Background Information for Documentation of Best Practices What is a practice A practice describes a process that has been carried out by an organisation/ institution/ community to address one or more specific problems. It can serve as an example and/or inspiration for others that are confronted with a similar problem. The practice describes in a practical way the whole process of implementation as it has taken place. In the section on ‘critical issues and lessons learnt’ the writers can analyse what they would do different next time or can suggest alternative options in any of the sections covered in the practice. The source of information is included to ensure that more details on the process can be obtained if necessary. A practice usually has a longer time frame and it must be sustainable in the context in which it is applied. For instance, if the practice describes an income generating activity, it also needs to address the sustainability of this. If a (donated) grinding mill is broken, it also needs to discuss how the cost for repair is organised. The process of writing down what exactly has happened and why is in itself a learning experience that can be used to evaluate the practice and to adapt approaches that do not work. The process can also be used to determine indicators for monitoring where these had not been formulated before. 1 Format of a practice The format outlined below has to be followed in order to produce a clear and standardised description of the practice. The description of the practice should in principle not cover more than 2-4 pages. Title The title has to mention first if the description is a practice or a technique. This has to be followed by a short title. The title should be catchy and appealing and should give an indication on the content of the practice. For instance: Practice: Communities generate income for orphan support. The title should also mention the country in which the practice is situated. 1 Description of practice Brief description of what the practice is all about. It can describe the goal, but should not include the context and the who, when, where, how. It is needed so people can see in an instant if the practice addresses a problem that they also face. 2 Level of intervention This describes at what level the practice has been carried out. This does not automatically imply that it can only be applied at this level. In some instances practices can be transformed to suit a different level. 3 Prospective users of the practice This describes who could apply or modify this practice. This can be individuals, groups, facilitators, organisations (NGOs, government) at different levels of intervention. 4 Problem addressed Describes the problem that was addressed and that has instigated the practice. This section should be relatively short and not describe circumstances that led to the problem. It is possible that more than one problem is addressed at the same time. However, in the description of the implementation, the different problems may have to be described separately. 5 Purpose of intervention This describes the concrete end result that is expected by using the practice. This may be a one time result (for instance raising funds for a building) but may also be an ongoing activity (income generation to cover the cost of supporting orphans in the community). 6 Context The context needs to describe the circumstances that were of influence on the development, implementation and impact of the practice. This may pertain to the stage of the epidemic (prevalence), the trend of the epidemic and the role of the different actors involved. Further it may cover cultural, social, religious, economic, geographical, political, environmental and institutional factors. It may also pertain to demographic factors such as size of the population. This context is essential for readers because it will explain if a practice could be applied in their own setting. It should however not be too extensive: not all issues mentioned above have to addressed. 7 Process This describes the overall process from the moment the problem was identified and the decision to address the problem was taken. It includes priority setting, conceptualisation, planning, implementation and monitoring. It also addresses measures taken to ensure sustainability of the practice. It also gives an overview of main actors involved in the different stages of the process. 8 Steps in implementation Chronological sequence of activities taken by the different actors involved during the whole process. This description should be as concrete as possible. For instance, “joint planning” does not describe how the planning was done and who was involved. It should be described as “ the six actors (identified) carried out action planning with the help of an action planning matrix (name of technique used)”. 9 Duration When a practice has a clear starting and ending point, these dates should be mentioned. Often a practice will be ongoing. In this case, at least the starting date of the practice should be mentioned as well as those of different phases in the practice, where applicable. 10 Resources required for the practice This section has to cover: • Skills needed (for example, being able to cook if you set up a commercial kitchen; different expertises needed) • Infrastructure/materials required (having a stove to cook on, bicycles to deliver food, telephone) • Financial resources (think of salaries, fuel, running costs) where possible the costs should be given in US$ to give a clear indication (but this may not be relevant in all cases). • Training required (for instance book keeping) • Human resources required (number of people/person months) 11 Indicators for monitoring Ideally, at the start of a practice a goal is set as well as an overview of activities to be undertaken. Indicators are included for measuring results of the different activities. Such indicators can be mentioned and also how and by whom they are collected. Where this has not been done, the establishment of indicators afterwards with the stakeholders involved in the practice can be a good learning tool. Examples of indicators are: numbers of volunteers involved in home based care, frequency of visits, referrals to and from health posts, reports of meetings, number of products sold, indicators measuring expected results etc. 12 Positive impact These may be anticipated impacts (the goal to be reached) but also include not anticipated impacts that have occurred as a result of the practice. For instance increased acceptance of HIV/AIDS in the community, reduced stigmatisation. These may be difficult to measure, but further indications can be given such as more people volunteered for home based care, more self referrals came in etc. 13 Challenges and pitfalls Here the problems encountered in the process of the practice need to be mentioned. Describing what went wrong in relative detail enhances the capacity to avoid the same problems by those who would like to adapt the practice. For instance sustaining voluntary work needs incentives (bicycle, workshop, visits to other communities etc.) It also includes non-anticipated negative impacts such as increased stigmatisation as a result of being open about HIV/AIDS. 14 Critical issues and lessons learnt Reflection and analysis of the practice. Often in retrospect you realise that certain circumstances were very important for the development of the practice. You also realise which parts are crucial for success and which should be taken into account by other people who want to adapt/adopt the practice. The analysis in itself is a good learning activity. Lessons learnt may also address preconceived notions that turned out not to be true (for instance the (im)possibility of formal and informal services working together). Issues of sustainability have to be included here. In case a programme has been set up with outside funding, what is going to happen when the funding ceases; how are funds for operation and maintenance collected. 15 Source of practice and dialogue Here the name of the organisation and/or contact person that has carried out the practice is mentioned. Sufficient details should be included for readers to be able to contact this person/organisation. In case there are more organisations carrying out a similar practice, these details may be included. It is also useful to refer to documentation in which the same or similar practices are mentioned (both virtual and/or hard copy). 16 Editors note for learning This is done by the editors (KIT) and will include a reflection on the practice, its connection to techniques that are included in the catalogue and current application/adaptation of a similar practice in other countries for global learning. 17 User feedback When the practices have been adapted and implemented by others, it will be good if users give a feedback on the use of the practice. This will enrich the learning from experiences and will be included in the practice description. Example of a Best Practice Practice: Communities generate income for orphan support, Zambia (this description is not yet ready) Section Content 1 Description of practice Income generating activities started by a community to support orphans 2 Level of intervention Community level 3 Prospective users of the practice Communities, district authorities, NGOs, churches involved in orphan care 4 Problem addressed • Lack of community activity to support the orphans in the community • Lack of funds to support orphans in the community 5 Purpose of intervention To provide the increasing number of AIDS orphans with basic needs as food, shelter and education 6 Context • The headman HIV+ (open) of a rural village was concerned by the inactivity of his own community. He went to see another AIDS program in Zambia to get ideas on how to tackle care & support for HIV/AIDS orphans and children. An NGO hospital provides some support in some of the communities: the NGO supported the Headman for his 1st visit. • Another organisation allowed him to pay a visit to a second HIV/AIDS community programme. • No effective Government services in place for aids orphans or food programmes • High prevalence area (around 15% adult seroprevalence) 7 Process • Identification of the problem (inactivity of his community) • Orientation visit to a community with similar problem but with a positive response. • Mobilisation of other headmen to raise awareness and get peer support • Second orientation visit to another community programme. Headman invited because of his openness. • Headmen agreed to allocate a piece of land in the interest of orphans to develop IGA and agricultural based skills. • Involvement of youth (no association) by headmen. • Invitation of schools and hospital (NGO) to participate in this project. • Approach of a donor who happened to visit the area. Section Content • Project developed and costed with the support of the hospital NGO ($6,000) 8 Steps in implementation Implementation carried out by the villagers. 6 months after meeting the donor, the project started. Activities: IGA which are grinding mill, farming and oxen renting Help in purchase of school materials for orphans, food for orphan’s family. 9 Duration Process started in 1997, funding was secured after 3 years (2000) and activities are now on going without external support. 10 Resources required 11 Indicators for monitoring 12 Positive impact • Food security for orphans • Improved school attendance for orphans • Reduced stigmatization among the community • Ownership 13 Challenges and pitfalls Distrust and jealousy from other headmen 14 Critical issues and lessons learnt • Personal initiative critical for further ownership and sustainability • Importance of experience sharing at the same level (community in that case) • Flexibility of the donor • Involvement of critical actors in the community • Critical role of the NGO in facilitating the beginning of the process 15 Source of practice and dialogue • Chikombolo Youth Project, Southern province, Mazabuka Zambia. • Salvation Army Chikankata 16 Editor’s note for learning This is a clear example of community-driven response which is more sustainable than commodity-driven response. This emphasises the role of the facilitation in the development of the Local Response. If the NGO would not have been there, the 1st visit would not have happened. Such approach could be used in similar communities in Africa, BUT the personal initiative of the local leaders is critical for the practice to happen. 17 User feedback