Raising The Village: 2011 Impact Report

2011impact REpORtRAISING THE VILLAGE

2011 IMPACT REPORT 3

abOut Raising thE villagE

4 OurMission

5 WhyUganda

6 LetterfromShawnCheung, Founder&ExecutiveDirector

2011 impact REpORt

9 ImpactReportIndicators

10 MapofUganda

12 Grace

14 Ssanga

16 Kanga

18 Bitongo

20 Kanyamahene

22 DetailedEvaluationMetrics

thank yOu

26 Donors

27 2011Staff/Volunteers/BoardofDirectors

TAbLE of coNTENTS

2011 IMPACT REPORT 54 RAISING THE VILLAGE

WHY UGANDAWE WORk WhERE WE undERstand

When Raising The Village was first starting out, Uganda was acountry where we had many connections with local people andgroups,othernon-profitorganizationsandlocalgovernment.Wewerefamiliarwithlocalcustomsandculture,politicalandcommu-nityorganization, transportationnetworks, theeducationsystemandthelanguage.Thishasallowedustopartnerwiththeneediestcommunitiesandworkeffectivelywiththem.

WE WORk WhERE WE can bE mOst EffEctivE

In2006,85%ofUganda’spopulationwaslivingonlessthanadollaraday.Today,thatnumberisdownto52%.Ugandahasemergedasacountry ready for recovery.Aseconomicandpolitical stabilitycontinuetoimprove,incredibleopportunitiesinUgandacontinuetoarise.

With strong leadership structures, passionate women’s groups,andcommittedlocalgovernment,UgandancommunitiesareidealcandidatesforRaisingTheVillage’srecoveryprojects.Peoplecanbedescribedsimplyas‘community-centric’.Successismeasuredbythewell-beingoftheentirecommunityandthereisanintrinsicunderstandingoftheneedforeveryonetoworktogetherinordertoescapetheclutchesofextremepoverty.

isaregistered,Canadian,not-for-profitorgani-zation with innovative and effective solutionswhichcreatelastingcommunitydevelopment.

Founded in2006,wehavegrownfromaone-manoperation,intoanorganizationwithsevenpassionatefull-timestaffandover50dedicatedandtalentedvolunteers.

Wepartnerwith remotevillages inUganda tomakerecoverypossible.

EMPOWER COMMUNITIES SO THAT THEY ARE ABLE TO DETERMINE THEIR OWN FUTURES AND FOSTER SELF-SUFFICIENCY TO ELIMINATE THE NEED FOR FUTURE AID AND FUNDING.

RAISING THE VILLAGE

WE WORk WhERE WE can EffEctivEly REach OthER cOuntRiEs in thE futuRE

In the volatile region of Sub-Saharan Africa,Uganda offers hope to its neighbours as anexampleofwhatispossible.Assurroundingcoun-triesstabilizeandtheircommunitiesareabletobegintherecoveryprocess,Ugandawillactasajumpingpoint.

RaisingTheVillagewillbethere.

OuR missiOn


“I’M WILLING TO DO ALL THE WORk, I jUST NEED SOMEBODY TO SHOW ME HOW.”Years later, Stephen’s frustrated words, spokenunderneathabananatreeonthathotanddustyday, still resonate in my mind. All he neededwasonechance;asingleopportunity.Stephen’sstory and those like his, is the reason behindRaisingTheVillage.

Lookingback,Iseehowmuchwehavegrowninjustfiveyears,allthewhilestayingtruetoourprinci-ples.Wehavecontinuedtogrowsteadilysinceourfirstinitiativein2007,expandingoutsideofcentralUganda to include villages in the SouthwesternregionofKisoro –oneof themost remoteandunderservedareasinthecountryandintheworld.Through the distribution of tools, training andconstructionofbasicinfrastructure,weempowerrecovering communities in Uganda to achievetheir goals and break out of extreme poverty.Theneedforfutureaidiseliminated.

LETTER fRom foUNDER & EXEcUTIVE DIREcToR

One thing I have always been passionate aboutis staying accountable and transparent to theRaisingTheVillagecommunityandpublicatlarge.Weneedtobeabletoshowjusthowfarwehavecome, indicate where we can improve and cele-bratewhatwehaveachieved.Greatnesshappenswhenwechallengeourselvestoahigherstandard;beyondthestatusquoandordinaryexpectations.

With many thanks to our dedicated team ofstaffandvolunteerswhohaveturnedramblings,concept drawings on napkins and whiteboarddiagrams into this – it brings me great plea-suretopresentthefirstofmanyeditionsoftheRaisingTheVillageImpactReport.

Happyreading,ShawnHoldenCheungFounderandExecutiveDirector

8 RAISING THE VILLAGE 2011 IMPACT REPORT 9

We strive to stay accountable and true to our-selves, achieve long term results and eliminatetheneedforfutureaid.Inordertodoso,weneedtomeasureourimpact.

RaisingTheVillage(RTV)hasdevelopedasystemtomeasureandevaluatetheimpactofourworkineachvillage.TheImpactReportwillprovideaclearviewofeachvillage’sprogress inreachingtheirgoals.

Wewanttobeabletoconnectourentirecommu-nity –ourdonors, volunteers, staff andvillages.Together,we’llbeable to recognizehowfarwehavecome,celebrateoursuccessesandcontinuetoimprove.

WE’RE ALL AboUT RESULTS

COMMUNITY DEVELOPMENT:Communitysocialstability,oppor-tunitiestoraisehouseholdincomeandaccesstoadulteducationandskillstraining

RTV’S 5 AREAS of ImpAcT

RA

ISIN

G THE VILLAGE

UGANDA • AFRICA

IMPACTREPORT

RA

IS

ING THE VILLAGE

UGANDA • AFRICA

IMPACT

REPORT

RA

IS

ING THE VILLAGE

UGANDA • AFRICA

IMPACT

REPORT

RA

IS

ING THE VILLAGE

UGANDA • AFRICA

IMPACT

REPORT

EVERY VILLAGE IS UNIqUE

Wedesignandimplementproj-ects in partnership with eachcommunitybasedonissuestheyhaveidentifiedandprioritized.

Togetherwesettargetstomon-itorprogress,ensurecontinuingimprovementandcreatelastingchangelongafterprojectcom-pletion.Thesetargetsalsoserveasindicatorsformeasuringourimpactinfivekeyareas.

Forfurther

detailabout

the‘SIS’

method,

metricsand

indicators,

pleaserefer

topp.22–25.

RaisingTheVillagepartnerswithremotevillagesinUgandatodesignandimplementcommunity-specific, empowerment-focused recovery initia-tives.Withtheappropriatetraining,infrastructure,tools and guidance, villages can move beyondmeresurvivalandgrowintovibrant,thriving,self-sufficientcommunities.

RTV has identified three critical stages in theRecovery phase: Stabilize, Improve and Sustainin something we call the ‘SIS’ method. The SISframeworksupportsRTV’sdynamicmethodologyupon which community projects are designed.Projects include village-appropriate initiativesfromthe5AreasofImpact.

In order to ensure that our projects have long-lasting impact,RTV’smethodologyplacesgreatemphasis on monitoring and evaluation. Inaccordancewith theResultBasedManagementapproach, RTV conducts monthly, quarterlyand annual evaluations that track progress and

measureimpact.ThisconstantmonitoringprocessallowsRTVtocelebratesuccesses,addresschal-lengesandmakeprogramadjustmentsalongsideeachcommunity.

The monitoring process uses indicators whichhave been selected to evaluate change in eachof the5areasof impactand ineachof theSISstages. Indicatorsarechosen for their ability toqualify and quantify achievement in relation toprojecttargetsandgoals.Apointssystem,whichassignsavaluetoeachindicator,enablesRTVtoawardanannualscoretoeachofthefiveareasof impactandtotheprojectasawhole.Acoreprinciple of RTV’s methodology is community-tailoredinitiatives.Subsequently,evaluationisasuniqueastheinitiativesweimplementandindi-catorsandtargetsusedforevaluationvaryfromvillagetovillage.Additionally,althoughallofthefiveareasofimpactareimportant,fortheImpactReport, we focus in on the two or three areasidentifiedasthehighestprioritybyeachvillage.

EDUCATION: Accesstoeducationforandachievementofchildrenandyouth5–18yearsofage

WATER & SANITATION:Accesstocleandrinkingwaterandsanita-tionfacilities

AGRICULTURE & NUTRITION:Agriculturalout-putsand incomegenerationopportunities

HEALTHCARE:Accesstohealthcareforcommunitymembers

kAMPALA

LAKE

VICTORIA

kISORO


nanga (gRacE)

N00.51450, E032.0951

1,141 m

681

Average household income has doubled since 2007

kanga

N00.191594, E032.960642

0 m

610

Located in an area known for its deep rooted history of animism

bitOngO

S01.32311, E029.64933

2,063 m

450

Bitongo means “the abandoned place”

kanyamahEnE

S01.12640, E029.71872

1,918 m

350

The community identifies its greatest challenge as the forest elephants eating their crops

ssanga

N00.43486, E033.05999

1,276 m

580

A pioneer – the first of our villages to use eco-bricks in the construction of their buildings

GPS

ELEVATION

POPULATION

FACT

UGANDA


•Handwashing

•Agriculture

•Administration

•Leadership

ReginaMukiibiopenedGraceDaycareand Orphanage in the Nanga villagein 1996, with the vision of providingcare and education for children intheareawhohadbeenorphanedbyAIDS.Reginahadlostfamilymembersto HIV/AIDS and was herself HIV-positive. Following Regina’s death,hersisterLizMukiibi returnedtothevillage to keep Grace open. With apopulationof about 1,500 in thevil-lage area, there were many childrenwhowereorphaned,livinginpovertyand requiring care. Grace providedNanga community members withhopeforabetterfuture.However,thededicatedstaffencounteredmanydif-ficulties including challenges arisingfromhealthandfinancial issues.Thecommunity had come together tobuild the first school block, but themakeshift space was deterioratingandpooradministrationwasmakingitdifficulttopayteachers.Foratime,itseemedasthoughGracewouldnotbeabletofulfillitsvision.

RTV’s partnership with Grace beganin 2007. The priorities identifiedwere: better teachers, administrativetraining, meals for students and animprovementofschoolfacilities.RTVwasabletoworkalongsidecommunitymembers,offeringleadership,admin-istration and management training.This resulted in an increase in thenumberof teachers, theprovisionofover 100,000 school meals and animprovementinstudentperformance.The classrooms were renovated andlivingquartersforstudentsandteachers,akitchenandlatrinewereconstructed.Community members continue tomaintain an agricultural plot, salesfrom which are used to support theschool meal program and orphan-age. Grace Daycare and Orphanageisnowfinanciallyself-sustainableandalso continues to contribute to theimprovementofNangavillage.

GRAcE YEAR 4: SUSTAIN

FORMAL LEADERSHIP POSITIONS IN THE COMMUNITY

TARGET:5

AVERAGE NUMBER OF MEALS CONSUMED PER DAY

BASELINE:<1

TARGET:3

AVERAGE SERVINGS OF PROTEIN CONSUMED PER DAY

BASELINE:<1

TARGET:3

TRAINING WORkSHOPS OFFERED

0 4

1 3

COMMUNITY DEVELOPMENT

STUDENT ENROLLMENT BASELINE:110

TARGET:125

STUDENTS ACHIEVING B+ OR HIGHERTARGET:75%

DAYS SCHOOL MEAL PROVIDEDTARGET:75%

STUDENTS COMPLETING GRADE 7 (PRIMARY SCHOOL)

BASELINE:0

STUDENTS RECEIVING FULL AND PARTIAL TUITION SUBSIDY

TARGET:15%

109

50

59

76

71

147

47%

90%

EDUCATION

0%

99%

FARMERS ATTENDING TRAINING AND ADOPTING IMPROVED AGRICULTURAL PRACTICES

TARGET:15

COMMUNITY PLOT YIELD

COMMUNITY PLOT CROP VARIETYBASELINE:0

TARGET:10

12

46

AGRICULTURE & NUTRITION

90%

100%

100%

WEIGHTED SCORE 95%

2011 ScoRE

4% 24%

6

10

1

3

lOOking fORWaRd

1. ImproveaccesstowateratGraceDaycareandOrphanage.

2. Increasegrade7enrollmentandimproveperformance.

3. Increaseincomegenerationinitiativesforfutureschoolgrowth.

25%

35%

$307 (in 2010)

$379

2008

2011


ThesleepyvillageofSsangaliesintheheartoftheMabirarainforest,31kmawayfromthenear-esttownand7kmawayfromitsnearestwatersource. With the traditional livelihoods of log-gingandhuntingoutlawedbythegovernment,life had become desperate for the village aspopulationstress,highlevelsofunemployment,contaminatedwaterandrisingratesofalcoholandsubstanceabuseaffectedthecommunity.

Despite the dire conditions, the communityremainedhopefulthattheeducationofitschil-drenwouldofferabetterfuture.Schoolwasheldforthechildrenbycommunitymembersundera treeusinga3x4 ftchalkboard.Eventhoughonly 1/3 of the village’s children attended theimprovised school, this seemingly small initia-tivewasindicativeofthespiritofthevillageanditsfaithinthepossibilityofabetterfuture.

SsangahasbeenthemostchallengingprojecttodateandwhenRTVfirstbeganworkingwiththis community, the outlook for the people ofSsangaseemedlimitedatbest.Thecommunityidentified three key priorities: access to yearround,cleandrinkingwater,improvedaccesstoandqualityofeducationandbettercropyieldstoincreasehouseholdincomeandqualityoflife.

Withtheintroductionofaninnovativeeco-friendlybrick press, which the villagers affectionatelynamed“Ssekabi”,thecommunityhastirelesslyhand-pressedeverysinglebrick fortheircom-munity school. The press, which makes bricksthatdonotneedtogothroughthetraditionalfiringprocesshashelped thecommunity saveover100fullgrowntrees in itsfragileenviron-mentandtaughtthecommunitynewskills.Thecommunity now has a six classroom schoolhouse, and has increased enrollment to over115studentsandcontinuestoofferqualityedu-cationfor thechildren intheircommunityandthefoundationstowardsrecovery.

SSANGA

COMMUNITY MEMBERS IN FORMAL LEADERSHIP POSITIONS

TARGET:21

lOOking fORWaRd

1. ImproveaccesstowaterforstudentsofSsangaPrimarySchool.

2. Bolsteragriculturalprogramtosupportschoolmealprogram.

3. CompleteleadershipandadministrationtrainingfornewHeadmaster.

4. Increasestudentenrollmentandimprovestudentperformance.

HOURS OF TRAINING CONDUCTEDBASELINE:0

TARGET:8

COMMUNITY DEVELOPMENTEDUCATION

YEAR 2: ImpRoVE 2010

2011

STUDENT ENROLLMENT BASELINE:112

TARGET:148

141

118*


BASELINE:0

TARGET:5%

FUNCTIONING CLASSROOMSBASELINE:0

TARGET:6

NUMBER OF TRAINED ADMINISTRATORS

BASELINE:0

TARGET:2

13% 15%

*AfireintheHeadmaster’shomeresultedinasignificantlossofteachingmaterialsandresources.Subsequently,studentenrollmentdecreasedandstudentperformancedeclined.Thecreationofdesignatedofficespacewillimproveorganizationandmitigatetheseissuesinthefuture.


49%*

67%

6

1 2

•GoodSchoolGovernance

•FinancialAccountability

•Administration

TRAINING WORkSHOPS OFFEREDBASELINE:0

TARGET:3

1 3

211

4 9

50%

100%

WEIGHTED SCORE 60%

2011 ScoRE


$474

Deepinthe lush junglesoftheNkokonjeruregion, liestheremotevillageofKanga.Thesleepyvillagebringstogetherdiverseculturesandbeliefs;withChristian,MuslimandAnimisticfamiliesalllivinginharmony.The roadsareoften inaccessible in rainyseasons,whichexacerbatethecommunity’sstrugglewithextremepoverty.WhenRTV first began working with the Kanga community, the averagehouseholdwasearningbetween$0.15to$0.25aday,limitingfami-lies’abilitytomeeteventheirmostbasicneeds.Withthenearestprimaryschoolover10kmawayandschoolfeestoohighforstrug-gling families, high illiteracy and low enrollment were prevalentthroughout the village. After a young boy drowned attemptingtocrosstheriveronhiswaytoschool,thepeopleofKangacametogether to form a community school. Five acres of land weredonatedbythefamilyandKangaPrimarywasborn.A$100loanwastakenoutbythecommunitytopurchasetinsheetstoconstructtheirmakeshiftclassrooms.Local leaderswantedtheschool toprovidetuitionsubsidiestochildrentoensureaccesstoeducationforeventhepoorestfamilies.However,theyalsorecognizedthattheirlackofinfrastructure,fundsandknow-howwerepreventingtherealizationoftheirgoals.

RTVwasinvitedtojointhecommunityinitiativein2009andbegancollaboratingwiththepeopleofKanga.Prioritieswere:toincreasethenumberofstudentsandteachers,improvestudentperformanceandimplementaschoolmealprogram.Todate,thecommunityhasconstructedtwonewschoolbuildingswithseveralclassroomsandasafe latrineandprovidedadministrationand leadership training.Communitymemberspitched in to lobbythegovernment forandhanddiganewwell,whichisnowtheprimarysourceofcleanwaterfortheschoolandforthecommunity.Additionally,thecommunityhas contributed labour towardsa sustainable agricultureprogramwhereincomefromcropsalescoverteachers’salaries,schoolsup-plies and general school costs. This agriculture program has alsoprovided over 35,000 school meals and supported subsidies forover20%ofstudents.Despiterecentchallengesincludingtheunex-pecteddeathof a teacher and relatedaftereffects, the communi-ty continues to prove its resiliency and commitment to providingeducationforitschildren.

kANGA

lOOking fORWaRd

1. Increasestudentenrollment.

2. Improvestudentperformance.

3. Increaseagriculturalyieldsforschoolmealprogram.

YEAR 2: ImpRoVE 2010

2011

STUDENT ENROLLMENT TARGET:110

105

95*

*Decreaseinenrollmentandloweracademicachievementweretheresultofthedeathofateacher.Achangeinleadershipandincreasedcommunityengagementwillmitigatetheseissuesmovingforward.

*Administrationandfinanceswerenotsta-blizeduntillate2010.Subsidizedtuitionpercentagewasinflatedbystudentswhodidnotpaytuitionbutdidsowithoutapprovalfromtheschool.Thisissuewasresolvedbytheendof2010.


BASELINE:0%

TARGET:15%

25%* 19%


82%

78%*

FUNCTIONING CLASSROOMSBASELINE:0

TARGET:4

4

NUMBER OF TRAINED ADMINISTRATORS

BASELINE:0

TARGET:2

1 2

FARMERS ATTENDING TRAINING AND ADOPTING IMPROVED AGRICULTURAL PRACTICES

BASELINE:0

TARGET:24

COMMUNITY PLOT YIELDBASELINE:0

COMMUNITY PLOT CROP VARIETYBASELINE:0

20

80

109

$203 (in 2010)

COMMUNITY MEMBERS IN FORMAL LEADERSHIP POSITIONS

BASELINE:0

TARGET:2

HOURS OF TRAINING CONDUCTEDBASELINE:0

TARGET:10

•GoodSchoolGovernance

•FinancialAccountability

•Administration

TRAINING WORkSHOPS OFFEREDBASELINE:0

TARGET:3

1 3

151

6 10

57%

100%

100%

WEIGHTED SCORE 93%

2011 ScoRE

COMMUNITY DEVELOPMENTEDUCATION



bIToNGoWithanestimatedpopulationof450people, thevillageofBitongo,or ‘theabandonedplace’,hasstruggled toovercomemanychallenges.LocatedonthebordersofUganda,theDemocraticRepublicofCongoandRwanda,thevillage has been forced to contend with the effects of the AIDS epidemic,unstablepoliticalconditionsandextremepoverty.Located15kmawayfromthenearesttownonoftenimpassableroads,Bitongoisforcedtofendforitself.Averagehouseholdincomeis$0.40aday,ascommunitymemberscontendwithpoorgrowingconditionsandlimitedaccesstocleanwater.Thewomenofthevillagetravelupto30kmeachdayinordertocollectenoughwaterfortheirfamilies.Duetothevillage’sisolatedlocation,accesstoeducationisalsolimited.Only20%ofchildrenattendsecondaryschool,themajorityofwhomaremaleandapproximately80%ofwomenareilliterate.

WhenRaisingTheVillagewasinvitedtopartnerwithBitongotodesignandimplement a community project, RTV found a motivated, enthusiastic andpositivegroupofpeople.Thevillagersrecognizedthattheirchallengeswereconsiderablebutnotimpossibletoaddress.Prioritiesincludedaccesstocleanwater, improvement incropyields,empowermentofwomenandincrease inhouseholdincome.

TheBitongoprojecthadmanysuccessesinitsfirstyear.AcommunityRainwaterHarvestingSystemwascompletedinDecember2011andcontinuestoofferareliableandlocalsourceofwater.Agroupofwomenweretrainedinimprovedagriculturaltechniquesandplantosharethisnewfoundknowledgewithotherwomen during the upcoming growing season. The women’s savings groupreceivedtrainingingoatrearing.Thisinitiativewillincreasehouseholdincomeandcreateacommunityfundforadditionaltraininginthefuture

HOURS OF COMMUNITY LABOUR CONTRIBUTED TOWARDS INFRASTRUCTURE AND PROGRAMS

BASELINE:0

HOURS OF ADULT EDUCATION COMPLETEDBASELINE:0

COMMUNITY INFRASTRUCTURE COMPLETED

ExPENSES

INITIAL NEEDS ASSESSMENT COMPLETED AND ANALYzED TO ENSURE APPROPRIATE PROjECT INITIATIVES AND LONG TERM SUSTAINABILITY

PROjECT REVIEWED, ADjUSTED AND VERIFIED WITH COMMUNITY TO ENSURE COMMUNITY OWNERSHIP AND PARTICIPATION

FORMAL PARTNERSHIP CONTRACTS SIGNED TO FORMALIzE COMMUNITY AND ORGANIzATION ExPECTATIONS AND CONTRIBUTIONS

LAND CLEARING/PREPARATIONS FOR COMMUNITY AGRICULTURE TRAINING COMPLETED AS A SIGN OF COMMUNITY COMMITMENT TO PROjECT INITIATIVES

YES

lOOking fORWaRd

1. Completeconstructionofthecommunitycentre.

2. Stabilizeoperationsofthewomen’sgoatco-operative.

3. Increasemoneyavailableinthecommunityfundforfuturetraininginreading,writingandincomegeneration.

•Agriculture

•Goatcooperative

•Leadership

•Washtraining

YEAR 1: STAbILIzE January 2012

January 2013 target

COMMUNITY MEMBERS ENGAGED IN CIVIC PARTICIPATION

BASELINE:0

15

10

5

18

17

35

30

350382

50

3 4

100%PROJECTED

ACTUAL 96%

WEIGHTED SCORE 92%

2011 ScoRE


The village of Kanyamahene, or ‘where goats graze’ as the localvillagers know the outpost, is nestled in the Bwindi ImpenetrableForest.Thecommunityofover350peopleiseasilya35kmhikefromthe closest town; its extreme poverty augmented by its isolation,withhouseholdsearninglessthan$0.20aday.

Wheneveracommunitymemberrequiredmedicalattention,theentiremalepopulationofthevillagewouldcarrythembystretcherovermountainpathsinhopesofreachingthenearesthospitalover15kmaway.Pooraccesstohealthcarehasresultedinsomeofthehighestratesofbirthrelatedmortalityinthecountry.Duringthedryseason,Kanyamahene’spopulationswellsasnomadicBatwapeoplesettleinthecommunityinsearchoffoodandwater,placingadditionalstrainonthelimitedresourcesavailableinthevillage.Watercontaminationhas further complicated life for community members. The closestwatersourceisover2kmawayoversteepterrain–thejourneytocol-lectasingle20litrejerrycanofwaterwilltakewomenbetween4and6hours.Despitetheseoverwhelmingchallenges,thecommunityhaspulledtogetherandarehopefulthatrealchangewillhappen.

RaisingTheVillagewasinvitedtobeginworkingwithKanyamahenecommunitymembers in late2011.Thevillageidentifiedfourclearpriorities: clean drinking water, access to health care, incomegeneration activities and ways to prevent forest elephants fromdestroyingtheircrops.Todate,RaisingTheVillagehassupportedthe establishment of a community-operated bicycle ambulanceprogram, provided agricultural training on composting methodsandlaunchedabeehivefencepilotprojectwhichprovideshoneyandpreventselephantsfromenteringfarms.In2012,thecommunityof Kanyamahene looks forward to forming a goat cooperative,participating in additional agricultural improvement training andconstructingarainwaterharvestingsystemtoprovidelocalsourceofcleanwater.

kANYAmAHENE YEAR 1: STAbILIzE May 2012

October 2012 target

HOURS OF COMMUNITY LABOUR CONTRIBUTED TOWARDS INFRASTRUCTURE AND PROGRAMS

BASELINE:0

HOURS OF ADULT EDUCATION COMPLETEDBASELINE:0

ExPENSES

COMMUNITY MEMBERS ENGAGED IN CIVIC PARTICIPATION

BASELINE:0

15

10

5

11

9

20

941

9

800

25

100%PROJECTED

ACTUAL 98%

INITIAL NEEDS ASSESSMENT COMPLETED AND ANALYzED TO ENSURE APPROPRIATE PROjECT INITIATIVES AND LONG TERM SUSTAINABILITY

PROjECT REVIEWED, ADjUSTED AND VERIFIED WITH COMMUNITY TO ENSURE COMMUNITY OWNERSHIP AND PARTICIPATION

FORMAL PARTNERSHIP CONTRACTS SIGNED TO FORMALIzE COMMUNITY AND ORGANIzATION ExPECTATIONS AND CONTRIBUTIONS

LAND CLEARING/PREPARATIONS FOR COMMUNITY AGRICULTURE TRAINING COMPLETED AS A SIGN OF COMMUNITY COMMITMENT TO PROjECT INITIATIVES

YES

lOOking fORWaRd

1. Completeconstructionofarainwaterharvestingtanktoimproveaccesstowater.

2. Stabilizethecommunitygoatcooperativeoperations.

3. Increaseagriculturalyieldsfortrainingparticipants.

WEIGHTED SCORE 94%

2011 ScoRE

COMMUNITY INFRASTRUCTURE COMPLETED

3 4


Target (*tailored to community)

implEmEntatiOn mEtRics and taRgEts

•#ofcommunitymembersengagedincivicparticipation Increase by minimum of 50% by end of year 1

•#ofhoursofcommunitylaborcontributedtowardsinfrastructure Increase from X to Y by end of year*

•#ofhoursofadulteducationconducted(i.e.agriculturetraining,WASHtrainingetc.) Increase from X to Y by end of year 1*

•#ofinfrastructuredevelopmentscompletedbyendofyear1*

•Expenses Actual remains less than 10% of projected for year 1

•Initialneedsassessmentcompletedandanalyzedpriortoimplementation

•Projectreviewed,adjustedandverifiedwithcommunitypriortoimplementation

•FormalcollaborationagreementssignedwithRTVandCommunitypriortoimplementation

•LandClearing/preparationsforcommunityagriculturetrainingcompletedatbeginningofimplementation

stagE 1

STAbILIzEHoW WE EVALUATERaising The Village has identified three critical stages in the Recovery process:Stabilize,ImproveandSustain.Ascommunitiesmovethroughthesestages,theyareevaluatedusingvariousindicators.Thisevaluationprocessservestodetermineboththecommunities’progressandRTV’slong-termimpact.Thefollowingpagesofferadetailedexplanationofthemetricsusedforevaluation.

STABILIzE: Duringthefirststage,anassessmentisconductedtodetermineacom-munity’sneedsandpriorities. Immediateneedssuchasaccesstocriticalservicesandfinancialstabilityaremetandadministrationandleadershiptrainingareofferedinordertobuildupthecommunity’scapacity.

IMPROVE: During the second stage, the capacity building process is continuedthroughongoingadministrationandleadershiptraining.Thisstrengthensthecom-munitymembers’abilitiesto lead initiatives. It isalsoatthisstagethatnear-termplanningandprogrammingiscompletedtomeetsecondaryneedssuchasincreasedstudentenrollmentandincomegeneration.

SUSTAIN: During the third stage, community members are enabled to becomeindependently responsible for their project initiatives. At this stage, communitiesshouldbeabletoconsistentlymeetbasicneeds,maintainaneffective leadershipandadministrationandutilizelong-termplanningandprogrammingskills.


stagE 2

ImpRoVEstagE 3

SUSTAIN

•#ofstudentsenrolledinschool Increase from X to Y by end of Year 2*

•%ofstudentswhoreceivedfullyorpartiallysubsidizedtuition Increase by end of Year 2*

•%ofstudentswhoachievedB+ofhigher 75% by end of year 5

•#offunctioningclassrooms Increase from X to Y by end of Year 2*

•#oftrainingworkshopsoffered Increase from X to Y year over year*

•#oftrainedadministrators Increase from X to Y year over year*

•#ofstudentsenrolledinschool(disaggregatedbymalesandfemales)Increase of 15% from X to Y by end of Year 5

•%ofstudentswhoachievedB+ofhigher 75% by end of year 5

•%ofstudentswhoreceivedfullyorpartiallysubsidizedtuition 15 % by end of Year 5

•#ofschoolmealsprovided For 75% of school days by Year 5 and maintained year over year

•#ofstudentswhocompletedgrade7(completionofprimaryschool)• Increase by 10% by year 5

•#ofstudentsenrolledingrade7 Increase by 10% by Year 5

•#ofhoursrequiredforwatercollection(disaggregatedbychildrenandadultsDecrease from X to Y achieved in Year 1 and maintained year over year*

•#ofhoursofWASHtrainingoffered Increase from X to Y by Year 2*

•#oflatrinesavailableincommunity Increase from X to Y by Year 2*

•Litresofwaterconsumedperhouseholdperday Increase to 2 L by Year 5

•#ofhoursrequiredforwatercollection Decrease by 50% by Year 1 and maintained year after year

•%ofpopulationwhousedWASHtechniques Increase by 10% by Year 5

•#ofschoolmealsprovided Increase from X to Y by Year 2*

•%ofcropsconsumed Increase from X to Y by Year 2*

•Valueofyields 10% Increase year over year

•#offarmerswhoattendedtrainingandadoptedimprovedagriculturalpractices Increase from X to Y by Year 2*

•#offarmerswhoattendedtrainingandadoptedimprovedagriculturalpractices Increase by 20% by Year 5

•Yieldsfromcommunitydemonstrationplot Increase by 10% per year by Year 5

•Cropvarieties Increase from X to 10 by year 5 and maintained year over year

•Positiveperceptionofhealth Increase by Year 2*

•#oftripsmadetoclinic Increase from X to Y by Year 2*

•#ofpatientsbeingtreatedatclinic Increase from X to Y by Year 2*

•#oftravelhoursrequiredtoreachclosesthealthclinic Decrease by 50% by Year 1 and maintained year after year

•#oftripsmadetoclinic Increase to 24 trips per year by Year 2 and maintained year after year

•Decreased%ofmorbidityinthecommunityby5%byyear5

•Decreased%ofpregnancyrelateddeathsby5%byyear5

•Increased%ofbabiesborninclinicby10%byyear5

•Increased%ofpeoplewithdemonstratedknowledgeofbesthealthpracticesby5%byYear3

•#offormalleadershippositions Increase from X to Y in Year 1 and maintained year over year*

•#ofhoursadulttrainingconducted Increase from X to Y by Year 2*

•%ofcommunitysavinggroup’stransactions Increase from X to Y by Year 2*

•#offormalleadershippositionsinthecommunity(disaggregatedmaleandfemale) Increase from X to Y by Year 1 and maintained year over year

•#ofmealsconsistentlyconsumedperday Increase to 3 by end of year 5

•#ofservingsofproteinconsistentlyeatenperday Increase to 3 per day by end of Year 5

•#ofadulttrainingworkshopsoffered Increase from X to Y by end of Year 5*

WATER & SANITATION



WATER & SANITATION

Target (*tailored to community) Target (*tailored to community)

EDUCATIONEDUCATION



HEALTHCAREHEALTHCARE


cORnERstOnE dOnORsSharonandHenryTamAnonymous

fOundatiOn dOnORs AlexHuangAllenTramAnthonyAuyeungBenandJuliaTshinDarylBrouwerDeannaBakerEdTsangEdvinaandKelvinCheungEstherStubbsGiselleLimayandSamLuiGregoryandShirleyLeungHeatherYangandHowardChanHosannaAughtryHustonandIvyLokeInesSumargoandIanKlinckJohnathanShuiandJoyceSou

canadian staff

ShawnCheungExecutive Director

AlanLiuCanadian Operations Director

KrystalMuisePrograms Officer

ugandan staff

RichardKiweewaUganda Operations Director

BernardKamugishaUganda project manager

RemmieKaggwaUganda project manager

ClementMugishaOperations manager

THANk YoU

2011 STAff/ VoLUNTEERS/ boARD of DIREcToRS

KarenandBrianFuKenricLeungLeahandIanHuLizYoungandAlanLiuMarkandEdithYoshimuraMichaelandChristineKilbyMorganSinclairNicoleCheungandAlexBartlettPatrickandJoyCheungRaymondYeeReshmiNairSachaandNateHammingSarahKinseyandLexKovesSunnyandMeelingChiuVinhYanh

spOnsORs PatagoniaStarbucksSoftchoiceCreativePath

vOluntEERs

AdamToddAlexKuoAliceChanAliciaSeifertAndreNgAndreaTangAndrewFraserArthurLuiDr.AtifKubirsiAudreyMadsenAurelieOlivesBelindaWongBenTshinBrendanMaynardBryonySinclairChristineSuizaCiaranMcGeownClaudiaHungConnieOngDannySantaAnaDeannaBakerDeeJadejaDevinWoodsDilekEybekHosannaAughtryJenniferAuJenniferLagtaponJoAnnWattersJohannaAuJohnRietiKatyDevittKevinMinnettLeanneDufaultLauraGrahamLauraVandetteLisaHuynhMichaelDennisNatrajRamachandranNicoleCheungNicoleKonradNoahMugenyiPaulWilliamsDr.RohitRamchandaniRoopaReddySamLuiTheresaNabus

bOaRd Of diREctORs

AnitaTongElizabethYoungMonishGandhiSammyYounanKhalidJanmohamedDaveMaassaranyJohnPhyper

imaginE thE pOssibilitiEsItisonlywithfinancialandvolunteersupportthatRaisingTheVillageisabletopartnerwithcommunitiestomakerecoverypossible.Tofindoutmoreabouthowyoucancontribute,visit raisingthevillage.org.

ExecutiveDirector&Founder

ShawnHoldenCheung

[email protected]

+14169920444

CanadianOperationsDirector

AlanLiu

[email protected]

+14166230161

CharitableNo.817643612RR0001

canadaRaisingTheVillage

c/oCentreforSocialInnovation

215SpadinaAve.,Suite412

Toronto,Ontario,M5T2C7

Canada

[email protected]

ugandaRaisingTheVillage

Plot13,BishopTuckerRoad

Mukono,Uganda

Mailing Address

RaisingTheVillage

P.O.Box36174

Kampala,Uganda

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Raising The Village: 2011 Impact Report

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