
become cooperatives
 Best practices of microprojects documented and
disseminated
Completed activities:
- Technical support from community animators and CDLS to local associations to develop microprojects for
IGA
- Pre-selection committee in districts and national microproject selection committee to assess quality of
proposed microprojects
- Follow up by CNLS and CDLS to ensure proper management and implementation of selected projects
- The microprojects that have been financed range from collective activities like agriculture, livestock,
tailoring to individual activities through microcredit financing within associations.
- Many microprojects have BCC activities included in their design to sensitize communities to safe sexual
behavior and importance of HIV testing
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
- Training for local association members on design and management of microprojects using training module
prepared by CNLS and given by competent trainers
- Technical assistance to local associations for cooperative formation
- Study of microproject impact underway (September 2007)
Activities indicators:
Number of selection committee meetings
Number of microprojects funded
Number of beneficiaries
Number of field visits
Socio-economic impact study
3/year
120
3000/year
40
1
3/year
137
3868-5127/year
63
1
According to plan
Beyond planned outputs
Beyond planned outputs
Beyond planned outputs
The following graph illustrates the proportion of men, women and children (OVCs) among
microproject beneficiaries (data from microprojects’ statistics, see annex 7). It shows that, as was
intended, the majority of beneficiaries are women and children, the most vulnerable groups. It
must also be noted that 6468 direct beneficiaries correspond to an estimate of almost 40 000
indirect beneficiaries.
Beneficiaries
Men
24%
women
44%
OVCs
32%
This second graph based on project indicators, illustrates the geographic distribution of
microprojects funded by this project, with a strong proportion (56/87) in the districts of the town
of Kigali (Gasabo, Nyarugenge and Kicukiro) and the rest in other provinces. Urban districts
have a much higher number of associations under their jurisdiction, and HIV prevalence is much
higher in urban areas (7 %) than in rural areas (2 %).
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
Number of Micro Projects per Province
60
50
40
30
20
10
0
Kigali
Southern
Province
Eastern
Province
Western
Province
Objective 5: Capacity of CNLS will be strengthened to enable it to provide clearly defined
policy, management of programs and coordination of the national response to
HIV/AIDS.
This final component is somehow the combination of all the previous ones: CNLS capacity as the
coordinating body of the National HIV/AIDS response has been build through the establishment
and strengthening of the Umbrella organisations, of decentralised structures (CDLS) and of
private and public sectors focal points, through the design and implementation of a harmonised
MIS and of a common coordinating mechanism to oversee the interventions of all partners.
In fulfilling its role as coordinating body, CNLS now has well coordinated structures starting at a
grassroots level that enable good collaboration with local authorities. Members of associations
and civil groups or organisations report to the umbrellas, which in turn report to their respective
districts and the CNLS. The CNLS receives feedback at both levels of the umbrellas and districts.
It also has a consolidated workplan to ease coordination of all partners. All staff at central level
has undergone general and targeted training with on the job training and technical assistance
provided. As a result, there has been improved reporting and planning at all levels, and there is an
observed understanding of the strategies being taken in the national response. However, further
support is still required to assure that the competencies are sustainable considering this is a recent
development and as such a learning process.
Expected Results
Achieved results:
1. Strengthened monitoring and evaluation of the
HIV/AIDS intervention
2. Effective use of management information
system
CCISD


Harmonized reporting and planning tools for all
partners at central and decentralized levels
Database functional and used as reference for
effective monitoring and decision making
October 2007
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
3.
4.
5.
6.
Clearly defined HIV/AIDS control priorities
Clearly defined HIV/AIDS policies
Coherent program management
Adequate coordination of the HIV/AIDS
interventions and strategies for the overall
national response
Completed activities
-


National workplan produced from the consolidated
district workplans
CNLS recognized and respected leader in
coordination of National HIV/AIDS response (policy
and guidelines)
Regular planning and reporting workshops at district and national levels held
Consolidated workplans completed at Umbrella and district levels
National planning workshop held
Collaboration with other partners: ADB, MAP, Global fund, PEPFAR, UN agencies organised through
National HIV cluster and other coordination bodies
Activities Indicators:
ACTIVITIES
Planning workshops
Action plans produced
Reports available
CNLS coordination mechanism
Coordination meetings
Number of institutions supported
EXPECTED
RESULTS
RESULTS
ATTAINED
1/year
5/year
4/year
1
4/year
3/year
5/year
4/year
1 (2006)
4/year
22
OBSERVATIONS
According to plan
According to plan
According to plan
According to plan
According to plan
As a final comment on this section of assessment of achieved results, we can say that most
expected results of the project have been very satisfactorily achieved. Questions about the
sustainability of these results and the relative contribution of this particular project to their
achievement will be covered in subsequent sections of the document.
The next sections will assess the management structure of the project and the main strengths and
weaknesses observed in the project implementation and will address issues concerning human
resources and financial management.
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
3.1.2.
Project implementation approach
3.1.2.1.
Management and accountability structure of project
The CNLS is the national executing agent in charge of planning and overall management of the
project activities and finances, and ensuring that the project objectives are met. It is accountable
to the Government of Rwanda and UNDP for the use of funds and achievement of results.
UNDP Rwanda Country Office does the monitoring and evaluation of the project to ensure
proper use of funds and progress monitoring. It also provides logistical and support services
according to the project MoU between UNDP and the GoR.
CNLS is the implementing agency of this project. The relations between the targeted
beneficiaries at national, decentralized structures and the CBOs implementing activities at the
community level and respective responsibilities were made clear and respected by all parties
involved. A Memorandum of Understanding was signed by the different umbrellas to describe
roles and responsibilities of CNLS and Umbrellas.
The project is managed by a project management unit integrated into the CNLS structure but with
a separate management mechanism from CNLS staff.
The project team consists of one project coordinator, one microproject expert, a training expert
and two administration staff. There is close collaboration between the project team and CNLS
staff in terms of logistical and technical support. The project was initiated at the time of drastic
cuts in CNLS staff (administrative reform), so the project team filled a big gap in terms of
expertise and logistical support at CNLS. This human resource gap has not been filled during the
lifetime of this project, so that regular CNLS staff is not presently able to take over the technical
tasks performed by the project team. The same applies to the technical assistants at CDLS who
are playing a central role in supporting coordination of HIV interventions at decentralised level.
Their UN Volunteers status presents a problem as they cannot prolong their engagement beyond
4 years. Even though the government has recently appointed a second employee for each CDLS
(Level A2), discontinuation of the technical assistance provided by the project would greatly
jeopardize the functioning of CDLS. This question will be further addressed in the sustainability
section and in the recommendations.
3.1.2.2.
Cost effectiveness of implementation modality
Initial budget for the project was designed on the assumption that the 2M$ of UNDP core funds
would be complemented during the project by additional funding. Although additional resources
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
were not directly added to the project, complementary partner interventions made up for this
financial gap. Another project with similar objectives (funding for umbrella organisations and
CDLS support, technical advisor to CNLS) was initiated by ADB with a budget of 5 M$ over a 5
year period (2004-2008) and was managed for the CNLS by the same project team. World
Bank’s MAP project, with a budget of 30 M$ over 5 years (2004-2008), also supported good
governance of the HIV/AIDS national response. Measure Evaluation Project funded by USAID
also provided for M&E strengthening with technical assistance of a data base specialist.
Therefore, the restricted budget of the UNDP project was more than compensated for by these
complementary projects and the general objectives common to these 3 projects (strengthening
planning and coordination mechanisms at CNLS and district levels and impact mitigation through
IGA microprojects) were fulfilled beyond expectations: the coordination mechanism put in place
to produce a common national report and workplan on the basis of data collected at the
community level is a model for decentralisation mechanisms in other sectors; the impact and
coverage of the income generating activities initiated by the microprojects has convinced other
donors (Global Fund, PEPFAR) of the validity of this approach for mitigation of HIV socioeconomic impact. This donor coordination and common management structure permitted to
improve the cost effectiveness of these projects by avoiding duplication of management and
implementation staff.
As has been detailed in the previous section on expected and achieved results, all project
objectives have been accomplished to a satisfactory level. At the activity level, registered
output/outcomes indicate there has been more accomplished within the given budget limitations
than had actually been planned.
3.1.2.3.
Financial management of the project
Financial, procurement and transfer procedures are fully compliant with NEX Regulations.
Quarterly and annual reports are forwarded to the UNDP and CEPEX who participate with the
CNLS representatives in regular steering committee meetings for monitoring and funding
justification for each quarter. Annual audits have been carried out and concluded in sound project
management and achievement of the planned activities with the corresponding funds.
The main difficulty noted in activity reports about project management is occasional delay in the
disbursement of project funds due to the conditionality of fund transfer on the acceptance of the
quarterly financial and activity reports by the Steering committee. However, this appears to have
been exceptional and did not affect the general performance of the project.
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
3.1.2.4.
Project M&E system
A full M&E framework was presented in the project document, describing expected results and
planned activities for each of these results. However, several difficulties were encountered during
this evaluation exercise because of weaknesses in the design and implementation of this M&E
framework.
Firstly, several objectives are overlapping, leading to confusion in the activity reports about
which activities corresponded to which objectives. For example, mainstreaming activities,
particularly those concerning umbrella organisations, could fit under the first or second objective.
Planning and coordination workshops were presented both under the first and the fifth objectives,
as were activities for the strengthening of CDLS. Training activities (from needs assessment to
actual training sessions) did not have any clear corresponding outcome to which they contributed.
This in turn is an explanatory factor to the lack of information in activity reports about project
progress in terms of outcomes. The quarterly and annual reports limit themselves to listing
performed activities, without linking them to the corresponding outcomes, for which there was no
outcome indicators described. This made it difficult for the evaluation team to produce the table
presented in Annex 5 comparing expected and achieved results and their corresponding activities.
In summary, project’s result based management mechanisms show definite weaknesses, both in
design of project’s logical framework and in production of activity reports.
3.1.2.5.
Integration of Human rights and Gender equity issues in project design,
implementation and monitoring
Gender equity issues and protection of PLWAs rights were included in the description of context
of the project in the project document, and preoccupation about these issues was evident in the
project design. However, they were not mentioned in the M&E framework of the project and
there are no indicators to follow the impact of the project in these regards. Impact mitigation
interventions through microprojects are certainly the area of project implementation where
gender and human rights issues are most obvious. More than half of microproject beneficiaries
are women, a number of widows’ associations benefiting from IGAs and the protection of legal
rights of widows and OVCs is one of the frequently mentioned uses of the increased income
through access to legal services. On a more general level, CNLS and CDLS are playing their role
as advocates for the defence of PLWAs human rights and against stigmatisation and social
exclusion. However, these are qualitative data based on stakeholders’ opinions, but lacking
quantitative tools for more systematic documentation.
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
3.1.3.
SWOT Analysis of project implementation process
3.1.3.1.
Strengths
a) A sound coordination system at national and decentralised levels
It is indisputable that CNLS has confirmed itself, during the course of this project, as a strong
leader in the national response to HIV/AIDS. It represents the “3 Ones” promoted by the
international agencies, i.e.: One coordinating agency, One strategy, One M&E system. This
project has been instrumental in helping CNLS to achieve this status. The project team has been a
strong support to regular CNLS staff to build their capacities in order to fulfill their role. Training
has been an important contributing factor and has been coordinated by the project team, from the
central to the community level. The project has also been the driving force behind the
establishment of the Umbrella organisations and of the CDLS, which are essential links for the
decentralisation of the national HIV response. The production of consolidated national reports
and workplans has only been possible through the actions of these decentralised structures.
b) A functional Management Information System
A good interactive database has been designed and established to facilitate M&E, reporting,
planning and decision making (with support from the Measure Evaluation project funded by
USAID). The needed computing equipment has been installed in all districts. The personnel in
charge of collecting the data were trained in use of the database software. This has permitted the
development of a standardized planning and reporting system which is the basis for the common
coordinating mechanism for all partners.
c) Micro projects accepted as an effective tool for Impact mitigation
This project has consolidated the strategy initiated by a previous UNDP project of funding small
micro projects for income generating activities. This has proved to be a very cost efficient tool to
improve the socio-economic status of PLWAs and to help them to come out of the social
exclusion to which they had been condemned by their illness. Other impressive effects of these
micro projects are improved access to basic social services (health, education, housing) and the
facilitation of reconciliation between members of the same community, but opposite sides of the
genocide tragedy. Through training, local associations have strengthened their capacities for
design and management of micro projects and many of them are in the process of becoming or
joining cooperatives.
d) High cost efficiency of the project
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
The management structure of the project, facilitating donor coordination and common
management of several projects, has permitted to increase the efficiency of interventions by
avoiding duplication and diminishing administrative costs. The experimentation of pertinent and
adapted strategies has led to the mobilisation of complementary funding from other donors and
has permitted the achievement of important results for a limited financial investment.
3.1.3.2.
Weaknesses
a) Shortage of staff at CNLS and CDLS
The technical assistance provided by the project has served to fill human resources gap rather
than transferring skills to existing staff. At the end of this project, many tasks filled by the project
team will not be upheld if further human resource support is not provided. The national human
resource policy, which has caused marked staff shortage both at CNLS and CDLS, is a major
obstacle to the perspective of sustainability of project results. Increased workforce and sustained
capacity building are necessary both at central and decentralised levels. The volunteer status of
technical assistants of CDLS is also an obstacle to the sustainability of project’s results as they
cannot hold a position as a volunteer for more than 4 years and the planned transfer of these
positions to the civil service has not been effective yet.
b) Umbrellas still under restructuring and requiring further support
All of the umbrellas organisations met in the course of this evaluation are either undergoing
change of leadership (RRP+, RCLS) or more profound organisational restructuring (APELAS,
NGO Forum). All of them are still dependent on external funding to support their staff, they have
not been able so far to take charge of their own resource mobilisation and don’t seem to be ready
to take on this financial autonomy. One basic problem is that their creation stemmed from a
centrally initiated impulse from the CNLS rather than from a need of their local members. It is
therefore difficult for them to expect financial support from their members, whose financial
autonomy itself is also fragile.
c) Community response in initial stage of organisation
Local associations are young organisations with increasing skills and efficiency, striving to grow
stronger with the move towards cooperative creation. However, they are experiencing an urgent
need for increased investment in IGA for sustainability and to meet growing membership demand
from beneficiaries. Apart from their economic objectives, they also need further strengthening for
more efficient community interventions towards HIV prevention and PLWAs’ care and support.
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
d) Project planning and reporting focused on activities rather than outputs and contribution to
outcomes
As was mentioned in the project implementation assessment, the information transmitted in the
activity reports and the workplans was limited to activities and did not reflect the progress
towards more global results. This points to a need, not only for the project implementation but
also for the more global MIS to be linked to the achievement of results. This is a definite
condition in order for the common database put in place with the help of the project to be used for
policy review and decision making purposes.
3.1.3.3.
Opportunities
a) A strong political backing for HIV national response
The commitment of the country’s leaders in the fight against HIV/AIDS is one of the reasons for
the present success of the national response. From the government to religious and economic
leaders, a common front has developed to stop or at least control this disease and this has resulted
in a wide social mobilisation involving Rwandan society as a whole. The role of the Fist Lady in
this social movement must also be underlined.
b) A coordinated action of all UN Agencies
Rwanda is one of 8 pilot countries in the One UN Reform process. The first positive consequence
of this reform is the collaboration between the Rwandan government and UN system to adopt
converging priorities. UNDAF has been designed in close link with the EDPRS and a common
operational document (COD) will serve as the One Program for all UN agencies in Rwanda. One
of the UN Theme groups is focused on HIV/AIDS and will develop a Joint Program where each
participating agency will have a well defined contribution, and UNDP will be part of this HIV
Joint Program.
c) A large international mobilisation for HIV response
The unprecedented mobilisation of international donors in the fight against HIV/AIDS has had
particularly positive results in Rwanda where significant progress has been made in recent years
for both preventive and curative interventions. Rwanda has a good reputation for achievement of
planned results and for sound financial management of the important funds allocated for the
national HIV response and should continue to benefit from international funding.
d) Cooperative formation, a tool for local development
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
The transformation of local associations into cooperatives is a growing trend in several parts of
the country and should have a positive influence on the quality and financial efficiency of IGAs
at local level. Among the expected benefits, there should be increased income for the members,
improved and more transparent management and protection of interests of members and their
families.
e) A strong political support for decentralisation
The administrative reform that took place in Rwanda in 2005 has identified the district as the
level where local development should be planned and implemented. Through the support for the
establishment of CDLS, this project has contributed to this new orientation. There is still a lot of
need for capacity building at the decentralised level, but it appears as the most promising strategy
to support the development of adapted interventions responding to the needs of the community.
3.1.3.4.
Threats
a) End of several projects supporting governance in HIV response
There is uncertainty and some insecurity among stakeholders because of the simultaneous
termination of several projects (MAP, UNDP, ADB) that have joined their efforts in the last 5
years to support the good governance in the HIV response. Although UNDP has confirmed its
commitment to continue CNLS and CDLS support, this leaves a big gap in the financial support
to coordinating agencies, particularly umbrella organisations, representing a threat on the
multisectoriality of HIV response. Also to be mentioned is the intention of CNLS and of UNDP
to leave implementation role, without a clear alternative at present to take on this role.
b) Focus of major donors on treatment and prevention rather than governance strengthening
Although everybody agrees with the need for a strong coordination of the HIV response at central
and decentralised levels, most donors are more interested in funding activities that have more
obvious and direct impact on the target groups (people infected /affected by HIV/AIDS, groups at
high risk of infection). Supporting capacity building for umbrella organisations or CDLS is not
seen as a priority for the majority of international donors. In the context of the ending projects
mentioned in the previous point, this adds to the uncertainty about funding of coordinating
agencies.
c) Tendency of bilateral donors to adopt independent strategies
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
In spite of the increasing acceptance by bilateral cooperation agencies to participate in common
planning of the national HIV response, they are still very attached to their own priorities and
strategies and want to maintain their freedom of action. A clear mechanism to foster consensus
on strategic priorities and the role of each partner in the national response is still needed to ensure
the most efficient use of available resources.
d) Sustainability of project results threatened by staffing shortages
The administrative reform that has drastically cut the public services workforce still has lasting
effects on their absorption capacity. Without the possibility to integrate new civil servants to
fulfill the tasks initiated during the course of the project, whatever capacity has been built risks
being lost with the departure of competent and motivated human resources. Individual capacities
may remain and be available through other channels, but institutional capacities will be
weakened.
Overall Project Achievements
3.1.4.
Analysis of Capacity Building Activities
3.1.4.1.
Review of training activities undertaken
At the beginning of the project, a Capacity building team was established in each of the 10
provinces (before administrative reform) and a needs assessment was performed by each of those
teams to identify training priorities at the local level.
Apart from the project’s resources allocated for training activities, other donors (WB, UNAIDS,
UNFPA) contributed to the elaboration of a corpus of training material through the Tronc
Commun project. 20 training modules were designed, covering the main subjects identified
during the needs assessment: microproject design, Gender and HIV, IEC/BCC, Human rights and
HIV, Reproductive health, Family approach to HIV, Transformational leadership, General
knowledge on HIV/AIDS, Cooperative creation, Peer education, Palliative care, Advocacy and
fight against stigmatisation, STI treatment, VCT/PMTCT.
Once the training contents and materials were finalised, a group of trainers was formed at central
level to familiarise them with the training modules. Training was then disseminated at provincial
level for community educators from various umbrella organisations (CNJ, CNF, NGOs, CBOs,
FBOs). These groups of local trainers were then available to organise training sessions for youth,
women, PLWA associations, Faith-based organisations, CPLS, Anti-AIDS Clubs, Public, parapublic and private sectors. The main target groups were PLWAs, commercial sex workers, street
CCISD
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
children, wives of drivers, youths, women, orphans, community leaders, religious leaders,
community based organisations.
Apart from formal training sessions, other types of activities were organised for capacity building
purposes, such as field visits and experience sharing meetings involving local associations, CBOs
and umbrella organisations.
High level conferences supported by the project were also useful for high level advocacy and
funds mobilisation (National Conference of Public Leaders for the Fight against HIV/AIDS,
Conference of the Organisation of African First Ladies against AIDS).
These training activities consistently reached more trainees than expected (more than 5 600
persons trained compared to 4 500 that were planned) and contributed to capacity building of
members of vulnerable target groups and of community leaders. The most important contribution
of this project to training activities has been the widespread strengthening of skills in planning
and management of microprojects for members of local PLWAs associations. The percentage of
the total project budget that was spent on training activities represents around 15 %. Contrary to
common perception, training activities are not very expensive and play a crucial role for local
capacity building, particularly to strengthen project design and management skills. An impact
evaluation of training activities is planned and would certainly be helpful to document the
relative importance of these activities in the whole process of capacity building.
3.1.4.2.
Impact of strengthening CNLS capacity on stakeholder coordination
Capacity building has been provided at the level of the CNLS in two main areas:
a) Planning and reporting
-
Database in place as common reporting and planning tool for all partners
Consolidated reports and workplans elaborated at CDLS and umbrella organisations
National annual report and workplan elaborated at CNLS on the basis of the inputs from
decentralised structures
b) Mainstreaming of HIV/AIDS into all sectors of Rwandan society
-
Integration of HIV activities in all sectors of EDPRS
Integration of HIV activities in all District Development Plans with technical assistance
from CDLS
All of these mechanisms are instrumental in strengthening CNLS capacity for stakeholders’
coordination in the following manners:
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
-
Information about the national response can be disseminated among all stakeholders, with
possibility for local actors to express their needs and concerns as well as for CNLS to
transmit directives and orientations
-
Strategies for implementation can be harmonised between all actors on the basis of guidelines
elaborated by CNLS, the role and responsibilities of each well described to fit into the
common workplan
-
Results achieved can be monitored using a common M&E system
-
Social mobilisation can be stimulated through involvement of political and religious leaders,
representatives of different sectors of society or the population at large.
There is demonstrated leadership of the CNLS in the national HIV/AIDS control planning,
management and coordination through the established structures.
CNLS is progressively moving away from an implementation role to focus on its coordination
role.
3.1.4.3.
Strengthening of individual and organisational capacities
New CNLS staff recruited during the course of the project and technical assistants working at
CDLS received initial training at the time of their engagement and their capacities were
subsequently strengthened through on the job training. This has produced a strong human
resource base that will hopefully continue to work within their respective structures, but who will
contribute to the global HIV response even if they decided to change their working environment.
It must however be pointed out that skills transfer from project’s technical assistants to regular
CNLS staff was not always possible due to staff shortage and this explains the need for
continuing capacity building. This will be developed in the sustainability section. Support to
human resources in umbrella organisations was channelled through the MAP and ADB projects.
Training activities for the local associations’ members has also disseminated skills and
knowledge among PLWAs, not only for the management of microprojects, but also on various
topics related to HIV that can help them in their efforts to defend their rights and have access to
the services they need. The microprojects themselves have been powerful tools for the
strengthening of individual capacities through empowerment and self-confidence of microproject
beneficiaries.
Institutional support was channelled mainly through provision of necessary equipment for
activities implementation (computers and office equipment for database utilisation, motorcycles
for CDLS for field visits to local associations) and through technical and financial support for the
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
organisation of coordination activities (planning and reporting workshops at district and national
levels, umbrellas annual general assemblies, large conferences for social mobilisation) and for the
mainstreaming of HIV into all EDPRS sectors and into district development plans.
The coordination mechanism to monitor the activities and achieved outputs of all partners in the
fight against HIV is in place and widely used, leading to the production of consolidated
workplans and reports at the district level, and resulting in a comprehensive national report
representative of all the contributions of local actors. The harmonised MIS established for all
partners is a valuable tool for this coordinating mechanism.
CDLS are progressively playing their coordinating role at the decentralised level, supervising and
monitoring the activities of local partners to achieve a well planned and coherent local response.
They are still in their initial phase and will need substantial strengthening in the coming years to
become solid pillars of the decentralised HIV/AIDS response.
Umbrella organisations are active at the national level and have achieved various degrees of
decentralisation with representative organisations at the local level producing sector workplans
and reports which are used to prepare district and national consolidated workplans and reports.
Several of the umbrellas are still in the process of restructuring (APELAS, NGO Forum) and
have yet to establish alternate financial resource mobilisation strategies to achieve financial
autonomy.
Local PLWAs associations have emerged as important community actors to improve the social
integration and economic well-being of their members. IGA initiated through microprojects have
contributed significantly to the strengthening of these associations’ capacities in term of project
design and management. Transformation of these associations into cooperatives is underway and
is a logical evolution in the development of business oriented institutions striving to improve the
socio-economic situation of their members.
3.1.5.
Contribution of the project to development goals
3.1.5.1.
Contribution to the CCF and UNDAF planned outcomes
A small project such as the one under evaluation cannot pretend in itself to play a major role in
the achievement of wider development goals. It may however be interesting to estimate, with due
caution, the way in which this project positions itself with regards to these larger outcomes.
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
The fight against HIV/AIDS and the reduction in prevalence of this epidemic is one of the
MDGs. It also contributes to other MDGs like poverty reduction, gender equality, child and
maternal mortality.
Vision 2020 proposes 6 pillars for channelling national efforts for poverty reduction. Two of
these pillars are good governance and human resources development which are central to the
project’s strategy of capacity building for strengthening the national HIV/AIDS response. This is
expressed in the PRSP (2002-2006) through the goals of human development (health and
education) and the promotion of good governance. UNDAF (2002-2006) was designed to
contribute to the PRSP goals and includes objectives of improved governance and justice,
improved HIV/AIDS and RH services through policy design and coordination, raising the
productive capacity of the poor and takes into account cross cutting issues like gender equality
and human rights.
This project supports the UNDP drive towards good governance, by improving coordination and
governance mechanisms of the HIV/AIDS response at central level (CNLS) and mainstreaming
in all sectors of Rwanda’s society (EDPRS). Decentralised structures are also reinforced to
coordinate the HIV response at the local level and local associations are supported technically
and financially to implement IGA. The outcomes of this project provide a model of
democratisation and community participation in the planning and implementation of the fight
against HIV/AIDS and contribute to the improvement of PLWAs livelihoods.
The general picture of international donors’ involvement in support to HIV response has
dramatically changed during the course of this project. The massive influx of funds to improve
prevention, access to medical treatment, community care and support has been an exceptional
example of international solidarity and mobilisation. In order to orient properly and efficiently
those important resources, strong leadership, clear strategic framework and operational
guidelines, harmonised tools for management, supervision and monitoring are needed. The
contribution of this project in strengthening the coordinating institution of the national response
and in establishing the mechanisms necessary to play this role is essential and the results
achieved in term of strengthening of good governance are impressive in relation with the
resources utilised. This project is a convincing illustration of the important contribution UNDP
and other agencies can bring for the strengthening of good governance as a necessary condition
for effective progress in the economic and human development of countries like Rwanda.
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
3.1.5.2.
Project’s relative contribution to achieving objectives
The degree of project contribution to the achievement of larger outcomes is a difficult one in
view of the complementary strategy adopted in donor coordination. With the ADB and the MAP
projects which have added substantial resources to those provided by the UNDP project, and the
Measure Evaluation project which has played an important role in the establishment of a sound
MIS, the objectives of this project have been met and achieved beyond expectations, but to what
extent is this particular project responsible for these achievements?
The relative contribution of this particular project to the overall end result can be described by
looking at the specific outputs produced with the project’s human and financial resources.
The project team has provided significant technical assistance to the CNLS and has played a
central role in the establishment of coordinating mechanisms, policy guidelines, an MIS system
and national workplan for HIV response.
The project has facilitated the creation and structuring of the main Umbrella organisations who
are crucial partners to the CNLS for the effective coordination of decentralised interventions.
Several of the umbrellas are still in the process of restructuring (APELAS, NGO Forum) and
have yet to establish alternate financial resource mobilisation strategies to achieve financial
autonomy.
National conferences and sensitisation activities (public campaigns, radio programs) have been
supported to raise leaders and general population awareness as to their personal implication in the
national response.
Microprojects have successfully demonstrated their potential as a tool for transforming the social
integration of PLWAs and for significant improvement of their economic situation.
CDLS are progressively playing their coordinating role at the decentralised level, supervising and
monitoring the activities of local partners to achieve a well planned and coherent local response.
Local PLWAs associations have emerged as important community actors to improve the social
integration and economic well-being of their members. IGA initiated through microprojects have
contributed significantly to the strengthening of these associations’ capacities in terms of project
design and management. Transformation of these associations into cooperatives is underway and
is a logical evolution in the development of business oriented institutions striving to improve the
socio-economic situation of their members.
Even if the different outputs mentioned above are directly linked to activities of this project, it is
clear that it is not the only source of financial or technical support that has permitted their
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
achievement. Trying to quantify in which proportion the project is responsible for these outputs
would be a dubious intellectual exercise. It seems more pertinent to underline the fact that the
implementation strategy of the project has permitted this synergy with other donors. This is
illustrated by the joint management of UNDP and ADB projects and by the mobilisation of funds
from other donors for several activities initiated by this project: training activities (Tronc
commun), coordination (MAP, ADB), microprojects (MAP, Global Fund, PEPFAR, etc.).
3.1.5.3.
-
iii) Unexpected results
A major change in the general environment of the HIV/AIDS response in Rwanda has been
the impressive mobilisation of international donors. This is a global phenomenon, with
implications much larger than Rwanda, but Rwanda is certainly one of the countries in the
region with the best reputation regarding achievement of results and financial management
for funds directed towards the fight against HIV/AIDS. This can be partly attributed, among
other factors, to the strong leadership of CNLS for coordinating the HIV response in Rwanda.
-
The perceived impact of the microprojects (qualitative assessment waiting to be validated by
the results of the impact study on microprojects soon to be available) reveals unexpected
results of this intervention: beyond the improvement of livelihoods of PLWAs involved in
these IGA, the most important result expressed by the beneficiaries is the way this economic
activity has permitted them to re-integrate the community and their status as productive
members of society. Along the same lines, several of these projects have facilitated
collaboration and solidarity between community members who were on opposite sides of the
genocide tragedy (widows of the genocide and wives of suspected perpetrators). These were
not planned results of the microprojects but are undoubtedly welcomed side-effects. Again,
this project is not the only one to give financial and technical support to these community
initiatives, but it was instrumental in establishing the validity of this type of microeconomic
interventions.
-
Training activities, as an important aspect of capacity building, was surely a planned strategy
of the project. However, the design of a series of 29 training modules by CNLS had not been
planned. It was made possible by the mobilisation of funds from several donors, among
which WB and UNAIDS, but also with the technical assistance of the UNDP project team,
particularly the training specialist. These modules are widely used across the country for
varied topics and target groups and ensure the quality of the transmitted messages.
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
Sustainability of results achieved
3.1.6.
Project results
There are a number of outputs that are direct results of project’s activities and that are available
tools for the use of coordinating structures targeted by the project:
-
Training modules designed by CNLS and utilised nationwide
-
HIV indicators integrated in all sectors of EDPRS
-
Harmonized database used by all partners
-
Financially sustainable IGA initiated by PLWAs associations through microprojects
-
Coordination mechanism linking CNLS to umbrella organisations and CDLS for planning
and reporting of all HIV related activities
However, the way in which these outputs are going to be used after the end of the project depend
largely on the sustainability of the organisations supported and the policy framework established
during the project.
3.1.7.
-
Organisational arrangement
Capacity in management of HIV/AIDS activities
If the human resources provided by the project are not maintained at the end of this project,
there shall be a definite gap in capacity to coordinate the microproject activities and the
continuity in the drive towards cooperative formation. The decentralized structures are not yet
strong enough to maintain the momentum gained in impact mitigation in terms of advocacy
and planning. Further support in technical assistance and reinforcement of permanent staff is
needed if the success of this activity is to be maintained and developed further.
-
Training
The project has successfully coordinated the development of training modules with technical
support through partner funding. Although these are modules that will be applied nationally,
the question for the future is whether there is national capacity, especially at decentralized
levels, for them to be revised or updated when the need arises.
-
Decentralized structures:
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
The CDLS is supported with technical assistance by UN volunteers. Recruitment of
permanent staff for these positions to fill this gap is advisable for the CDLS capacity to be
strengthened, particularly in planning and advocacy.
Umbrella organisations are still at an early stage in terms of coordination, planning and
advocacy. Further support should be provided to ensure they maintain the current momentum
until they are fully strengthened.
-
Central structure:
There are aspects of the project implementation that may not be maintained after closure of
project but nevertheless, point to important activities that should be somehow integrated into
the CNLS structure. The coordination of the project was successful because of the joint
management of resources from UNDP and from ADB projects. There is undoubtedly a need
to maintain a mechanism within the CNLS by which resources provided by different donors
will be efficiently coordinated and financially managed. There has to be a mechanism for the
maintenance and management of the equipment provided by the project (computers,
vehicles).
3.1.8.
Policy frameworks
The project successfully coordinated the national and decentralized workplans and the
management information systems. Reporting and M&E systems are now more coordinated with
data entry and analysis becoming easier to access.
However, it is also not clear how monitoring of the workplans and coordination of future
workplans will be managed at central level given the work overload at CNLS level. The
national workplan and strategies, coordinating mechanisms, planning and reporting tools are in
place and functional. Sustainability will depend on CNLS skills as the coordinating body to
translate them to implementation level.
The database is an important tool for data storage, analysis and M&E. However, the capacity of
different users to translate this data for policy and decision making purposes still needs
strengthening.
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
4.
LESSONS LEARNED IN PROJECT IMPLEMENTATION
Positive effect of donor coordination on project cost efficiency and global impact
The project has proven that with good strategies and coordination, donor interests can be pooled
to work towards a common objective under a common management structure for greater impact,
without wastage of resources or duplication of efforts, while at the same time not imposing on
donor priorities.
In this case, the CNLS UNDP project has functioned with a budget that was about half the size it
had envisioned at the start of the project (2 M $ instead of 4 M$ expected). However, it was able
to mobilise partnerships with similar development objectives to fill the financial gap. The ADB
funded a 5 M$ project (also managed by the CNLS-UNDP project team) over a 4 year period
(2004-2008) to part-fund the decentralization and impact mitigation activities. The MAP project
under the World Bank, provided a 30 M$ budget over 5 years (2004-2008) to support good
governance of the HIV/AIDS national response and impact mitigation activities. The Measure
Evaluation Project funded by USAID complemented the objective of strengthening of the
Management information system of the CNLS.
Role of CNLS in donor coordination to ensure geographic equity and human rights
protection
The project has shown that a central coordinating agency governing decentralized activities will
enable a more equitable distribution of resources in a country, but more so, targeting the priority
areas of the government. However, this can be done with good strategic frameworks and good
work relationships with donor agencies.
Importance of the decentralisation process
The government decentralisation process has proved to be a useful tool for involving grass root
communities in decision making through participation in the design of consolidated national
plans. By establishing the CDLS and umbrella structures, the CNLS now operates a decentralized
structure that directly links to PLWA associations and local authorities to enable reasonable
coverage of grass root interests into national strategies.
Role of umbrella organisations for coordination of civil society’s interventions
The creation of Umbrella organisations (RRP+, faith-based organisations, APELAS, NGO
Forum) has strongly contributed to the improved coordination of the national response, through
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
consolidated planning and reporting. The restructuring process they are presently undergoing
should lead to the strengthening of their status as legitimate representatives and advocates of their
membership and to financial autonomy.
Influence of political leadership mobilisation
Organisation of a national workshop involving all political and social leaders (ministers, deputies
and senators, local authorities) has been a decisive contributing factor for effective
mainstreaming of the HIV/AIDS response.
Usefulness of an harmonized database
The homogeneous database established with the support of this project is used by all actors at
decentralised level and by the Umbrella organisations and has permitted the establishment of a
standardised M&E system with common planning and reporting tools for all actors in the
HIV/AIDS response.
Validation of the microproject model for HIV impact mitigation
Income generating activities funded through the microproject mechanism have proven to be an
effective tool for economic integration of PLWAs who were previously socially isolated and
marginalised.
Cost efficiency of microproject supervision
There is a consensus among project stakeholders that the direct support of the project to local
associations with supervision by CDLS staff is more cost/efficient and beneficial to the target
groups than microproject management with supervision by facilitating agencies (NGOs).
Transformation of associations into cooperatives
The fact that local associations are contemplating transformation into cooperatives is both an
indicator of the dynamism of these organisations and a perspective for further strengthening. It is
an ongoing process, and further training and technical assistance is needed to accompany this
process.
Lack of human resources is a threat to project’s results’ sustainability
Technical assistance provided by this project has been successfully integrated into national
structures (CNLS, CDLS). However, there has been limited transfer of competency to the regular
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
staff within these structures, thereby limiting the sustainability of project achievements. For
example, UN Volunteers have a time limit of 4 years of engagement, and transfer of these
positions to civil service is necessary to ensure continuity.
5.
RECOMMENDATIONS
Future contribution of UNDP to HIV interventions will either be completely integrated into a UN
HIV Joint Program, or if a separate project still remains, some of the areas covered by this project
will be covered by other UN agencies involved in this Joint program. It is therefore advised that
the following recommendations be transmitted to all members of the UN HIV Theme group for
their information. Regardless of the project structure that will be adopted by UN agencies, the
following recommendations are formulated for future project design and implementation.
Project management structure
CNLS has satisfactorily fulfilled its role as executing and implementing agency of the project
following NEX procedures. Technical assistance provided by future projects to CNLS should not
be managed by a separate project team but rather fully integrated into CNLS staff. As previously,
CNLS Executive Secretary should be the project director.
Future interventions by UNDP in support to HIV response should be managed in collaboration
with the UN HIV Theme group to coordinate the project with other UN HIV interventions
included in the Joint Program and under the coordination of UNAIDS. The UNDP project
manager should work in close collaboration with the CNLS staff in charge of overseeing
technical assistance and activities supported by the project.
Building on the lessons learned from the ending project, a mechanism should be installed within
CNLS structure to coordinate all technical assistance and technical support provided to CNLS
and other HIV response coordinating structures by international donors. This mechanism should
probably be located within the Planning, Coordination and M&E Unit, but an organisational
review of CNLS structure might be indicated to study the best organisational strategy for CNLS
to meet its increasing responsibilities and focus on its coordinating role, transferring
implementation responsibilities mostly to the decentralised level (CDLS).
NEX procedural requirements may cause delay in fund disbursements. Alternative ways could be
explored to enable flexibility and avoid implementation delays.
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
Human resources
To ensure that technical skills are adequately transferred during the course of the project and
retained after closure of project, mechanisms should be included in project design and in the
MoU between UNDP and GoR to recruit permanent staff required to perform the tasks initiated
or improved through project’s interventions. Future projects should provide temporary support in
terms of human resources to CNLS, CDLS, Umbrellas with perspective of some of these
positions getting integrated into civil service during the course of the project.
Technical assistance to CNLS should be maintained temporarily to formalise the coordinating
mechanisms for micro-project oversight and for training activities. With the prospect of
transferring implementation roles to CDLS, technical assistants should be tasked with
strengthening the capacities of CDLS staff in micro-project supervision, training and
coordination. The role that would remain afterwards within CNLS concerning these activities
would be to ensure geographic equity in the support for micro-projects and quality control of
training activities. Design of new training modules could be undertaken through contractual
technical assistance as need arises.
Technical assistance should also be provided to CNLS to help mainstreaming of HIV/AIDS in
sectors and districts in line with EDPRS indicators. This is necessary to ensure that the important
effort accomplished in recent years with support from UNDP to integrate HIV indicators in all
sectors of EDPRS, will be followed with an appropriate monitoring tool. This TA would
coordinate support to sectors in implementation of their HIV/AIDS activities and support to
CDLS to include HIV actions in all district development plans. The same TA could also support
the M&E Unit to oversee the exploitation of database for review of national HIV policy and
guidelines.
CDLS structure needs further support in human resources: the UN Volunteers serving as
technical assistants in CDLS should be maintained, and agreement should be made with the
Rwandan government to integrate their positions into civil service as they reach the end of their
term. The CDLS technical assistants should receive further training and supervision to enable
them to provide adequate technical support to local associations for project design and
management and to fulfill their role in supporting decentralisation processes in planning,
coordination and M&E.
Umbrella organisations also need continuing support. The pending closure of the MAP project is
causing an imminent threat on the availability of a coordination unit to support civil society HIV
interventions. The needs of the different umbrella organisations are varied depending on their
level of organisation and the support they have received in the past to structure themselves. One
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“Capacity Building for Strengthening the national response to HIV/AIDS” Project
suggestion to be explored would be to also provide technical assistance to the main umbrella
organisations through UN Volunteers that could strengthen umbrella staff capacity. Priorities in
this technical assistance should include the development of resource mobilisation strategies to
achieve financial autonomy and the strengthening of their status as representatives of their
membership (local civil society organisations).
Strengthening community response
One of the important lessons from the project under evaluation has been the positive impact of
microprojects for social integration of PLWAs. Through development of IGA, they have been
able to overcome stigmatisation and to see themselves and be seen by others as productive
members of the community. Strengthening of PLWAs associations will be pursued for economic
aspects through cooperative formation and for social aspects by improving members’ access to
basic education and health services. To achieve these goals, PLWAs local associations will need
technical assistance from CDLS and local representatives of umbrella organisations. Other issues
that will need special attention are nutrition support, which is a frequently mentioned problem
among members of PLWAs associations and gender equity, as a prerequisite for effective
prevention and impact mitigation interventions. Adequate training should be provided to local
association members and the structures providing them technical assistance (CDLS, local
community organisations).
Project design and implementation
The main weakness identified in the design of the project under evaluation is its M&E system. A
solid logical framework and a corresponding result assessment framework would have provided
the project management and implementation team with indicators to measure achievement not
only of activities’ outputs but also of results corresponding to immediate objectives. This would
have permitted the production of more useful and interesting activity reports. UNDP should
ensure this aspect is not overlooked in future project design.
On the other hand, one of the strong points of this project’s implementation is its partnership
strategy that permitted efficient collaboration between donors with similar orientations and
optimal use of management resources. UNDP should certainly adopt similar partnership strategy
whenever possible in future projects.
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ANNEX 1
ToR for the evaluation
TOR FOR THE EVALUATION
ANNEX 2
List of persons interviewed
“Capacity Building for Strengthening the national response to HIV/AIDS” Project
Annex 2
LIST OF PERSONS INTERVIEWED
UNDP: Luke Wasonga (Deputy resident representative), Christine Umutoni (Unit director),
Marie-Françoise Umulinga (Project manager), Elisabeth Starmann (Project manager), Lindsey
MacKinnon (Governance and development consultant), Thomas Yameogo (UN Volunteer
Programme Officer)
CNLS: Dr Agnès Binagwaho (Executive Secretary CNLS), Fulgence Afrika (Director of
Planning and Coordination Unit), UNDP/CNLS project team: Brigitte Isabiriza (Project
Coordinator), Marc-Antoine Iyamuremye (Microproject manager), Silas Nzabonakura (Training
manager), Théopiste Nyansabimana (Administrative assistant)
UN agencies: UNAIDS: Dr Kékoura Kourouma (Country program coordinator), Unifem: Dona
Kamashazi
CEPEX: Ronald Nkusi (Program specialist for bilateral and UN agencies)
Bilateral agencies: USAID : John Dunlop, GTZ: Dr Andreas Kalk
Umbrella organisations: RRP+: Stanis Ngarukiye (President), NGO Forum : Aimable
Mwananawe (President), RCLS (Faith based organisations umbrella): Pastor Bunini Gahungu
(President), APELAS (Private sector umbrella): Vestine Mutarabayire
Field visits:
Kigali: AVVAIS: Chantal Nyiramanyana (President), Association Igihozo: Sylvie Muneza
(President)
Huye: Association Amani : Alphonsine Muzenga, Dufashanye: Justin et Egidia, Abassa: Rose,
Rwanda rw’ubu: Emmanuel et Vincent
Rutsiro : Apesek/Girimpuhwe : Florida, Emmanuel, Valentine
Rubavu : Umuntu ni nkundi
CDLS technical assistants : Huye :Justin, Rubavu : Emmanuel, Gasabo : Kamar Maurice,
Nyarugenge : John Zirimwabagabo
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ANNEX 3
Documents reviewed (see ToR)
“Capacity Building for Strengthening the national response to HIV/AIDS” Project
Annex 3
DOCUMENTS REVIEWED
1. Project document ‘Capacity Building for Strengthening the National
HIV/AIDS Response’ (Project 14662)
2. National Evaluation Report for project ‘Capacity Building for
Strengthening the National HIV/AIDS Response’.
3. Annual Workplans for the project since inception
4. Annual progress reports
5. CNLS Annual Reports
6. UNDAF 2002-2006
7. Draft UNDAF 2008-2012
8. UNDP Country Programme 2008- 2012
9. One UN Concept Note
10. 2005-2009 National Multisectoral Strategic Plan of Response to
HIV/AIDS.
11. PRSP 1
12. Vision 2020
13. Draft PRSP 2 (EDPRS)
14. Relevant HIV/AIDS related documents.
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ANNEX 4
Expanded Methodology/Questionnaires and surveys
“Capacity Building for Strengthening the national response to HIV/AIDS” Project
Annex 4
Guidelines for semi-structured interviews for CNLS evaluation
What are the results attained by the project in view of the expected results:
-
coordination
-
mainstreaming
-
M&E/MIS
-
Impact mitigation (microprojects)
-
CNLS/Decentralisation
Explore the capacity building activities: strategies, activities performed, results
Financial and administrative management
Integration of developmental objectives (National and UN)
Implementation strategies: Coordination, Mainstreaming, M&E, microprojects, CNLS/CDLS
Stakeholders and donors coordination
SWOT Analysis
Combine assessment of past activities and priorities for new project
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ANNEX 5
Table of expected and achieved results
“Capacity Building for Strengthening the national response to HIV/AIDS” Project
Annex 5
TABLE OF EXPECTED AND ACHIEVED RESULTS
Objective 1: Effective national response to HIV/AIDS in all sectors, structures and agencies,
strengthening partnership and capacities for planning and coordination of structures
EXPECTED RESULTS
Coordination
implementation
functional
ACTIVITIES
ACHIEVED RESULTS
and - Recruit project team (project coordinator, - Project team in place
structures
microproject
expert,
training
expert, - Umbrellas organizations in
administrative assistant, secretary, 2 drivers)
place
- Recruit 17 UNVs to work within districts - District structures in place and
(CDLS) to support local associations
functional (CDLS)
- Sector conferences leading to Umbrella
organisations creation
- Training workshops in planning and coordination
National
strategies
and - Training and coordination workshops held with - National
Planning
and
mechanism for the national
the various sectors, ie, Districts, umbrellas,
Coordination Strategy
response to HIV/AIDS at
women and youth, anti-AIDS clubs, etc.
- Districts,
Umbrellas,
national and decentralized - Funding for planning and coordination and
Strategic plans
levels
supervision of planning activities in districts, - MoU
signed
between
religious confessions and other umbrellas
Umbrellas and CNLS
- Technical and financial support to Umbrella - Umbrellas operational with
organisations (RRP+, RCLS, APELAS,
updated internal procedures
NGO Forum) for their General Assemblies
Coordination
place
workplan
Dissemination
coordination
activities/outcomes
CCISD
in - Retreat on coordination held for CNLS staff and
umbrellas (60 participants)
- Formulation of clear strategies for coordination
of the national response to HIV/AIDS at national
and decentralized levels
- Financial support to partners for annual planning
(consolidated action plans)
- Consolidated action plans; internal rules and
regulations of coordinated structures developed.
- Workshops on consolidated strategic plan 200710 held in various districts and at Kigali for
RCLS team
of Clear definition of capacity building objectives for
decentralized structures
- Needs assessment for capacity building at
provincial level
October 2007
National
workplan
Coordination
Guide
on
Coordination
mechanism in place and
disseminated to the various
stakeholders
Consolidated Action plans in
place
1
“Capacity Building for Strengthening the national response to HIV/AIDS” Project
Annex 5
- Training sessions for youth, women, PLWA
associations, Faith-based organisations, CPLS,
Anti-AIDS Clubs, Public, para-public and private
sectors.
- Target groups: PLWAs, Commercial sex
workers, street children, wives of drivers, youths,
women, orphans, community leaders, religious
leaders, community based organisations
- 20 training modules have been designed. Main
subjects: microproject design, Gender and HIV,
IEC/BCC, Human rights and HIV, Reproductive
health,
Family
approach
to
HIV,
Transformational leadership, General knowledge
on HIV/AIDS, Cooperative creation, Peer
education, Palliative care, Advocacy and fight
against
stigmatisation,
STI
treatment,
VCT/PMTCT
- 2nd Conference of Exchange and Research on
HIV held for 150 participants
Observations:
1. CPLS present at the beginning of project transformed into CDLS after administrative reform
2. 5 UNV working as community animators at beginning of project to assist associations in
microproject design and management, positions eliminated after 2005
3. Several Umbrella organisations are in a process of restructuring and are not yet in a position
of procuring their own resources.
Objective 2: Mainstreaming of HIV/AIDS in public and private sectors
EXPECTED RESULTS
ACTIVITIES
ACHIEVED RESULTS
Make
HIV/AIDS
control Formulation and development
partnership
mechanism mainstreaming strategies
functional
HIV/AIDS
mainstreamed
national institutions
CCISD
of Mainstreaming strategy in place
Public sector focal points designated
within Ministries on positive living,
stigma, fight and prevention
in Strategy development meetings and HIV/AIDS mainstreamed as a cross
workshops with sectors
cutting issue across all sectors of
government
October 2007
2
“Capacity Building for Strengthening the national response to HIV/AIDS” Project
All
sectors
will
develop Agreement on sectoral mainstreaming
HIV/AIDS programs and activities targets and standards
HIV/AIDS elaborated into sector concept
notes of the EDPRS after consultations
with Ministries, cross cutting issues
working groups and CNLS mgt on
integration into EDPRS and HIV
stakeholders’ workshop.
Draft
Sector
logical
framework
developed
Support to APELAS for consolidated
action plans in 40 private sector and
parastatal companies and weekly radio
programs
Development
of
standardized
mainstreaming information base
Public sectors will have dedicated Public sector focal points within
HIV/AIDS focal points in the Ministries on positive living, stigma,
establishment
fight and prevention
Sectors and agencies will allocate EDPRS has a budget for HIV/AIDS
resources for HIV/AIDS control
mainstreaming across all sectors
Annex 5
EDPRS Sector Logical Frameworks
have HIV/AIDS incorporated
Consolidated action plans for 40
private sector and parastatal
companies through APELAS.
Weekly radio programs
Public sector focal points
existing within Ministries
EDPRS has a budget for HIV/AIDS
mainstreaming across all sectors
Objective 3: Development of integrated management information system for CNLS and
partners
EXPECTED RESULTS
ACTIVITIES
ACHIEVED RESULTS
Harmonized
MIS
for
HIV/AIDS
Increased
organizational,
institutional and functional
capacities
of
structures
involved in HIV/AIDS
TA provides by Measure Evaluation
Project (USAID)
Computers,
office
equipment,
motorcycles for CDLS and Umbrellas
30 CDLS, CNLS and Umbrella staff
trained on use of software
Districts, Umbrellas now providing input
to the Database, ie reports, workplans,
strategic plans
Harmonized
database
management system in place
Impact studies of HIV/AIDS in To undertake a macro socio-economic
at least two sectors
analysis of the impact of HIV/AIDS in at
Computers,
office
equipment,
motorcycles, internet connectivity
for CDLS and Umbrellas
30 CDLS, CNLS and Umbrella
staff trained and using software
Standardized reporting formats
One Impact study in progress
least two sectors
One Impact study in progress
CCISD
October 2007
3
“Capacity Building for Strengthening the national response to HIV/AIDS” Project
Annex 5
Objective 4: Microprojects in five Provinces will directly mitigate the socio-economic impact
of people infected with and affected by HIV/AIDS as well as provide skills to
CBOs to develop enterprises whose beneficiaries will be PLWA and their
dependants
EXPECTED RESULTS
ACTIVITIES
ACHIEVED RESULTS
Income generating activities for Technical support from community
people living with HIV/AIDS
animators and CDLS to local associations
to develop microprojects for IGA
Pre-selection committee in districts and
national microproject selection committee
to
assess
quality
of
proposed
microprojects
Follow up by CNLS and CDLS to ensure
proper management and implementation
of selected projects
Behavioral change within Participation of PLWAs in IGAs giving
communities
them a status of productive persons within
their communities
Many microprojects have BCC activities
included in their design to sensitize
communities to safe sexual behavior and
importance of HIV testing
87 Microprojects funded for
collective
IGAs
(agriculture,
livestock, tailoring) or individual
activities thru microcredit
5 of these 87 microprojects have
had major flaws in their financial
management and can be considered
as failures
Isolation and stigma reduced
Solidarity between PLWAs
Reported reconciliation between
genocide perpetrators and those
affected by the genocide
Payment of Mutuelles health
insurance and school fees for
OVC
Capacity building for PLWA
National training on HIV/AIDS modules PLWAs trained for microprojects
available
design and management and other
topics related to HIV
Improved technical skills for Training programs in planning and basic CBOs trained in project and
CBOs in the management and business skills designed by CNLS
business management, many local
business development
Training for local association members on associations are in the process of
design and management of microprojects becoming or joining cooperatives.
Best practices/lessons learned on 55 Associations visited to assess income Best practices documented
microprojects
generating activities in 2006
79 beneficiary associations in 30 districts
are evaluated -2007
Socio impact study
impact underway
CCISD
of microprojects
October 2007
4
“Capacity Building for Strengthening the national response to HIV/AIDS” Project
Annex 5
Objective 5 : Capacity of CNLS will be strengthened to enable it to provide clearly defined
policy, management of programs and coordination of the national response to
HIV/AIDS.
EXPECTED RESULTS
ACTIVITIES
ACHIEVED RESULTS
Strengthened monitoring and Field visits from CNLS
Harmonized reporting and planning
evaluation of the HIV/AIDS Regular follow-up of associations by tools for all partners at central and
intervention
CDLS
decentralized levels
Regular
planning
and
reporting
workshops at district and national levels
Effective use of management 30 Staff trained for use of database Database functional and used as
information system
software
reference for effective monitoring
and decision making
Clearly
defined
HIV/AIDS Consolidated workplans completed at National workplan produced from
control priorities
Umbrella and district levels
the consolidated district workplans
National planning workshop
Clearly
defined
HIV/AIDS
Multisectoral National Plan and
policies
National
HIV
Policy
fully
implemented
Coherent program management
Common management of UNDP and Good donor coordination to avoid
ADB projects
duplication
or
contradiction
between interventions
Strong collaboration between
CNLS and project team
Quarterly
reports
produced
regularly, disbursements follow
NEX project: annual contracts signed planned budget
between UNDP and project director
(CNLS E.S.)
Monitoring of project by Steering
committee: quarterly reports and monthly
review of accounts balance
Annual audit confirming adequate
financial mgt of the project
Adequate coordination of the Collaboration with other partners: ADB, CNLS recognized and respected
HIV/AIDS interventions and MAP, Global fund, PEPFAR, UN leader in coordination of National
strategies for the overall national agencies through National HIV cluster HIV/AIDS response
response
and other coordination bodies
CCISD
October 2007
5
ANNEX 6
Synthetic report on training activities
“Capacity Building for Strengthening the national response to HIV/AIDS” Project
Annex 6
SYNTHETIC REPORT ON TRAINING ACTIVITIES
Juillet
NOMBRE
PARTICIPANTS
Nombre prévu
Pourcentage
Budget/formations
Budget total
POURCENTAGE
COMMENTAIRES
CCISD
–
Janvier - Décembre
Janvier -
2003
Décembre
2004
2005
Décembre
2006
2007
346
300
115 %
12.285.405
159.356.180
7,70 %
1 174
1 000
117 %
25.465.534
174.090.417
14,62 %
1 888
1 500
125 %
37.020.748
190.480.046
19,43 %
894
800
111 %
53.777.803
245.134.440
21,93 %
954
900
106 %
8.923.263
115.476.897
7,72 %
5 602
4 500
124 %
137.472.753
884.537.980
15,54 %
Ces formations ont
permis l’acquisitions des compétences en planification et en gestion
des
microprojets
permettant ainsi de
se
prendre
en
charge soi-même;
l’amélioration de
l’état de santé et
développement
Grâce
à
ces
formations,
les
participants
ont
acquis les skills,
une expérience en
planification et en
entreprenariat ainsi
que la prévention
du VIH;
amélioration
de
l’état de santé des
bénéficiaires
et
impact positif sur
le développement
Acquisition
capacités
élaboration
gestion
microprojets,
autonomie
subsistance
Compétences
en
élaboration
et
gestion
des
microprojets
et
prévention du VIH
Compétences en
élaboration
et
gestion
des
microprojets
et
prévention du VIH
Coopératives
Le montant affecté aux
formations équivaut à
15,54 % du budget total
alloué au projet au cours
des 4 ans de sa durée.
October 2007
des
en
et
des
de
Janvier
-
Décembre
Janvier - Décembre
TOTAL
Si
le
budget
des
formations se situe entre
15 et 20 % du coût total
de tout le projet, cela
parait raisonnable
1
“Capacity Building for Strengthening the national response to HIV/AIDS” Project
Annex 6
FIG 1 : Effectif des personnes formées en rapport avec les personnes prévues (2003 à 2007)
2000
1800
1600
1400
1200
1000
800
600
400
200
0
Participants
Prévus
Participants
Réels
2003 2004 2005 2006 2007
FIG 2 : Budget alloué aux formations par rapport au budget total de tout le projet CNLS-PNUD
(2003 à 2007)
300000000
250000000
200000000
Budget Formations
150000000
Budget Budget T
CNLS-PNUD
100000000
50000000
0
2003 2004 2005 2006 2007
CCISD
October 2007
2
“Capacity Building for Strengthening the national response to HIV/AIDS” Project
Annex 6
CONCLUSION
Il se pourrait qu’il y ait des ministères qui ont dépensé beaucoup d’argent sur des formations,
mais je pense que l’erreur revient à la planification.
Que doit être la fourchette des formations par rapport au budget global d’un projet? Ou d’une
institution étatique?
Si certaines institutions ont dépensé trop d’argent sur des formations, ils devraient être conseillés,
par contre celles qui ont dépensé un montant raisonnable devraient être félicités.
REGLE D’OR : Aucun pays au monde ne peut se développer s’il supprime des formations
SUGGESTIONS :
1- Pour chaque institution étatique ou privée opérant sur le sol rwandais, le budget des
formations devrait être compris entre 10 et 20 % du budget total alloué à l’institution.
2- Dans les projets, le budget annuel des formations peut varier entre 10 et 20 % du budget
annuel selon les besoins, mais ne peut jamais dépasser 20 % du coût total du projet, sauf
quand il s’agit d’un projet de formation accepté comme tel par le gouvernement.
3- Le budget de formations devrait être séparé des budgets des conférences, stages à l’étranger,
voyages d’études et réunions.
4- Le choix du lieu des formations devrait être modeste, mais remplissant les conditions
minimales pour que cette activité puisse se dérouler sans entraves.
5- Les autorisations pour mener des formations au niveau national devraient être données par le
Ministre et au niveau des districts par les maires et en informer à l’échelon supérieur.
6- La primature comme organe de coordination de l’action gouvernementale devrait intervenir,
non pour donner des autorisations sur des formations mais pour vérifier si le budget de 20 %
alloué aux formations n’a pas été dépassé et si toutes les autres directives ont été respectées.
7- Les ONG et Associations nationales et internationales devraient suivre les mêmes règles que
les institutions étatiques.
8- Les Ministères devraient préciser chaque année leurs priorités en rapport avec les formations
et les faire connaître à tous ses partenaires qui interviennent d’une façon ou d’une autre dans
les formations.
9- Les leaders politiques devraient mettre en place des politiques, des guides claires, précis et
complets, des normes, des instructions et des directives souples qui ne paralysent pas les
activités, mais qui indiquent les limites optimales quant aux dépenses allouées aux
formations.
10- La primature devrait prendre le leadership dans le processus d’élaboration de ces politiques,
car ce sont les politiques qui vont toucher tous les Ministères.
Spécialiste
projet
Silas NZABONAKURA
CCISD
des
October 2007
formations
CNLS-PNUD-BAD
3
ANNEX 7
Microproject PNUD 2007
“Capacity Building for Strengthening the national response to HIV/AIDS” Project
Annex 7
MICROPROJECT PNUD 2007
PRESIDENCE DE LA REPUBLIQUE
COMMISSION NATIONALE DE LUTTE CONTRE LE SIDA
PROJET RWA/03/003 " CAPACITY BULIDING FOR STRENGTHENING
THE NATIONAL HIV/AIDS RESPONSE
B.P 7162 KIGALI
Tel 504025/26
Tableau des microprojets depuis Juillet 2003 - Juillet 2007
NOM DE L'ASSOCIATION
TITRE- MICROPROJETS FINANCES
LIEU D'EXCUTION
VILLE DE KIGALI
Bénéficiaires
1re Tranche
2e tranche
II Tranche à verser
Dossiers en litige
Hommes Femmes Jeunes/Enfants
NYARUGENGE
1 AVVAIS
Boulangerie
Nyarugenge , Ville de Kigali
30
1 794 000
598 000
2 TWIYUBAKE
Atelier de couture
Nyarugenge , Ville de Kigali
38
30
2 085 000
695 000
3 NGWINO
Exploitation du poullailler
Nyarugenge , Ville de Kigali
48
1 039 500
346 500
4 IGIHOZO
Exploitation du poullailler
Nyarugenge , Ville de Kigali
4
123
168
1 473 990
491 330
5 ADPR/TURAMIRANE
Petit commerce, Artisanats, Couture
Nyarugenge , Ville de Kigali
30
150
30
2 087 100
695 700
6 ABASHYIZEHAMWE
Culture et Vente des champignons
Nyarugenge , Ville de Kigali
15
10
2 085 000
695 000
7 INGOBOKA
Atelier de couture
Nyarugenge , Ville de Kigali
25
1 611 225
690 525
8 HABULILAH - JAMIA
Boutique
Nyarugenge , Ville de Kigali
40
1 946 000
834 000
9 COR UNUM
Exploitation d'un poullailer
Nyarugenge , Ville de Kigali
10
25
1 604 400
687 600
10 TURUMWE
Commerce des produits alimentaires
Nyarugenge , Ville de Kigali
15
36
1 491 000
639 000
11 TALK AND FIGHT AIDS
Restaurant
Nyarugenge , Ville de Kigali
18
42
1 946 000
834 000
12 TWISUNGANE SOFA
Exploitation d'un poullailler
Nyarugenge , Ville de Kigali
5
35
1 838 000
787 800
13 URUMURI
Restaurant
Nyarugenge , Ville de Kigali
1 300 000
700 000
14 STOP SIDA RWEZAMENYO
Micro finance
Nyarugenge , Ville de Kigali
21
63
1 946 000
15 Ass. des Jeunes de SCL
Elevage des chèvres
Nyarugenge , Ville de Kigali
20
30
1 566 500
16 ABATANGANA
Elevage des chèvres
Nyarugenge , Ville de Kigali
11
33
1 300 000
700 000
17 Ass. Des Femmes Sourdes
Atelier de couture
Nyarugenge , Ville de Kigali
40
1 875 000
625 000
18 RRP+ Nyarugenge
Elevage des porcs
Nyarugenge , Ville de Kigali
30
1 875 000
625 000
19 FASHUMWANA
Atelier de couture
Nyarugenge , Ville de Kigali
1 875 000
625 000
23
50
Sous-total
834 000
843 500
28 988 715
9 537 955
1 768 500
589 500
2 575 000
834 000
GASABO
1 MISERICORDE
Atelier de couture et Formation
Gasabo, Ville de Kigali
2 ASLS
Agri - élèvage
Gasabo, Ville de Kigali
835
3 RWANDA WOMEN NETWORK
Atelier de couture et vanerie
Gasabo, Ville de Kigali
4 AMAHORO
Point de vente
Gasabo, Ville de Kigali
5 ABIZERANYE
Vente des produits alimentaires
Gasabo, Ville de Kigali
15
2 115 000
6 DUTERANINTAMBWE
Moulin
Gasabo, Ville de Kigali
58
2 820 000
7 ADSE Dufatanye
Elevage
Gasabo, Ville de Kigali
2 081 520
693 750
8 Club Solidarité
Atelier de couture et élevage
Gasabo, Ville de Kigali
25
30
1 969 860
656 620
9 AMIZERO
Petit Commerce
Gasabo, Ville de Kigali
8
22
1 665 625
896 875
10 AGAPE Amajyambere
Elevage des chèvres
Gasabo, Ville de Kigali
14
29
1 192 750
642 250
11 HORA MWANA
Atelier de Couture
Gasabo, Ville de Kigali
1 755 000
945 000
12 APSVR
13 TWIZERANE
Micro crédit
Moulin
Gasabo, Ville de Kigali
Gasabo, Ville de Kigali
14 Seeds of Hope Association
Atelier de couture
Gasabo, Ville de Kigali
63
93
1 589 000
36
2 085 000
31
500
84
150
681 000
695 000
2 049 972
683 324
705 000
Versement total
1 125 000
981 000
28
Sous-total
375 000
Versement total
1 800 400
771 600
24 998 627
5 890 595
2 069 324
375 000
KICUKIRO
1 WIBABARA
Point de vente
Kicukiro , Ville de Kigali
2 Faith Victory
Point de vente
Kicukiro , Ville de Kigali
22
157
3 ABURUKUNDO
Point de vente
Kicukiro , Ville de Kigali
101
4 DUTERANE INKUNGA (Démobs)
Elevage
Kicukiro , Ville de Kigali
45
5 Action Chrétienne pour la P.S.
Atelier de coloration et teinturerie
Kicukiro , Ville de Kigali
53
43
2 059 875
6 SUSURUKA
Elevage des vaches
Kicukiro , Ville de Kigali
15
36
2 085 000
7 AVS Stop SIDA
Elevage des poules
Kicukiro , Ville de Kigali
10
40
1 974 000
846 000
8 MERA
Point de vente des pdts laitiers
Kicukiro , Ville de Kigali
11
54
1 692 000
1 128 000
9 EEPGL
160
734
2 085 000
695 000
2 085 000
695 000
2 070 000
690 000
1 991 175
110
663 725
695 000
695 000
Saloon de coifure
Kicukiro , Ville de Kigali
125
1 859 200
796 800
10 MAREMBO
Micro crédit
Kicukiro , Ville de Kigali
30
20
1 946 000
834 000
11 ACDL
Petit commerce
Kicukiro , Ville de Kigali
25
85
1 946 000
834 000
12 AVK DUHUMULIZANYE
Moulin
Kicukiro , Ville de Kigali
52
62
2 500 000
13 Roho Nshya ( CEGR)
Atelier de Couture
Kicukiro , Ville de Kigali
41
52
1 757 000
753 000
14 ANGE
Micro crédit
Kicukiro , Ville de Kigali
25
38
1 946 000
834 000
15 DUFASHANYE
Projet Avicole
Kicukiro , Ville de Kigali
15
56
1 946 000
16 IRAMIRO
Papeterie
Kicukiro , Ville de Kigali
12
25
1 750 000
17 KOMERA
Vente des friperies
Kicukiro , Ville de Kigali
4
10
18 NIBOYI PEACE VILLAGE
Décoration
Kicukiro , Ville de Kigali
19 VYSYSCRA MUHUMULIZE
Atelier de menuserie
Kicukiro , Ville de Kigali
20 SHINING HOPE
Atelier de couture
Kicukiro , Ville de Kigali
45
21 UMUBYEYI
Atelier de couture et broderie
Kicukiro , Ville de Kigali
22 URUGAGA RWA BAGORE ( URBA) Atelier de couture et broderie
23 MA AFRIKA
Atelier de couture
834 000
500 000
1 259 570
2 500 000
678 230
2 500 000
100
1 875 000
625 000
37
1 875 000
625 000
20
1 875 000
625 000
Kicukiro , Ville de Kigali
120
1 875 000
625 000
Kicukiro , Ville de Kigali
30
1 875 000
Sous-total
CCISD
22
Versement total
44 826 820
October 2007
625 000
11 805 800
5 327 230
663 725
1
“Capacity Building for Strengthening the national response to HIV/AIDS” Project
Annex 7
SUD
HUYE
1 MMM IGITI CY'UBUGINGO
Micro-crédit (fonds rotatifs)
2 AMANI
Salon de coifure
3 Action de Dév. Endogène /VIH/SIDA Culture des champignons
4 Ligue Universitaire de Lutte contre VIH
Exploitation d'un poullailler
5 SERVICE NOTRE DAME DE LA VISITAT.
Petite Commerce
6 DUHAGURUKE
Point de vente
7 ABASA
Point de vente
Huye, Région du Sud
Huye, Région du Sud
Huye, Région du Sud
Huye, Région du Sud
Huye, Région du Sud
Huye, Région du Sud
Huye, Région du Sud
8 DUFASHANYE
Restaurant
Huye, Région du Sud
10
9 GIRUBUZIMA - RUHUKA
Moulin
Huye, Région du Sud
10
Internet Café
Huye, Région du Sud
10 RWANDA RW'UBU
100
7
50
52
40
34
36
7
23
12
1 874 832
1 941 800
1 933 500
1 953 750
1 587 000
1 998 465
1 777 594
624 944
832 200
644 500
110
1 677 900
719 000
28
2 442 720
10
Sous-total
651 250
529 000
666 155
592 531
Versement total
2 500 000
2 500 000
19 687 561
7 108 330
600 000
651 250
GISAGARA
1 ABAKENEYE IMPUHWE
Point de vente
Gisagara, Région du Sud
25
51
1 800 000
2 BURACYAKOMEZA
Projet Avicole
Gisagara, Région du Sud
9
18
1 900 998
3 HORAMUNYARWANDA
Cantine
Gisagara, Région du Sud
19
40
2 058 270
Sous-total
634 666
686 090
5 759 268
600 000
1 320 756
VILLE DE NYANZA
1 GIRA IMPUHWE
Couture
Ville de Nyanza, Région du Sud
22
48
2 025 863
675 287
2 DUFATANYE
Exploitation d'un poullailler
Ville de Nyanza, Région du Sud
15
25
1 869 310
623 000
3 GIRA UKWIZERA
Vente des friperies
Ville de Nyanza, Région du Sud
4 TWISUNGANE HUMURE
Projet d'elevage des gros bétails
Ville de Nyanza, Région du Sud
1 412 379
14
65
470 793
1 798 875
Sous-total
599 625
7 106 427
1 298 287
1 994 250
664 750
1 282 500
427 500
1 070 418
EST
NYAGATARE
1 TWISUNGANE
Elevage des petits bétail
Nyagatare, Région de l'Est
40
40
2 HUMURA
Atelier de Couture
Nyagatare, Région de l'Est
15
30
3 DUKUNDANE
Elevage des chèvres
Nyagatare, Région de l'Est
23
653 250
4 DUHUMURIZE
Secrétariat public et papeterie
Nyagatare, Région de l'Est
64
1 485 000
5 AMEZEROYEJO
Internet Café
Nyagatare, Région de l'Est
6 RENGERUBUZIMA
Culture des mais
Nyagatare, Région de l'Est
54
75
93
2 500 000
217 750
495 000
2 500 000
1 875 000
Sous-total
625 000
9 790 000
3 592 250
1 337 750
BUGESERA
1 KEBUKA - TWIZERE
Elevage des vaches laitiers
Bugesera, Région de l'Est
2 500 000
2 500 000
2 GIRIMPUHWE
Elevage des petits bétail
Bugesera, Région de l'Est
62
91
1 630 000
614 000
3 DUTABARANA
Elevage des petits bétail
Bugesera, Région de l'Est
5
50
2 780 000
Sous-total
6 910 000
Versement total
3 114 000
OUEST
RUTSIRO
1 APESEK/GIRIMPUHWE
Elevage des chèvres
Rutsiro, Région Ouest
2 APESEK
Elevage des vaches laitiers
Rutsiro, Région Ouest
870
Sous-total
1 869 562
623 188
2 500 000
2 500 000
4 369 562
3 123 188
RUBAVU
1 AMIZERO Y'UBUZIMA BW'EJO
Elevage
Rubavu, Région de l'Ouest
248
1 363 125
2 UMUNTU NI NKUNDI
3 ALCP SOLIDARITE
Elevage des chèvres
Projet de savonnerie
Rubavu, Région de l'Ouest
Rubavu, Région de l'Ouest
147
1 874 968
1 874 918
624 990
5 113 011
624 990
162 663 002
46 695 395
78
Sous-total
Total des Dépenses et Bénéficiaires
1562
2853
2053
454 375
624 972
1 079 347
14 351 728,00
2 952 072
Les associations n'ayant pas reçues la deuxième tranche
CCISD
October 2007
2