Presentation on theme: "Jacqueline Johnson Food for Development Manager Africare House 440 R. Street, NW Washington, D.C. 20001 The FSCCI Food Security."— Presentation transcript:
Jacqueline Johnson Food for Development Manager Africare House 440 R. Street, NW Washington, D.C. 20001 Email: email@example.com The FSCCI Food Security Community Capacity Index Community Based Early Warning System Workshop July 22, 2008
Centrality of Capacity Building Access Resiliency (Risk, Shocks) Utilization Availability Capacity Building Any planned capacity building activity should be subsumed within specific food security objectives. Source: PL480 Title II. FY05. Development Assistance Program, Proposal Application Format. PAST PRESENT
Relevance of the FSCCI to latest (2006-2010) USAID/FFP Strategy PMP Indicators IR 2, Indicator 3: % of communities with enhanced capacity Sub-IR 2.3: Community Resiliency protected and enhanced Sub-IR 2.4: Community capacity to influence factors (decisions) that affect food security
Version 1 FSCCI (1998) Core Organizational Capacity RRA Tool 7 Variables with indicators ranked 0-5 RRA Tool Not in Indicator Performance Tracking Table (IPTT) of Africare Projects
Evolution of the FSCCI Version 2 FSCCI (FY02): Core Organizational Capacities Needed to Reduce Food Insecurity 8 Variables with indicators ranked 1-5 + IPTT inclusion Version 3 FSCCI (FY04): Core Organizational Capacities Needed to Reduce Food Insecurity + Resiliency 2 New (total 10) Variables that measure risk management + IPTT inclusion Ability to analyze and manage risk and vulnerability; and Capacity to manage risk associated with HIV/AIDS Version 4 FSCCI (FY07): Core Organizational Capacities Needed to Reduce Food Insecurity + Resiliency + Additional Tools Total 10 Variables that measure risk management + New RRA Tools and Better FSCCI Guidance + IPTT inclusion
FSCCI 10 Revised Variables Capacity Building Variable (10 total) *Number of Indicators Indicators (number varies) 1. Community Organization 3 Existence of groups/organizations in the community Synergy between community organizations Frequency of decision making meetings 2. Community Participation 3 Participation of the community in decision making Female participation Motivation of community volunteers 3. Transparency and Good Management 4 Existence of accounting system and financial documents Verification and control of accounts Transparent management of business Timeliness of debts/credit reimbursement by group/committee
FSCCI 10 Revised Variables Capacity Building Variable (10 total) *Number of Indicators Indicators (number varies) 4. Good Internal Functioning of the Community or Organization 5 Respect of committee members' role Understanding and respect of the association rules by members Documentation of activities and meetings Democratic change in leadership Capacity to manage internal conflict of the committee 5. Capacity to Analyze and Plan 3 Capacity to use RRA and PRA techniques Capacity to analyze situations, prioritize problems, and develop solutions Capacity to develop, monitor and evaluate action plans 6. Capacity to Take Action 2 Capacity to implement action plans. Capacity to implement action plans without external assistance
FSCCI 10 Revised Variables Capacity Building Variable (10 total) *Number of Indicators Indicators (number varies) 7. Ability to Analyze, Plan, and Manage Risk and Shocks 5 Existence of a community-based information and identification system of risks and shocks Existence of plans to mitigate risks and shocks Capacity of the community to diversify its activities Existence of an M&E system of the mitigation plan Capacity to request and receive external assistance 8. Capacity to Manage Risks Associated with HIV/AIDS 3 Knowledge of committee members on HIV/AIDS in their community Existence of a sub-committee on HIV/AIDS with an action plan Evidence of formal collaboration between the community and the health service providers
FSCCI 10 Revised Variables Capacity Building Variable (10 total) *Number of Indicators Indicators (number varies) 9. Communication and Exchanges with Outsiders 2 Communication and exchange with outsiders Capacity to negotiate for external resources 10. Individual Members Capacity 3 Literacy level of group members for purposes of recording group activities Presence of local expertise Application of learned technologies by the community Total number of indicators33Total number of points scored Total possible raw score165 ADJUSTED INDEX SCORE ((Total Number of Points /Maximum Number of Points) X 100)
Example of Rationale, Indicator Rankings Variable 2: Community Participation Rationale: This variable assesses four factors: 1)The FSC is not only in the hands of a few influential members of the community, 2)The turn out of the population to general meetings is acceptable enough to indicate their interest and involvement, 3)The distribution of roles and responsibilities is not exclusively male-dominated, and 4)There exists a system to motivate community volunteers. (a)Community participation in decision-making 0No community, religious, or traditional organizations participate in decision-making meetings. 1Less than 50% of community, religious, or traditional organizations participate in decision- making meetings. 2At least 50% of community, religious, or traditional organizations participate in decision- making meetings, but do not actively participate to the actual decision making process. 3At least 50% of community, religious, or traditional organizations participate in decision- making meetings, and actively participate in the actual decision-making process. 4At least 50% of community, religious, or traditional organizations participate in decision- making meetings, actively participate in the actual decision-making process, and control implementation. 5The decision-making meetings are initiated by community organizations, the majority of which participate actively and control the implementation of decisions made.
Example of Rationale, Indicator Rankings Variable 2: Community Participation Rationale: This variable assesses four factors: 1)The FSC is not only in the hands of a few influential members of the community, 2)The turn out of the population to general meetings is acceptable enough to indicate their interest and involvement, 3)The distribution of roles and responsibilities is not exclusively male-dominated, and 4)There exists a system to motivate community volunteers. (b) Female participation 0 No women accepted/represented on any committees. 1 Both genders are represented, but there is dominance in discussions by men and suppression of women during discussions. 2 All members have opportunity to communicate, but the majority of those speaking are men. 3Equal opportunity given for women to communicate, but only after facilitators highlight imbalances. 4 There is free interaction and communication in the group from any member of both genders. 5 Women represent at least 25% of leadership and all women participate actively.
Example of Rationale, Indicator Rankings Variable 8: Capacity to Manage Risk Associated with HIV/AIDS Rationale: …. AIDS morbidity and mortality in the most productive 15 to 45 year age group reduce households ability to produce and buy food and depletes savings and assets. This variable assesses the capacity of members of the FSC and the community to identify and manage risks that grow as the number of HIV/AIDS affected households increase. (a) Knowledge of committee members on HIV/AIDS in their community 0No committee members have ever received HIV/AIDS awareness training. 1Less than 20% of members have received basic HIV/AIDS awareness training. 2Between 20-50% of members have received basic HIV/AIDS awareness training. 3At least 50% of members have received basic HIV/AIDS awareness training. 4The cmte knows where to access up-to-date HIV/AIDS technical information at an organization or facility in their area. 5The cmte can name a person or organization for each technical area of HIV/AIDS (e.g., voluntary counseling and testing, home-based care, peer education, and treatment [if applicable]). (b)Existence of a HIV/AIDS sub-committee with an action plan 0No such committee exists. … 3A cmte exists and has a formal work plan. … 5A cmte exists and has a formal work plan and has implemented 80% or more of planned activities.
Example of Rationale, Indicator Rankings Variable 8: Capacity to Manage Risk Associated with HIV/AIDS (c) Evidence of formal collaboration between the community and health service providers 0The committee does not know of the health and HIV/AIDS services available in their area. 1The committee knows of the services, but has not made any contact with any health service providers in their area. 2The committee has identified key services* and has made contact with at least 50% of the service providers for HIV/AIDS in the area. 3The committee has created formal linkages with the health system to provide committee/community sensitization and prevention education efforts. 4The committee has identified key services in their area for HIV/AIDS and has established a formal mechanism for referral of community members to these services. 5A referral system is documented. *Services: Awareness creation & sensitization; HBC (Home-based care; VCT (voluntary counseling and testing); IGA (Income generating activities); Establishment of linkages with HS (health services)
Steps to Determine the FSCCI 1. Establishing a Dialogue with the Food Security Committee 2. Adapting the Indicators to the Community Context 3. Creating the Ranking Criteria 4. Ranking Each Variable 5. Calculating the FSCCI Score
Use of the FSCCI Observe trends for a particular FSC or all FSCs within a program Examination of scores on particular variables can feed into design and or revision of project interventions to focus on areas needing the most support. Autonomous use by communities closely linked to high level of involvement of leadership (village, parish, district levels) and consistent use of some version of the tool in annual PRAs used to update village action plans.
Alternative Use: FSCCI-SIAC in the Guinea Food Security Initiative VariablesIndicators Organization and Management Organization of meeting for health and nutrition activities Undertaking initiative for development of nutrition activities Involvement of community in GMP (SIAC) activities Level of collaboration with health centers Level of motivation of community agents (CA) for health Up-to-date and accurate bookkeeping and management records (meeting records, GMP tools, etc.) Community Participation Supervision and support of community agents (CAs) (for health and nutrition) and their activities/Level of in-kind or cash compensation for Cas Degree of community-level public awareness building about importance of community participation in health and nutrition activities In-kind contribution of community for culinary demonstration (preparation of local porridge, etc). Level of community participation in public awareness sessions and promotion and tracking of GMP (monthly weighing) Degree to which community is informed about health and nutrition activities Involvement of community in management of equipment needed for GMP activities (bicycle repair and maintenance of health kits) Capacity to Analyze and Take Action Independent decision-making for initiating health and nutrition activities Ability to identify outside assistance (other than Africare) Analysis of health and nutrition program problems Elaboration and execution of health and nutrition action plans
Project Impact on Community Level Capacity for GMP and Community Based Rehabilitation of Moderately Malnourished Children based on FSCCI-SIAC Clear improvement in capacity related to health and nutrition activities since 2001 for Dinguiraye and 2004 for Dabola. Specifically, the recorded capacity increased (Table 2): From 45 percent of the total possible points in 2001 to 68 percent in 2006 in the original Dinguiraye districts; From 50 percent of the total possible points in the new Dinguiraye districts in 2002 to 66 percent in 2006; From six percent of total possible points in 2004 for the extreme poverty districts of Dabola to 44 percent in 2006; and From seven percent of total possible scores in 2004 for the moderate poverty districts in Dabola to 46 percent in 2006.
Lessons Learned from FSCCI #1: Demonstrated Utility for Showing Project Impact on Core Organizational Capacity (IR 2, Output Indicator 3 and Sub-IR 2.4) #2: Early Evidence that the Tool is also useful for protecting and enhancing community Resiliency to Risk and Shocks (Sub-IR 2.3) #3: Need for Simple Summary Tables to Help Programs Better Analyze Risk and Shocks (not added to the core guidance but distributed to staff) #4 Build community capacity for networking with other organizations (non-Title II) working in HIV/AIDS Programming
Africare ICB Resources on the FSCCI New Africare Food Security Web page Food Security Review Briefing Papers Country experiences with tool Comparative country experiences with tool Food Security Review Guidance Papers