What barriers might hinder the success of your project and how do you plan to overcome them?
Financial sustainability of the action will be achieved in a number of ways. The action focuses on promoting access to primary health care including disease prevention and sanitation which are priority areas of MoH, RGC. The RGC is already mandated to guarantee health for all, particularly the poor and the marginalised. Thus the strategy of working within the public health delivery framework with government authorities and engaging with CSOs and community-level stakeholders will contribute to the financial and economic sustainability of the project. This not only offers good value for money to the European Union but means that at the end of the project the knowledge, skills and systems which will have been set up within these organisations for this work will continue long term. The majority of the approaches developed as part of the project are low cost and rely on existing resources at a community level to be implemented. Within project partners and local NGOs who will be sub-contracted, capacity building will address issues of financial management with a focus on proactive project accounting and financial systems strengthening. The advocacy initiatives will be focused on influencing policy makers and health authorities for inclusion of community participation in healthcare programming, and to provide ongoing and appropriate support to include this in health service provision. The commitment generated to ensure community participation and inclusion of marginalised groups together with working through existing community structures (like HCMC, VHSG) structures will ensure financial sustainability to continue without external assistance.
Building sustainability at an institutional level
The project has been designed to ensure the continuation of project activities and benefits after the end of the funding period. There is strong demand for the action evidenced through consultations with key stakeholders during implementation of the ongoing MEDiCAM project on increasing community participation in health policy planning. This institutional demand and ownership will ensure the perpetuation of activities beyond the project life-cycle. The project will create a cadre of Master Trainers from amongst local CSOs, OD staff and representative of marginalised communities which will ensure that learning remains within the communities and continue to support future endeavour for promoting community inclusion. Further, the action aims at increasing awareness of communities and service providers about health related consumer rights and provider rights and responsibilities that will bring about long-term changes as well. The Community mechanisms like Community Health Forums and Community Health Dialogue are also expected to outlast the project term and be integrated in public health service delivery system.
The project focus is on building advocacy skills of CSOs in CFA including developing a group of Community Champions, and this in itself will lead to creation of a group of “local and OD level advocates” for community participation and inclusion of marginalised voices in health service provision. The effect of this will to go beyond project term.
The 25 Master trainers from CSOs and OD health system who will receive training in advocacy and participatory research and information management approaches will contribute towards building local and national pool of resources and ensure they are able to provide support to similar development activities calling for increased participation of vulnerable groups.
Sustainability of partners: The initiative will develop the capacity of indigenous organisations (RACHANA and other local NGOs), most of whom are MEDiCAM members, working in Cambodia for a long time and will continue to work much beyond project end. This action aims to maximise the retention of skills and knowledge within the participating partners and the communities they serve, so that utilise these skills long after the project ends. Technical support to strengthen annual planning, financial reporting and budget control mechanisms and training on monitoring tools, will equip partners will skills and systems of value to other actions and their work in general. The long-term nature of the partnership with these organisations provides opportunities for MEDiCAM to jointly monitor the impact of this initiative, over a longer time-scale and to ensure that all partners have a common vision of the project and its intended impact.
Sustainability at policy level will be achieved through focusing on strengthening policy and practice at local and national levels to ensure that the needs of poor and vulnerable communities are addressed in health sector planning and delivery processes, and are identified and met by policy makers and health authorities. The project activities – particularly CHFs where higher level health authorities participate, publication and dissemination of MEDiCAM Annual Position paper and advocacy and lobbying with relevant authorities and decision-makers at local and national levels – are geared towards changes in health policy and programming by making it more inclusive to primary health care needs of the poor and vulnerable groups and demanding more budgetary allocation for the issue. Alongside this, strengthening the partners’ networks under the MEDiCAM umbrella along with strong CSO linkages at the local, province and national level will also contribute in effective policy advocacy, thus ensuring policy level sustainability.
Tell us about your partnerships
Rachana has 15 years experiences on promoting health issues, 6 years experiences on livelihood activities. Rachana is a member of MEDiCAM since 1994. It is 15 years. RACHANA has been working together with MEDiCAM in identifying the geographic areas and initiatives on having community health dialogue, and other actions on enhancing vulnerable communities. RACHANA will be the key partner in rolling out training, community health forums, community health dialogues, and implementation of community annual advocacy.
A partnership is a relationship of substance between two or more organizations involving shared responsibilities in undertaking the action funded by the European Commission (Contracting Authority).
To ensure that the action runs smoothly, the Contracting Authority requires all partners to acknowledge this by agreeing to the principles of good partnership practice set out below:
1. All partners must have read the application form and understood what their role in the action will be before the application is submitted to the Contracting Authority.
2. All partners must have read the standard grant contract and understood what their respective obligations under the contract will be if the grant is awarded. They authorize the lead applicant to sign the contract with the Contracting Authority and represent them in all dealings with the Contracting Authority in the context of the action's implementation.
3. The applicant must consult with its partners regularly and keep them fully informed of the
Progress of the action.
4. All partners must receive copies of the reports—narrative and financial made to the Contracting Authority.
5. Proposals for substantial changes to the action (e.g. activities, partners, etc.) should be agreed by the partners before being submitted to the Contracting Authority. Where no such agreement can be reached, the applicant must indicate this when submitting changes for approval to the Contracting Authority.
6. Where the Beneficiary does not have its headquarters in the country where the action is implemented, the partners must agree before the end of the action, on an equitable distribution of equipment, vehicles and supplies for the action purchased with the EU grant among local partners or the final beneficiaries of the action.
I have read and approved the contents of the proposal submitted to the Contracting Authority; I undertake to comply with the principles of good partnership practice.
How do you plan to strengthen your project in the next three years?