Changing attitudes, changing lives: HIV, stigma and faith communities

by Hamish Wilson/

22.9 million[1] people across Africa are living with HIV. The social stigma associated with HIV means that for many people living with HIV is not just about their health, but also about their livelihoods, their home, community and family. Reducing the social stigma of HIV supports those affected by HIV to gain work, earn a living, live with those they care about, talk about their status, access the care they need, and ultimately to live with HIV. In turn, this increases the willingness of others to get tested, to discuss HIV prevention and hence to tackle the spread of HIV.

Reducing social stigma is hard. In many communities, faith provides the backbone to people’s attitudes and behaviour and so faith leaders and faith communities have remarkable influence over beliefs around HIV. By refusing to acknowledge HIV or through messages linking HIV with morality, faith can drive stigma. Consequently CAFOD (Catholic Agency for Overseas Development) in partnership with GNP+ (Global Network of People living with HIV) created the ‘Stigma Reduction Initiative’. This programme was launched in Kenya, Ethiopia and Zambia and used a peer to peer approach, based on people living with HIV ‘surveying’ others also living with HIV about their own experiences of stigma, discrimination and faith. The findings from the surveys were then shared with faith leaders who were supported to develop action plans to reduce stigma and discrimination in their communities.

Katie Chalcraft of Wasafiri Consulting was asked to evaluate the impact of the Stigma Reduction Initiative. We found a notable improvement in the HIV-related knowledge, attitudes and practices of the faith leaders involved in the initiative in the 3 pilot regions. More specifically, among the people living with or affected by HIV involved in the survey in Adigrat (Ethiopia) and Ibenga (Zambia) there was a general decline in exclusion from from social, family and religious activities, and improvement in the psychosocial aspects of peoples quality of life and increased uptake of HIV testing in the target communities.

For more information about Katie Chalcraft and her work please visit her profile here

Lead for CAFOD on this work was Georgia Burford. To learn more about CAFOD and their work with faith communities and on stigma reduction visit here

Solving the puzzle of parallel donor funding in Tanzania

by Ian Randall/

The Southern Agricultural Growth Corridor of Tanzania (SAGCOT) is an inclusive, multi-stakeholder partnership to rapidly develop the region’s agricultural potential. To advance this pioneering effort, the SAGCOT Centre was formed to provide coordination and facilitation for the partnership. For a development initiative, the SAGCOT Centre has an unusual governance structure that ensures it is genuinely multi-stakeholder and inclusive of government, farmers organisations, companies, and donors. This important innovation has however presented problems for structuring donor finance. Multiple donors means multiple procurement requirements, plus SAGCOT Centre’s unique structure did not sit comfortably with establish protocol. The SAGCOT Centre’s work was severely hampered until structures could enable funding to flow.

The challenge was both technical and human. A technical solution was needed on how to structure parallel funding, whilst at the same time a relationship-driven process was required to encourage each institution to make some concessions to their established protocol in order adopt a common approach.

Wasafiri Consulting was hired by Grow Africa to support this process, both by facilitating a consensus and developing a technical solution. The SAGCOT Centre can now plan their finances with a degree of confidence.

 

Engaging Swiss Re leaders to scale up smallholder insurance

by Kate Simpson/

Swiss Re, one the world’s leading reinsurance companies, runs a leadership programme each year for its next generation of Managing Directors. To make the learning engaging, Swiss Re wanted to present the delegates with a business challenge that was real and compelling.

Wasafiri identified that providing insurance to Africa’s 600 million smallholders offered a huge commercial and social opportunity, but one that was going to demand Swiss Re staff to rethink traditional business models. Swiss Re was already pioneering new models, such as through a partnership with Oxfam and WFP in Ethiopia to strengthen the resilience of rural communities (see video below). But how could such models be taken to scale? Against this question, Wasafiri designed a 2-day business project that threw Swiss Re’s future leaders into the challenges and dilemmas of how to provide affordable, commercially viable insurance to smallholders at scale.

http://youtu.be/JgXEEH3lqXI

2014 will be the fifth year Wasafiri has run the simulation. Each year participants not only leave with rich learning about their leadership skills, but also with renewed passion for the role Swiss Re can play in generating shared value in Africa. Over this period, Swiss Re has also significantly scaled up its engagement in Africa, and programmes like R4, that were once managed as corporate responsibility initiatives, are now managed by commercial teams.

Best practice for smallholder value-chain financing in Africa

by Hamish Wilson/

Agricultural production in Africa, undertaken in the main by smallholders, is a highly risky activity with poor returns. To realise Africa’s potential, there is a need to commercialise smallholder production, thereby increasing returns. But amongst a range of different inputs, such commercialisation requires greater access to finance.

Value-chain finance offers an opportunity to expand and coordinate financing for agriculture, as well as to improve efficiency by facilitating financial access and lowering agricultural costs and financing risks. Agriculture investment of this nature is being provided at different levels and by a range of private- and public-sector actors, with facilities financing smallholders that are integrated into value chains through the use of inclusive business models. Such models are therefore helping financing facilities to access smallholders, because the risks and operating costs for lenders are reduced when farmers are integrated into value chains.

Wasafiri (in partnership with Prorustica) was commissioned to carry out a mapping survey on best practices in this field by the AFRACA-CTA partnership on strengthening smallholder-inclusive value-chain finance in Africa. The study also extended to gauging the use of associated tools such as (mobile) technology and risk management mechanisms for enhancing agri-finance.

The intelligence generated by the survey is expected to inform future decision-making in efforts to advance farmer-friendly rural agricultural financial products and services in Africa.

Building institutional capacity on counter-trafficking in Cameroon

by Hamish Wilson/

According to the International Organization for Migration (IOM), more than 800,000 people are trafficked across international borders annually, with many more trafficked within the borders of their own countries. The practice is fuelled by demand for cheap labour in a number of sectors, including for domestic workers.

In Cameroon, migration both to and within the country has led many people, including women and minors (under 18 years), to perform domestic work in order to improve their standard of living. While the government has ratified a number of international treaties against human trafficking, including the UN Convention against Transnational and Organized Crime, the International Labour Organisation’s (ILO) Domestic Workers Convention (C189) has not yet been ratified. The area is still largely governed by an obsolete decree from 1968.

Working in an under-regulated sector and with a poor grasp of any rights and entitlements they may have, migrant domestic workers frequently face situations of exploitation, moral and physical abuse, and employment under illegal working arrangements.

Wasafiri was contracted by the IOM to support Cameroon’s Ministry of Social Affairs and Ministry of Labour and Social Security in a bid to strengthen their capacity to deal with the consequences of trafficking in domestic workers. The assistance included conducting a feasibility study on ratification of the C189 Convention, so as to facilitate government approval of the same. Wasafiri also developed tools such as standard operating procedures and designed a communications strategy and materials (including sensitisation leaflets, posters, and so on), as well as training modules. These will help raise awareness and equip relevant stakeholders with skills to provide assistance in cases of abuse and exploitation.

Expert advice was also provided by Wasafiri to top ministry officials on wider issues associated with migration and human trafficking.

Billions of investment committed into African farming

by Ian Randall/

Since inception in 2012, Grow Africa has catalysed a historic shift in private-sector engagement in African agriculture, with partner companies announcing over $10 billion in planned investment aligned to the national development goals of twelve target countries. This intent has translated into action, with over $2.3 billion invested, creating 88000 jobs, and reaching over 10 million smallholders in 2015 with new contracts, sourcing, services or training.

Wasafiri has been instrumental in the conception and implementation of Grow Africa. In 2011, Wasafiri realised that while CAADP – the African Union’s plan for transforming agriculture – was making progress with the public sector, it risked stalling unless its aspired private-sector response was triggered. At the same time, the World Economic Forum’s private sector-led “New Vision for Agriculture” was calling for transformative multi-stakeholder partnerships, but needed government counterparts to provide political leadership to advance enabling environment improvements.

Wasafiri connected these two efforts and Grow Africa was born as a partnership platform to accelerate investments for sustainable growth in African agriculture. Convened by the AUC, the NEPAD Agency, and the World Economic Forum, Grow Africa generates concrete commitments by companies for inclusive and responsible agri-investment, and facilitates multi-stakeholder collaboration to ensure this investment delivers shared value, as both commercial returns and a beneficial impact on jobs, incomes, and food security.

In addition, the Grow Africa Investment Forum offers a flagship annual event, bringing together Heads of State, Agriculture Ministers, leaders from business, farmers and civil society, and G8 Development Ministers to report on progress, highlight challenges, and showcase opportunities for investment and partnership (see video).

Grow Africa has contracted Wasafiri to provide programme support since its inception, including:

  • Strategy development, team coordination and programme management
  • Stakeholder engagement, especially with farmer organisations, domestic companies, African institutions and donors
  • Facilitation and communication support at Grow Africa Investment Forums, including event reports
  • Managing stakeholder engagement in Cote d’Ivoire, Burkina Faso, Ghana, Nigeria, Tanzania, Rwanda and Malawi.
  • Producing Grow Africa Annual Reports, to the acclaim of international leaders
  • Developing and maintaining Grow Africa’s first website
  • Securing donor finance worth over $10 mn.
  • Devising a comprehensive M&E strategy
  • Facilitating the Smallholder Working Group, a network of pioneering companies seeking to work with smallholders to make them more profitable an productive.
  • Researching and writing briefing papers on key topics such as Smallholder Delivery Models or Fertiliser Subsidy.

For Wasafiri, Grow Africa provides evidence that our approach to systemic change works. Grow Africa’s alignment of political and commercial interests and its unprecedented cross-sectoral collaboration have combined to generate the commitment, intelligence, direction and action required to deliver change at scale.

Its rapid progress also means this action-oriented partnership-based approach is inspiring the design of initiatives to tackle systemic challenges in other contexts, such as Grow Asia, Power Africa, Move Africa and the Zero Hunger Challenge. As the world looks to new collaborative approaches for delivering the SDGs, papers from the World Economic Forum  and the Harvard Business Review cite Grow Africa as powerful model for transformative, systemic leadership.

Foundations laid for peace and stability in Somalia

by Hamish Wilson/

In 2012 Somalia lay at a crossroads. Two decades of war had left the region devastated, bereft of a functional government and without even the most basic services such as schools or clinics, a society shattered by violent extremism and conflict between rival clans and warlords.

The year heralded great change. African Union forces regained control of the capital Mogadishu, driving out insurgents from strongholds across the south, laying the groundwork for a fragile transition to the country’s first democratically elected administration.

Yet, in one of the most volatile and dangerous regions on earth, progress remained precarious and expectations low. In a context such as this, how do you establish even the most basic conditions essential to peace and stability?

Wasafiri’s Director and lead of our Stabilisation & Conflict Practice Area, Hamish Wilson was deployed to the British Embassy in the newly created post of Senior Stabilisation Adviser in early 2012. His most pressing requirement was to help bolster the precious political and security gains being made in newly recaptured cities across Southern Somalia. The challenge was made even more daunting by severe constraints on access and with few partners willing to work in the most dangerous areas.

In response, Hamish established a dedicated cross-departmental Stabilisation Team supported by a flexible funding mechanism – an innovation in the British Government’s stabilisation efforts worldwide. The team built a portfolio that grew rapidly to USD17m worth of projects delivered across seven of the hardest to reach and most strategically important locations in the region, playing a key role in:

  • Reconstructing offices and community centres in each of Mogadishu’s 16 districts
  • Rebuilding bridges, roads, stadiums and street lighting in 5 newly ‘liberated’ cities
  • Recovering over 1000 bombs and explosives in Baidoa
  • Restoring five community radio stations
  • Training 500 women and young men in vocational skills
  • Rebuilding over 10 markets supporting hundreds of new jobs
  • Tackling conflicts between the 6 major clans of the Central Regions
  • Building the capacity of the Ministry of Interior, President & Prime Minister’s Offices

Few organisations have been able to move as quickly or as responsively to the ever-changing situation in Somalia. As a result, the British Government has helped lay the foundations for the effective delivery of longer-term recovery efforts vital to eventual peace and stability.

Boosting Rwanda’s capacity to implement environmental policy

by Hamish Wilson/

The Rwandan Ministry of Natural Resources (MINIRENA) has a remit to coordinate, formulate policy and provide guidance on policy implementation to the environment and natural resources (ENR) sector. The latter is made up of a number of sub-sectors (environment, lands, water resources management, mines and forestry) that provide critical inputs towards poverty reduction efforts within the country, including in rural areas.

Policy implementation in particular is often a daunting task and calls for a dynamic, iterative process that unfolds differently in varying contexts.  One of the key considerations in this regard is the need for sustained capacity at individual, institutional and organisational levels. MINIRENA is a relative newcomer, having only been created in 2011 following a merger between the former Ministry of Lands and Environment and the Ministry of Forestry and Mines. As such, it is still in the process of rebuilding itself.

To assist with this process, UNDP Rwanda commissioned Wasafiri to assess the gaps in MINIRENA’s capacity to effectively deliver on its mandate within the ENR sector. The recommendations which resulted have highlighted specific areas that need strengthening within MINIRENA, which has in turn helped inform UNDP Rwanda programming with respect to capacity building interventions for the next 5 years.

Integrating gender into Burundi’s transitional justice mechanisms

by Hamish Wilson/

Women in Burundi have faced structural inequalities and systemic discrimination due to attitudes deeply embedded in the collective psyche of Burundians. These inequalities were exacerbated by cycles of political violence (and impunity) that shook the country. Yet despite bearing this heavy burden, women have played a crucial role in the search for peace and in reconciling warring communities.

In 2011, the Government of Burundi established a Technical Committee (which submitted its report in October 2011) with a view to paving the way for the creation of a Truth and Reconciliation Commission (TRC). Women’s groups led advocacy and awareness campaigns for the inclusion of gender equality issues within the terms of reference of these transitional justice mechanisms.

In late 2012, UN Women contracted Wasafiri precisely to develop a strategy for mainstreaming gender into the country’s nascent transitional justice mechanisms, and specifically as a crucial contribution towards the establishment of the TRC, which was anticipated to take place in 2013. The strategy was used by UN Women to lobby and advocate for a gender-sensitive TRC. In early December 2013, the Burundian Minister of Gender and National Solidarity drew on the strategy in his defence of the government’s proposal on the TRC before the country’s parliament.

Although the parliamentary debate on some TRC issues remains heated, a large consensus has been built around the need to integrate gender into the TRC, based firmly on the benchmarks highlighted in the Wasafiri-produced strategy.