2020 - 2025

Where we have come from

Over the course of Firelight’s 20-year history we have support community-based early childhood programs and practices – from holistic caring for vulnerable children and families to structured learning through play programs, from in-home parent support to ECD centres.

Our theory of change

When community-based organizations are supported with the time, knowledge, skills and resources to: 

Understand what children need to reach their full potential (e.g., nurturing care, enabling environments at multiple levels, multiple sectors and stakeholders at different levels, systems thinking, essential role of parents);

Examine and critically analyse global and local policies and programs/models to determine what is contextually relevant, what is working, what needs adaptation, and what needs strengthening;

Identify and leverage existing knowledge, practices and services/platforms with a view to build on and strengthen local systems (communities-CBOs-government) and ensure sustainability;

Determine and prioritize children and families who are at risk in their communities;

Enable communities to identify and value existing knowledge, practices, and platforms that positively support parents and promote children’s health and development;

Utilize participatory learning and action strategies to work in partnership with communities and other partners (e.g., local government) to jointly identify, prioritize, and respond to gaps in attitudes, knowledge, practices, programs, or platforms to catalyse improved supports for parents and nurturing care for children, particularly for vulnerable children and families;

Develop implementation plans aligned with the local context and with sustainability in mind; and

Track, understand and share progress and refine actions accordingly.

Then community-based organizations will have the knowledge and skills to: 

mobilize and catalyse community-driven actions which improve and create enabling environments that support nurturing care for children, particularly for vulnerable children and families.

And community-based organizations, communities and local government will:

have the knowledge and skills to jointly asses, plan, implement, and evaluate effective and sustainable actions which promote the health and development for children under age five in their communities.

Project Description

In 2020 established two clusters of community-based organization grantees in Malawi and Zambia who will be supported over a 3 to 5-year period to engage their communities in building, enacting or enhancing positive community-driven early childhood nurturing, education and care systems. 

Objectives

Firelight is using the above theory of change to attain the following objectives: 

• CBOs understand and use global and local knowledge of what children need to develop to their full potential to value and build on local knowledge, practices, initiatives and systems that are supportive of what young children need to grow and develop to their full potential.

• CBOs have the capacities and resources to work with communities and local government to jointly assess and improve/create enabling environments which support nurturing care for children.

• CBOs engage in learning, networking and policy influence and have stronger organizational systems and processes.

• Evidence, learnings, and knowledge are synthesized and shared locally, regionally, and globally to improve understanding of how CBO-community-government collaborations can improve/create enabling environments that support nurturing care for children.

Approach

Programs and operations grants 

In Year 1, CBO grantee-partners received small learning and planning grants to facilitate their participatory learning and action planning processes with their communities. CBO grantee-partners will spend meaningful time with community members and key stakeholders in participatory processes of mapping/identification of needs and assets, understanding systemic/root causes, prioritize issue areas to focus on, generate actions/solutions, and develop action plans. These foundational processes will form the basis of CBO grantee-partners’ grant proposals for implementation grants in Years 2 and 3. 

In Years 2 and 3, CBO grantee-partners will receive grants to support their programs and operations under this initiative. Proposals/plans will be expected to show how the proposed community actions/solutions improve/create enabling environments which support nurturing care for children, particularly for vulnerable children, and especially responsive caregiving. CBO grantee-partners and community leaders will be expected to leverage and build on existing knowledge, practices and systems as well as available resources including government funds or community contributions. Partners’ proposals, workplans, and budgets will also be expected to include ongoing participatory processes for planning, implementing, monitoring and evaluating, and learning and adaptation during the implementation phase. Finally, ongoing attention will be given to community / local stakeholder ownership of the project, with an eye to continued community action after the end of the project cycle.

Learning and evaluation

This initiative is employing participatory learning and evaluation processes that are integrated throughout the project cycle, with more systematic and intentional learning at three key points – at the start (during participatory mapping of issues and root causes) at the Year 3 mark (with a more in-depth evaluation and learning phase) and near the end of the project (as we evaluate impact and consolidate learnings). CBO grantee-partners will be supported to intentionally capture and document learnings at these key three points, but also throughout the project, to understand what has been working well, what has not, and lessons to carry forward. CBO grantee-partners will be supported to share their learnings in key within-cluster and beyond-cluster convenings/fora. In addition, CBO grantee-partners will be supported to work with community structures in using indigenous methodologies* that will reflect the progress made and measures to be taken within their own communities for children’s development. Particularly promising processes and models will be documented as case studies for wider sharing. 

In addition, Firelight’s overall learning agenda in this initiative will be guided by the following key questions:

• How can CBOs be effectively supported to empower, mobilize, and collaborate with community leaders, local authorities, existing community structures, government, and beneficiaries in the conceptualization, design, implementation, and evaluation of community action plans for improved early childhood development? (i.e., How can we best support CBOs to partner with communities to achieve optimal ECD?)

• Can CBO partners – with funds, time, and support – create meaningful change in the capacity and engagement of communities to map out, prioritize, and respond to key issues affecting young children in their communities? (i.e., Do we see changes in community capacity for providing nurturing care?)

• Is community-driven action an effective and sustainable response to addressing the key needs and issues of young vulnerable children in sub-Saharan Africa? (i.e., Does this model work?)

• What are the key components and processes important to the success of CBO-community partnerships for effective and sustainable community responses/solutions for early childhood development? (i.e., What is a replicable ‘model’ or approach for community-driven ECD?)

An illustrative Outcomes and Indicators matrix is available here.

*By indigenous methodologies we mean local techniques that are responsive to the local needs and context and are used by local people for inquiry, data collection, analysis, sharing and usage. 

A six phase approach to supporting CBO grantee-partners in the new clusters over a six-year period.

Year 1

Phase 1 – Partner Selection and Onboarding
Firelight scopes, identifies/selects, and engages in participatory capacity assessments with new CBO partners.
approximate duration 6 months

Phase 2 – Participatory Learning and Planning
Firelight works with new CBO partners to: participatorily strengthen partners’ capacities in ECD; strengthen partners’ capacities in systems thinking and participatory methodologies; and support partners to carry out participatory learning, systems thinking and action planning around ECD with their communities.
approximate duration 6 months

Year 2-3

Phase 3 – Piloting and Refining
CBOs partner with communities and local authorities to collaboratively implement and refine their participatorily developed local responses/ solutions for ECD in their communities. Firelight and Multi-Form Mentors provide ongoing capacity support in response to emerging capacity needs, and facilitate shared learning and collaboration within and across clusters.
approximate duration 18 months

Year 3

Phase 4 – Evaluation and Adaptation
Firelight supports CBO partners and their communities to more deeply evaluate and reflect on the effectiveness, continued relevance, sustainability, and strengths and gaps of their models; consolidate learnings; and improve their strategies and practices.
approximate duration 6 months

Year 4-5.5

Phase 5 – Implementation
CBOs continue to partner with communities and local authorities to implement participatorily developed local responses/ solutions for ECD in their communities and having transition plans in place. Firelight, consultants, and Multi-Form Mentors provide ongoing capacity support around emerging capacity needs, and facilitate shared learning and collaboration in the cluster.
approximate duration 30 months

Year 6

Phase 6 – Evaluation, Consolidation of Learnings, and Graduation
Firelight supports CBO partners and their communities to participatorily evaluate and reflect on the effectiveness, continued relevance, sustainability, and strengths and gaps of their models, and adapt/ refine their approaches as appropriate. Firelight and CBO partners consolidate and document learnings around how communities can use indigenous methodologies to develop and sustain relevant, effective, and sustainable solutions to the needs of young children and families in their communities. CBO partners are graduated from funding partnerships with Firelight, with a continued community of learning and practice.
approximate duration 6 months

Profiles of CBOs supported under Firelight’s new ECD initiative 

Malawi - Mulanje District

We will work with 6 CBO grantee-partners providing services to communities in three Traditional Authorities (TAs) in Mulanje district.

• TA Mabuka

• TA Chikumbu

• TA Njema

1. Tiwasamale CBO

T/A Njema

CBO was established in 2008 in response to effects of the HIV and AIDS pandemic in the community. Tiwasamale is a grassroot organization working to mitigate challenges facing youth, children people living with HIV and AIDS (PLWHA). The CBO has  been successful in establishing 3 CBCCs, rescuing children from early marriage and improvement of health for People Living with HIV and AIDS (PLWHA).

2. Malilima CBO

T/A Njema

The CBO was established in 2006 by an agriculture extension worker in response to effects of HIV and AIDS in the community, to mitigate food insecurity and child abuse, as well as to promote afforestation. It was registered in 2011. Its location deep in the community presents an opportunity of regular interaction of the day to day needs and dynamics of the community. To achieve their objective, the CBO works with different stakeholders including community structures e.g. VDC, village heads, mother groups, village heads, Traditional Authority (T/A) leaders and other CSOs like GAIA etc. Malilima intervention focuses on different components affecting different members of the community for example children birth through 5-years-old and school- aged, promoting food security, and mitigating effects of HIV and AIDS. 

3. Nachikodowa CBO

T/A Chikumbu

Nachikodowa was established in 2012 to promote the smooth transition between ECD and Early Primary to encourage better performance at Early Primary. It was also meant to respond to the effects of HIV and AIDS in the community, support the elderly and to reduce early marriage and teenage pregnancy cases. Through its members who are present in all their target communities, they identify issues for intervention. They work through the same structure (members who are present in all their target communities) and with the village heads in implementing their activities. The organization has experience in working with the vulnerable in the community including the elderly,  People Living with HIV and AIDS (PLWHA), children and youth. They manage  6 CBCCs, intervene in cases of early marriage and teenage pregnancies, establish children and youth corners, support the elderly in the community and provide psychosocial support for PLWHA.

4. Children of Hope Organization (COHO)

T/A Chikumbu

The organization began as Nachimango CBO in 2005 but transitioned and joined the new outfit now called Children of Hope Organization (COHO) since 2017. In its two years of existence, COHO has made great strides in establishing strong relationships with communities. They work very closely with community representatives who encourage community members to bring about issues for intervention. They also work closely with village heads and mother groups. COHO supports child protection, awareness and promotion of child rights and women's economic empowerment. They have established and are managing one Community-based childcare center (CBCC). 

5. Misanjo CBO

T/A Mabuka

Misanjo CBO  started in 2006 as a youth club to increase the preparedness of children during the transition from ECD to Early Primary, reduce the instances of child abuse and respond to the need for psychosocial support for orphans. Misanjo is uniquely positioned in the community enabling it to identify with community needs and also work closely with members of the community in implementing interventions that help mitigate these challenges. They do this by working with representatives from different communities and community leaders. Since their establishment, the organization has implemented activities aimed at alleviating challenges faced by children and youth, mitigating challenges faced by people affected by HIV and AIDS. 

6. Mphusu CBO

T/A Mabuka

The organization was established in 2012 to respond to environmental challenges caused by flooding, challenges that children under five years old face and to prepare children for transition from ECD into Early Primary. Subsequently, the organization has also supported secondary education students. Mphusu CBO are from and live in the community and they leverage this to identify everyday issues that communities face and where they can, design activities to mitigate them. They work closely with other stakeholders especially community leaders, Village Development Committees (VDCs),  parents, teachers and members of community policing forum.  Since it was founded, the organization has implemented different programs/activities in response to community needs for example; afforestation , child protection center services, care for the elderly, home based care for people affected by HIV and AIDS. 

Zambia – Western Province

We will work with 7 CBO grantee-partners providing services to communities in four districts in Western province.

• Mongu district

• Senanga district

• Kalabo district

• Kaoma district

7. Youth and Childcare Foundation CBO (YCCF)

Mongu District

Youth and Childcare Foundation was  founded in 1996 by a group of young people to address needs of vulnerable children. Their key focus is child protection. YCCF has demonstrated experience of working with different community stakeholders - community volunteers, school authorities, community leaders etc. - in identifying vulnerable children, and undertaking interventions for vulnerable youth and children facing various challenges. Their implementation is informed by community needs in areas such as educational support, youth advocacy, human and child rights awareness creation and livelihood strengthening. They are part of strategic networks in the district such as District Social Welfare Committee and District NGO forum that they work with in identifying and monitoring child protection in communities and in schools. 

8. Namuso Community Development Organization (NACODO CBO)

Mongu District

Namuso Community Development Organization was established by World Vision in 2013 as a sustainability mechanism for their children welfare and capacity building project. After World Vision's departure in 2013, the organization continued to survive, growing their income generating activities (IGAs) and supporting more vulnerable children and youth. Namuso have a strong community presence and have a community driven approach. They support vulnerable children and youth between birth through 24- years-old. It is a learning organization that encourages free flow of information among different stakeholders and this has been key in sustaining organization's growth.                       

The organization's programs revolve around supporting children and youth and upholding their rights through livelihood support of guardians and skills training. The organization enjoys trust and confidence from their target community. They have demonstrated resilience in sustaining programs that support youth and children keeping alive their dream to build capacity of communities and to mobilize resources that contribute to sustainability.

9. Whispers Infant Care and Support (WICS CBO)

Mongu District

Whispers Infant Care and Support was established in 2006 to respond to issues affecting children after maternal death or during critical illness as well as maternal health. They target  vulnerable children from birth through 3-years-old. They ensure the support of beneficiaries (caregivers and children) by meeting their basic needs. Their commitment to support vulnerable children is strong and unwavering even under resource-scarce circumstances. Communities recognize the work they do and seek out their support in taking care of children whose parents have died or are chronically ill.

10. Senanga Shangombo Life Savers (SESHA CBO)

Senanga District

Senanga Shangombo Life Savers (SESHA) was founded to address HIV prevention in Senanga and Shangombo Districts including provision of voluntary counseling and testing (VCT) services in deep rural communities who would not otherwise access these services. The organization works closely with health centers and through community leaders and Indunas to mobilize communities. As part of the HIV and AIDS awareness creation, SESHA facilitated a Prevention of Mother to Child (PMTC)  Program targeting pregnant mothers and newborn babies. SESHA’s work was around reduction of effects of HIV/AIDS on children and youth. They engage community leaders actively in mobilization of their activities and this has given a strong entry point and acceptance by the community. SESHA participates actively in networks for example District HIV/AIDS Taskforce (DATF) and District Development and Coordinating Committee (DDCC) and other CSOs forums where they share their learnings and benefit from peer learning. 

11. Teacher Response Against Child Abuse (TRACA)

Kalabo District

Teacher Response Against Child Abuse was founded in 2014 by a group of teachers. It is a national outfit but the district chapters are independent fundraise on their own, with their own activities and fundraising activities. TRACA works very closely with different community stakeholders' networks and committees who act as safety nets for children. TRACA focus on vulnerable youth and children (from birth through school-aged children) in particular child abuse and work with different community level stakeholders and government ministries/departments in this area. They have demonstrated strong grounding-in and collaboration-with the community. 

12. Kaoma Women Initiative that Strengthens and Empowers (Kaoma WISE) CBO

Kaoma District

Kaoma Women Initiative that Strengthens and Empowers (WISE) Trust CBO started in 2002 as a women's club aimed at empowering their community members, especially women. The organization has led to the growth of a national outfit called WISE Zambia which is operates independently but the CBO continues with its community work. They work closely with communities through women clubs to identify community needs for intervention. Kaoma Wise Trust activities have a clear understanding of the problems they are mitigating in the community. Their activities are focused on  supporting education for vulnerable students (scholarships for both boys (20%) and girls (80%)), economic empowerment for women, mitigating early marriage and gender-based violence, water and sanitation and promoting mother and child health.  To do this, they work closely with different government departments and Civil Society Organizations (CSOs). Kaoma Wise Trust value and respect the rights of children and their work revolves around preparing a better future for them. They embrace community input and work with them collaboratively in their effort to give vulnerable children equal opportunities, especially in accessing education.

Kaoma Wise Trust is deeply grounded in the community and works very well with different stakeholder in needs identification and in implementation of their activities.

They have demonstrated the capacity to establish sustainable programmatic and organizational solutions.

13. Maranatha Grassroots Institute (MGI) CBO

Kaoma District

Maranatha Grassroots Institute was established as a youth organization in 1991 to train youth in vocational skills. Their mandate has since changed to include other programs.

They have an established community network and strong partnerships; working with volunteers from the community, village headsmen, churches, schools  and local politicians. They also work with district development committees and like-minded CSOs. The organization's programs have a holistic approach in responding to community needs. Their programs span across vocational skills training for youth, health promotion programs for youth (peer education on HIV and AIDS) and children’s nutritional support, livelihood programs for women and psychosocial life skills for children (up to 10-years-old ) and youth (up to 25- years-old). The organization has high level of trust from both the community and the government because of their values of accountability and openness in partnering with different stakeholders to mitigate challenges faced by their communities. They have sustained their organization's work using IGA’s. 

What progress has been made so far?

Although we are still capturing learnings from this initiative, early observations and feedback indicate that there is already significant transformation happening in communities who have embraced community-driven systems change for early childhood development.

Some of the changes we are seeing at the CBO and community level include –

·    Community stakeholders playing a central role in the development, prioritization, and implementation of solutions. As a result, there is actual community ownership, participation, and contribution in implementing prioritized solutions.

·    Strong collaboration and partnerships between stakeholders including local government in implementation of activities for example mobile clinics, strengthening quality in ECD centres, promotion of nutrition programs, etc.

·    CBOs have anchored their interventions on existing community structures. In some communities, the respective community leaders are the champions for the initiative.

·    Some key stakeholders like District Education Officers are adopting the community-driven systems change approach as they recognize it supports a bottom-up approach that mobilizes community ownership and action, and is more sustainable and impactful in the long-term.

·    Community structures such as care groups are becoming stronger, more functional, and more efficient at the grassroots level, and include more representation from households to reduce malnutrition, and fight mother-to-child HIV transmission.

We continue to reflect on emerging learnings, such as –

·    Community-driven systems change is dynamic and constantly evolving; and requires involvement, open dialogue and reflection, and flexibility/adaptation from all involved parties (communities, CBOs, Firelight).

·    Starting with end goal in mind and transparently sharing information about the initiative equipped CBOs and communities to prepare their interventions with clarity and vision.

·    Genuinely listening to and giving CBOs opportunities to reflect on their capacity needs and strengths is helpful in ensuring relevance of the capacity strengthening support.

·    Orienting partners on local and global ECD concepts equipped them to surface root causes and solutions from their own communities without limiting themselves to specific models brought in from outside.

·    CBO grantee-partners are operating in a complex environment in which other key actors such as INGOs have been implementing more paternalistic and top-down approaches, and shifting attitudes/ expectations/ practices among communities, government, and civil society is a continuous work in progress.