GAIYA (translation: Gift of Labour) is a national volunteering program that arose as a response to the needs of Nigeria’s grass root communities in Kafanchan to fight poverty, overcome disadvantage and enhance sustainable livelihoods for the excluded populace.This dream was to be achieved through traditional local volunteer practices that have existed since time immemorial. Fantsuam Foundation together with other initiators have formalized and institutionalized this age-old community development volunteering system.
GAIYA volunteers will be mainstreamed in all of our activities, harnessing their expertise and implementing interventions in Sustainable Livelihoods, Health, HIV/AIDS, and ICT Infrastructure.
GAIYA’s feasibility study report determined that there an urgent need to recruit health professional volunteers, train and place them in these rural community health facilities where there was gross understaffing of personnel. GAIYA has carried out the following activities to date:
- Trained and placed 147 health professionals under the categories of nurses and midwives, midwives/ HIV counselors, and Community Health Assistants.
- Nurse volunteers have been deployed to 14 facilities.
- 60 qualified nurses are now working in those facilities providing general nursing and care to community patients.
- For each facility, 2 general midwifes and 1 HIV/AIDS counselor midwife have been deployed.
Communities seeking services from these health centres are now receiving voluntary counseling and testing (VCT) and PMTC services, while expectant mothers have safe deliveries.
- Since GAIYA volunteer midwives were deployed to work in the facilities, more mothers are now attending antenatal clinics.
- HIV counseling and testing is being conducted under the PMTC program.
- Positive mothers are now under ART hence more babies are born free from HIV virus.
- With the presence of community health assistants, disease outbreaks are detected faster and primary prevention is sought earlier by community health assistants.
Lydia and Yat are midwifery GAIYA volunteers placed at Kagoma Community Health Centre in Southern Kaduna who tell us a volunteer story. When they reported to the centre, their first experience was the problem of acute shortage of staff in every department of the hospital. Besides many of the medical facilities in the labs; labours wards, general wards and maternity wards were in a state of poor maintenance and disrepair, though some of them could function. The children’s ward was not regularly swept because casual staff’s names were struck off the employees list in last year’s Government restructuring exercise, so patients were helping themselves to clean the wards. Lydia and Yet took it upon themselves to volunteer in sweeping the children ward to maintain cleanliness in other to avoid spread of hospital disease to the children.
According to Lydia, the labour wards were equally in the same state, but being a midwife, she immediately requested the health centre to permit her participate in the management of the wards and deliveries of expectant mothers. She had earlier on observed that mothers and their delivery processes were porly managed leading to refusal of women to attend antenatal and maternity services.
Within her first week in the labour ward, Lydia assisted in 20 successful deliveries in the labour. Within a few weeks, the health centre was flooded with expectant mothers registering for antenatal services. Her challenge however was to divide up time for antenatal sessions and carrying out labour deliveries. To manage this, Lydia drew a schedule for delivering antenatal sessions with the help of Yat that is every Thursday of the week at 9.00am. This gave her time to attend to the untimely expected labour and deliveries for mothers
Lydia’s volunteer stint is full of surprises, on weekends she moves to interact with local communities and has successfully conducted 11 home deliveries for mothers stuck there in the remote parts of the villages. She usually gets information from GAIYA health community workers who traverse the villages for community health sensitisation. Lydia is so surprised that after helping mothers in their houses with safe deliveries, they expect her to ask for payment for the job done. Lydia, the GAIYA volunteer, always tells them that what she is doing is voluntary work only and that she gets personal satisfaction as her pay, when she uses her skills to help mothers in that situation.
Yet on her part spoke to me that when she started her work, she was helping Lydia more often in the labour ward and delivering antenatal sessions. Yat is double trained i.e. a counselor/midwife. As mothers now gain confidence in their services, more of them register for antenatal services. This gave Yat the opportunity to revise the Prevention of Mother to Child transmission of HIV/AIDS (PMTC) program. By the time we went for the placement visit in February 2007, the health centre in charge was full of praises for Yat for this initiative. About 100 mothers had been counseled and 10 of them found HIV positive had willingly registered for the program and were put on ART regime.
1. Partnership for Transforming Health Systems
Fantsuam Foundation’s engagement with PATH started in 2007 when we were asked by ABANTU to facilitate a series of participatory community gender awareness workshops, in one of our host rural communities. Two of our staff provided these facilitations in Kagoma. The community has since asked for an extension/ follow-up of the program
PATHS2 has provided extensive training for Fantsuam Foundation staff in the areas of training and monitoring. We have complimented this with our in-house reserve of skills in advocacy, community mobilization, women and youths engagement in poverty reduction programs, social protection, computer and internet skills, national and international networking, monitoring and evaluation.
All of Fantsuam Foundation projects do focus on how communities can help themselves. The projects are not merely providing health services and facilities from external sources, they are about how to make better use of available local resources. Communities have assets; Fantsuam Foundation recognizes the people as their own most highly prized assets, and encourages them to identify the needs of their communities and make contributions towards its sustainability. Because the goal is to improve the people asset in the community with better health, then the community is able to progress with the progress being sustainable.Every community is different, so each community is assisted to come up with its own unique plan that uses its strengths optimally. The indicators of progress will show how the community benefits from the use of its own resources and how to sustain such efforts.
Fantsuam Foundation is working with local communities to fight poverty and disadvantage in southern Kaduna State through integrated development programmes. Microfinance is a key programme within the organisation both in terms of fighting poverty but also contributing financially to the sustainability of Fantsuam Foundation. Fantsuam follows the Grameen model closely, lending small amounts to small self-guaranteeing groups of individuals which have each been recommended by a community leader such as a Hakimi, Imam or pastor. At present we work in over 60 rural communities.Fantsuam Foundation has successfully carried out action research within its host communities, and used the unfolding results of such research to determine the scale and timing of optimal programmatic interventions.Monitoring and Evaluation is a constant element in all Fantsuam Foundation projects, with daily or weekly monitoring of identified indicators of progress
Each new project at Fantsuam has a project team that manages it, and a key member for the team is the finance Manager who ensures that funds are used according to the funders approved guidelines. Project progress is reported at the weekly meeting of the Project Monitoring Team, PMT.
- Fantsuam Foundation’s relationship with Kaduna State Government and/ LGAs in the State.
Fantsuam Foundation is registered with the Kaduna State Government and the Corporate Affairs Commission. The Foundation works closely with the political and civil service leaders in all the 12 chiefdoms of Kaduna State where it offers services.
As an integrated rural development NGO, Fantsuam provides a range of services across the Local Government Areas of Kaduna State including Kaura, Jema’a, Sanga, Jaba, Kauru and Zango covering 12 chiefdoms addressing the issues of Secure Livelihoods, Health and Education with volunteering and HIV/AIDS mainstreamed across all of our activities.
We are aware that many LGAs, state and federal government departments are running similar programs to support economic development, health and education. Fantsuam explores appropriate and mutually beneficial partnerships with all the LGAs where we work to ensure that the communities we serve receive the best support available to them, and to assist the public sector to deliver maximum positive impact on those communities through Fantsuam’s grass-roots activities and relationships. One of the favorite services that builds capacities in the LGAs is our GAIYA, a volunteering program that builds
Availability of resources are a major challenge both to government and particularly to NGOs and it is our objective to ensure that any resources are used as effectively as possible to drive economic development. We partner selectively with development programs across the public sector where both Fantsuam and the local officials feel that the outcomes will be best served by such a partnership.
As the leading NGO in Southern Kaduna, Fantsuam Foundation is keen to make as great an impact as possible on the economic development of the region and to work with partners as closely as possible in order to achieve this objective where it reflects the same aims of those of these LGAs. Many organizations within the public sector will have similar objectives relating to the economic and social empowerment of their communities and the development of the LGA, the State and the country as a whole.The Kafanchan communities are just recovering from the recent spate of ethno-religious crisis followed by widespread fraudulent activities of some financial houses. Throughout this turbulent period, Fantsuam Foundation has remained a beacon of integrity, probity and dependability for our host communities. During the sectarian crisis, the Fantsuam Foundation complex provided health, physical protection and financial support to its clients, irrespective of their religious or political inclination. The Foundation has extensive goodwill, grassroots knowledge and credibility.We therefore feel confident to continue to partner with PATHS2 in the scale up of FHCs in 8 clusters
From 2010, PATHS2 engaged Fantsuam Foundation to conduct training and mentoring in the following LGAs
The aim of the training is to improve the skills of service provider on the quality of generated health data in the county
Objectives/Expected outcome of the training
- To train service providers on basic functioning of the national management information system in the country.
- To train service provider on the use of the harmonized Health Management Information System (HMIS) tools.
- To train service provider on the use of the various tools in the sectors to generate quality data.
2. Education Support Program in Nigeria
The Nigerian and UK Governments are working together to give all children a better quality of basic educationthrough the Education Sector Support Programme in Nigeria (ESSPIN).
ESSPIN is transforming the management and funding of basic education in Nigeria. Working with government, civil society and local communities, ESSPIN is introducing a range of improvements to the quality of learning and management of schools to benefit Nigeria’s children
ESSPIN is one of a set of DFID-funded State Level Programmes (SLPs), working in governance, accountability and the delivery of health and education services. DFID-ESSPIN supports federal and state authorities as they work both to reform the governance of education and to improve the quality of education that children receive
A, Commercial Agriculture
Poor and inadequate nutrition is one of the major constraints to small ruminant production in the humid tropics of West Africa. In this zone small ruminants are generally kept as a minor farm enterprise, receiving little or no investment in feed, health or housing. The nutrition constraint is viewed in this paper as due to a variety of reasons including: (i) intensification of crop agriculture which has led to diminishing feed resources from fallow lands; (ii) inadequate resources of high nutritive value in natural pasture; (iii) overgrazing/overlopping of natural pasture and fallow trees; and, (iv) lack of resources and interest in pasture production for small ruminants. The potential of natural and planted pasture, as well as of fodder trees/shrubs in improvement of small ruminant production through improved feed, in quality and quantity, is analysed. The special role of tree fodder and its relevance for the smallholder minimum-resource situation are stressed. Planted pasture with forage legumes and improved grasses is presented as unattractive under smallholder situations, though some potential exists for its use for medium/large scale production of small ruminants. Suitable grass and legume species for such pastures are listed. The need for a thorough economic assessment before making final recommendations on pasture for small ruminant production is stressed. The paper also advocates the need to demonstrate workability of pasture production systems through collaboration of research, development and extension.The general function of the farmer is to be responsible for the on site workings of the farm. This includes crop maintenance, watering and irrigation, animal husbandry and minor maintenance.
Undertaking specific farming duties including:
- Soil cultivation and composting
- Tilling and weeding
- Planting and harvesting
Watering & irrigation:
- Watering plants and trees
- Clearing and maintaining irrigation ditches and reservoir
- Rain water harvesting and collection
- Feeding fish
- Monitoring and maintaining fish environment
- Feeding and managing other animals should they be acquired ( i.e. chickens, goats)
- Fixing fences
- Clearing debris and burning rubbish
- Maintaining structures and tools.
Professional learning and development
- Personal and guided pro-active learning on farming (crops and fish farming) and permaculture practises, both practical and theoretical.
- Be willing to learn and develop skills to train others in farming and/or permaculture practises.
- Support the imparting practical and theoretical farming and permaculture knowledge to others (including farmers and Fantsuam Foundation staff), under supervision from other Fantsuam Foundation staff. This will include teaching other staff how to feed fish.
It is also estimated that one-third of all food produced each year is wasted, either at the point of production (postharvest losses resulting primarily from inadequate infrastructure for food storage, preservation, processing and transportation, education and training
Likewise, the UN Special Representative for the Right to Food, Olivier de Schutter, has compiled evidence demonstrating not only that agroecological approaches can provide enough food for us all10, but that small-scale farmers can double food production within 10 years in critical regions by using agroecological methods11Confronting the future food challenge effectively will require agricultural systems that exhibit high levels of diversity, integration, efficiency, resiliency and productivity – features that characterize agroecology
Many traditional farming communities and indigenous peoples have over generations developed agricultural systems that are productive and environmentally sustainable. Such traditional farmers domesticated thousands of crop species and millions of plant varieties, mostly grown without agrochemicals. While traditional agricultural knowledge and practice has in many places been lost or atrophied, such small diversified farming systems offer promising models for promoting biodiversity, conserving natural resources, sustaining yield without agrochemicals, providing ecological services and lessons for resilience in the face of environmental and economic change.
TRANSACTION DYNAMICS FOR COMMERCIAL AGRIC CREDIT SCHEME (CACS)
- The Product is marketed to Commercial Farmers(Asset Base not less than N200million) and State Governments/FCT
- Requirements are communicated to the identified targeted customers
- Customers apply for the loan, and provide Business Plan and other information required for the packaging of the facility.
- The application and supporting documents are to be in duplicates
- Relationship Managers/Directors prepare a comprehensive Credit Request in line with Bank Standard.
- CRMS report to be processed simultaneously to avoid delay in approval/disbursement processes.
- Request is reviewed and recommended by the RD, RBH and DMD as appropriate.
- Request and supporting documents, including application letter are forwarded to Credit Office for appraisal and approval
- TERM LOAN: All term loan requests are to be structured for a minimum moratorium of 18months and tenor of 5years to entitle the bank to tax benefits.
- WORKING CAPITAL/OD: Maximum of 12 months. A new Current account to be opened for this transaction by each of the obligors. This is necessary for monitoring and reporting.
- Credit Office review Requests submitted by market facing teams and observe rigorous due diligence in processing the applications.
- Approval or otherwise is communicated back to Market facing teams promptly, but no CACOM will be issued at this stage. This is expected to be completed within 72hours.
- If request is approved, an Executive Summary of the request(prepared by Credit Office, stating qualifying criteria, purpose, terms and conditions, tenor and structure) and a copy of the stamped copy of the application letter are forwarded to Development Finance Department of CBN and Commercial Agric Development Programme(CADP) Secretariat of the Federal Ministry of Agric and Water Resources (FMAWR) respectively within 24hours of such approval
- Both Departments(CBN & FMAWR) shall set up a joint task-force that promptly(within 48hours) issues a ‘no objection” letter to the Bank on the loan application, after confirming that the products/purposes conform to the focus of the scheme
- Once letter of “no objection” is received from Joint task-force(CBN & FMAWR), a CACOM will be issued by Credit Office based on the conditions agreed by the Joint Task-force
- Relationship Managers Present CACOM, CAT and appropriate documentation to Credit Control
- Credit Control review documentation for adequacy and regulatory compliance
- If acceptable as per policy, Credit Control signs-off the CAT for availment by Credit Operations
- Credit Operations collects the signed CAT and CACOM and book the facility, observing the pricing, tenor, moratorium and turnover covenants(where applicable)
- The facilities are to be booked under Commercial Agric Credit Scheme (CACS) GL and Scheme codes. This must be enforced to aid monitoring and reporting.
- Credit Monitoring Group in Risk Management and the Agric Department monitors the account for performance.
- Agric Department to present a monthly progress and performance report to Management.
- Agric Department to join the relationship teams in business offices in managing the relationship for business and revenue optimization
- Repayment to be monitored jointly by the relationship teams, Agric Department and Credit Monitoring.
- Portfolio deterioration to be reported promptly