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HANDICAP INTERNATIONAL PROPOSITIONREINTEGRATION DISABLED EX COMBATANTS – BURUNDI

August 2011 Changes and explanations in blue

Project Summary

Title of the action: Additional socio-economic support to reintegrate disabled ex-combatants in Burundi

Location(s) of the action: Bujumbura Mairie, Bubanza, Muramvya, Bururi and Gitega provinces, Burundi.

Name of the applicant Handicap International (HI)

Nationality of the applicant

French

Legal statusNon-profit making International non-governmental Association

Objectives

Aim: Disabled ex-combatants and their families contribute and benefit from long-term conditions for peace and development. Purpose: Disabled ex-combatants and their families are economically and socially active within a supportive and more inclusive environment.

Expected results

Disabled ex-combatants are able to participate in and contribute to the social life of the community. (see explanations below) Disabled ex-combatants and their families improved their living conditions through productive and viable livelihood activities. (see explanations below) Enhanced access to mainstreamed services for disabledex-combatants sustain their reintegration into the society.

Beneficiaries Direct Beneficiaries: (1) 2,020 vulnerable disabled ex-combatants (DECO) in five provinces with a minimum of 50% (1000 people) able to develop an autonomous livelihood activity. (2) 2 associations of disabled ex-combatants (ADMH, ANACO), 2 umbrella disability organisations (UPHB, RAPHB) and Government-run Family Development Centres (FDC) in four provinces (3) Field staff (6), board members (12) and other members of partner associations (ADMH, ANACO) as well as social workers (30) of Family Development Centres (see explanations below)

Handicap International 1

Indirect beneficiaries: - 9,982 people, families of disabled ex-combatants. - Surrounding communities in selected areas, estimated population number around 100,000- Livelihood and psycho-social service providers, public decisions makers.

Partner(s)

Main ones- Associations of disabled ex-combatants : ADMH, ANACO- Government-run Family Development Centres (FDC) in four provinces - Ministry of Defence and Ministry of National Solidarity.Secondary ones- Umbrella disability organisations: UPHB, RAPHB - Handicap International Belgium

Cost and duration of the action:

3 100 000 US dollars for an implementing period of 3 years

Expected results: minors changes in the formulation of the results previously proposed:Disabled ex-combatants are willing and able to participate fully in the social life of the community.Disabled ex-combatants and their families are engaged in productive livelihoods.Beneficiaries: in the current version, the number of field staff and members of partner associations involved in the project is specified as well as the exact number of social workers of Family Development Centres.


Glossary

ADMH Association de Démobilises Handicapes AMK Arche Médicale de KigobéANACO Association Nationale des Anciens CombattantsCNDRR Commission Nationale de Demobilisation, Reinsertion et ReintegrationDDR Demobilisation, Reinsertion, ReintegrationDECO Disabled ex-combatantDPO Disabled Persons OrganisationFDC Family Development Centre GPD Gross Domestic ProductHI Handicap International IGA Income Generating ActivityGMAE Groupement des Matériels Automobiles et EnginsMFI Micro-Finance InstitutionNPDRR National Programme of Demobilisation, Reinsertion and ReintegrationPDRT Programme Transitoire de Demobilisation et de ReintegrationPTC Professional Training CentrePWD People With DisabilityRAPHB Réseau des Associations pour des Personnes Handicapées au BurundiROSCA Rotative Savings and Credit AssociationSIDA Swedish International Development AgencyUPHB Union pour des Personnes Handicapées au BurundiVSLA Village Savings and Loans AssociationVTC Vocational Training Centre


TABLE OF CONTENTS

1. Background 5

1.1 Context Analysis...............................................................................................................51.2 Stakeholder involvement in proposal...............................................................................7

2. Description of Project (please refer to the Logical Framework enclosed to this proposal) 9

2.1 Project Summary...............................................................................................................92.2 Project beneficiaries........................................................................................................102.3 Project Location..............................................................................................................122.4 Project objectives............................................................................................................132.4 Expected Results.............................................................................................................132.5 Activities.........................................................................................................................142.6 Cross-cutting Themes.....................................................................................................242.7 Partners...........................................................................................................................25

3. Monitoring and Evaluation 33

4. Sustainability 34

5. Risks and Risk Management 35

6. Visibility 37

7. Budget 38

OTHER ANNEXES 38


1. Background

1.1 Context Analysis

The project meets an urgent need to facilitate the reintegration of disabled ex-combatants into civilian life by addressing barriers to socio-economic participation. Through the funded activities, the project will empower disabled ex-combatants (DECOs) to access their rights1

and will contribute to peace and security through the reintegration of ex-combatants as envisaged in the Arusha Peace and Reconciliation Agreement for Burundi of 2000.

The project is designed as an additional support to DECOs on top of that provided by the National Programme for Demobilisation, Reinsertion and Reintegration (NPDRR). Since 2006, the NPDRR has identified and provided material and financial assistance to 3915 DECOs.

The NPDRR has undergone two phases. The first between years 2006-2008 and the second from 2009 to the present date, scheduled to finish in December 2011. Out of a total 3915 DECOs across the two phases of demobilisation, 262 are currently participating in the programme. The NPDRR provides two forms of assistance to all ex-combatants: reinsertion and reintegration. Reinsertion consists of 18 months worth of salary made in staggered payments through local banking and credit facilities. Reintegration gives the participant one of five options (Income Generating Activity (IGA), vocational training, formal education, return to employment or entrepreneurial support), which the NPDRR funds to the equivalent of 600,000 FBu (approximately 500 USD). Although reinsertion support was successfully delivered, the reintegration has suffered from numerous and overlapping difficulties including: the delay between return to communities and reintegration support that forced many ex-combatants to acquire debts; the preference of many ex-combatants for IGA support in order to sell the delivered start-up kits for cash; and a weak economy unable to absorb large numbers of micro-entrepreneurs. Whereas all ex-combatants have faced certain challenges to reintegration, the difficulties of DECOs are worsened by their un-met need for adapted livelihood support, social stigmatisation and un-met medical needs. Consequently, many DECOs have failed to properly reintegrate into wider society and remain dependent upon each other, their families and, in some cases, the Ministry of Defence and former combatants for survival.

In addition to the standard package of reinsertion and reintegration support the NPDRR is delivering medical and rehabilitative assistance to DECOs. In the first phase a combination of problems meant that only 10% of heavily disabled DECOs were able to receive the intended prosthetics and other medical aids2. The second phase is intended to rectify this shortcoming by delivering more prosthetics and referring DECOs to existing services.

1 Rights are described in the UN Convention on the Rights of Persons with Disabilities and Optional Protocol that entered into force on 3 May 2008. Burundi is a signatory but has not ratified the convention.2 Multi-country Demobilization and Reintegration Program: End of Program Evaluation, Scanteam, Oslo 2010 p. 34


One particular sub-group that symbolise the challenges faced by DECOs are the 149 severely disabled ex-soldiers currently housed by the Burundi Army in a military camp in Bujumbura (the GMAE). Although intended as a transitory arrangement, they are entirely dependent upon the Ministry of Defence for transport, medical care and subsistence while waiting for funds to be moved to more appropriate and sustainable civilian facilities. It is beyond the scope of this project to re-house this group but their needs and the fact that they are a priority issue for the authorities will be taken into account in project design.

The economic integration of people with disabilities/DECOs is not favoured by a stagnant economic context that has little capacity to absorb new sources of labour. Civil war caused Burundi’s GDP to fall by 30% and post-war growth is below 2.7% and GDP currently stands at 144 USD per head or 393 USD in terms of purchasing power parity. As the third most densely populated country in Africa, a growing population has meant increased competition for land, jobs and economic opportunities and between 1990 and 2004 the proportion of the population living in poverty doubled from 35% to 70%. With the country’s economy dependent upon aid, which constitutes 50% of GDP, and heavily oriented towards coffee and tea exportation for foreign currency, unemployment and under-employment is a fact of life for most people. 90% of the populations depend upon subsistence farming and estimations of urban unemployment varied between 13.3% and 21% in 2007.3 With the median age of the population no more than 17 years and life expectancy a meagre 50 years, unemployment particularly affects young people.

Poor economic performance is harming Burundi’s capacity to achieve the Millennium Development Goals and the objectives outlined in the National Poverty Reduction Strategy Paper (PRSP). However it also represents a threat to peace and security as unemployed, under-educated young men constitute a ready source of labour for violent political and criminal entrepreneurs.4 Post-war crime in urban areas has increased since the war5 and horizontal conflict over land rights frequently turn violent in rural communities. Such challenging economic conditions pose severe challenges to the most skilled and able-bodied of Burundians let alone to those who face additional physical and social disadvantages. Consequently, within a global situation of poverty there are major horizontal inequalities and particularly vulnerable groups, amongst whom people with disabilities are arguably the worst affected.

Together with other people with disabilities, the ability of DECOs to achieve social and economic integration is constrained by widespread discrimination and an almost total inaccessibility of basic services. The PRSP describes people with disabilities as the “most vulnerable group and the most at risk of poverty” in Burundi.6 Within the community, people with disabilities are called by the Kirundi word “ikimuga,” which broadly translates as “cripple.” The pejorative nature of this term is in alignment with the general perception that people with disabilities are a burden on the community, are incapable of contributing to socio-economic development and are perhaps symbolic of divine retribution (hence the 3 ISTEEBU, Burundi, Key Economic Statistics , (May 2008).4 Pyt Douma, Ivan Briscoe and Jean-Marie Gasana, Peace in idle hands:the prospects and pitfalls of economic recovery in Burundi, Netherlands Institute ofInternational Relations, (2010)5 Insecurity is Another War : a Survey of Armed Violence in Burundi, Small Arms Survey (2009)6 Burundi Poverty Reduction Strategy Paper p.63


term “akamuga k’imana” – “disabled by God”). In addition to the generalised difficulties faced in relation to their impairment, DECOs must cope with challenges linked to their status as former fighters. For example, the social reintegration of DECOs can be threatened by their association with wartime acts of violence and cruelty and a generalised resentment towards the material support that ex-combatants received during the DDR process. Although the negative perception of ex-combatants has lessened in recent years,7 qualitative studies show that they are frequently perceived to be the source of crime and violence and are viewed with mistrust by many in the community.8 Young DECOs, particularly those returning from Armed Political Movements, maybe stymied by a lack of technical skills, basic numeracy and literacy because they left education at an early age to join up. Young DECOs are particularly prone to social rejection because they, unlike their older colleagues, are less likely to be married, have a family and an existing social status derived from several years as a ‘provider’. Their stigmatisation may be even worse when the individual actually joined the army or PMA to flee poverty but has now returned home with an apparent impediment to earning a livelihood9. Older DECOs, although perhaps benefiting from a relatively higher social status than younger colleagues from the armed political movements face the challenge of having to adapt to a new lifestyle and set of constraints at a later period in their life. For those leaving the national army, this shock is compounded by the disorientating effect of leaving a state institution that has provided for their economic and social needs throughout their career.

In summary, and recognising the heterogeneity of this group, the daily constraints faced by DECOs to social and economic integration are10:

Low education levels Unfamiliarity with civilian life Lack of material and financial support Stigmatisation of ex-combatant and/or disability status at the level of families,

community and services providers Lack of adapted infrastructure (especially livelihood services providers) Lack of appropriate medical care Lack of participation and consideration of people with disabilities in decision making Lack of accurate statistics on disability issues Lack of a dedicated political strategy to address disability issues

7 Small Arms Survey (2009)8 Adam Forbes, Rapid Assessment of Perceptions and Impact of Small Arms in the Burundi Interior, DanChurchAid, (2007), « La Prolifération des Armes Légères et de Petit Calibre au Burundi » Small Arms Survey and League Iteka, (2006)9 For example see the following quotation from an interview with a 31 year old unemployed ex-soldier : “In 1996 friends came to see me and told me they were hiring in the army. I did not hesitate because I hoped to earn more but I was disappointed because not only did I earn nothing but also I became handicapped at the right hand.” From Peter Uvin, Ex-combatants in Burundi: Why they joined, why they left, how they fared, MDRP: Working Paper No.3, World Bank (2007) 10 Country Strategy Paper, Handicap International Belgium, 2008


1.2 Stakeholder involvement in proposal

The proposal here presented was designed in collaboration with key stakeholders through a series of meetings in September 2010. A technical mission was organised by HI comprising a consultant and two internal technical experts to begin the planning process, conduct an initial stakeholder analysis and meet potential partners. Secondly a planning workshop was held on the 24th September 2010 at the White Stone conference centre, Bujumbura to agree the core project activities here detailed and reach consensus on key operating principles (geographic focus, partnership approach etc.). Participants of the workshop were:

- Ministry of Defence, General Direction of former Combatants- Ministry of Solidarity - NGOs intervening in disability issues- NGOs dedicated to DECOs- Ministry of Vocational Training and Literacy- Livelihoods service providers

The main recommendations of the workshop can be summarized as follows:- To consider the heterogeneity of the target group (different impairments, different

locations, different social inclusion, different economic potential etc.)- To build on the NPDRR experience, use the lessons learnt of the first phase and to

develop synergy with the current PDRT- To take over the activities that will be still needed at the end of PDRT ( e.g.

psychosocial support)- To identify economic opportunities for DECOs, using specific market surveys- To adopt a participatory approach in project design and project implementation, in

particular to include the following actors: beneficiaries (individually and their dedicated organisations), local authorities (ministry of Defence, ministry of National Solidarity, NPDRR) and Civil Society organisations.

However, in addition to this consultation process, HI believes that an in-depth and more inclusive participatory planning process with all stakeholders will be necessary in order to refine project objectives, generate a fair and appropriate selection criteria and ensure national buy-in at all levels. It is thus proposed that the initial six (6) months of the project are dedicated to a preparatory phase in which qualitative and targeted research will be undertaken and a participatory planning workshop held to adapt and develop the project activities so that they are most responsive to participant needs and have the best chance of success. The preparatory phase will also be used to develop baseline indicators for monitoring and evaluation.

Handicap International experience in BurundiHandicap International is an international solidarity organisation specialised in the field of disability and organized in Federation. Non-governmental, non-religious, non-political and non-profit making, it works alongside people with disabilities, whatever the context, offering them assistance and supporting them in their efforts to become self-reliant.

Since its creation in 1982, the organisation has set up programmes in approximately 60 countries and intervened in many emergency situations. It has a network of seven national


associations (Canada, France, Germany, Luxembourg, Switzerland, United Kingdom, USA) which provide human and financial resources and raise awareness of Handicap International’s actions and campaigns. The operational department is located in France, managing the whole set of programs all over the world.

In Burundi since 1994, Handicap International's general mandate is to “foster access to services and help promote the rights of people in disabling and/or vulnerable situations by coordinating and building the capacity of local players”. The association therefore intends to team up with its local partners to develop its activities in the country. The association aims to fulfil its mandate by taking action in the following three areas: (1) Disability by fostering the inclusion of disability and the needs of people with disabilities in development policies and actions; (2) Chronic and disabling diseases with capacity-building of stakeholders involved in controlling chronic and disabling diseases to improve access to services; and (3) Refugees by improving access to services for and empowering refugees and/or repatriated groups.

2. Description of Project (please refer to the Logical Framework enclosed to this proposal)

2.1 Project Summary

The overall objective of the proposed intervention is to improve the socio economic situation of disabled ex-combatants (DECOs) and their families, and thereby to contribute to reduce poverty and foster conditions for peace and security in Burundi.

The action will focus on individuals (expected results 1 and 2), communities (expected result 1), partners and DPOs (expected result 1 and 3) and public authorities (expected result 3), livelihood and psycho-social service providers (expected result 3). The project is intended as a complement and follow-up to the NPDRR. It will be designed in consideration of the difficulties that the NPDRR encountered in reintegrating DECOs and will make use of Handicap International’s (HI) strong experience and knowledge in working with vulnerable groups. Consequently, the project will adopt a flexible and adapted response to the specific socio-economic needs of each participant: (longer and disability-friendly training in vocational and entrepreneurial skills; greater community involvement; and individual mentoring). While recognising the ongoing need of many DECOs for physical rehabilitation and accommodation, the project will not address these areas because they are included in the current CNDRR phase. Rather, by empowering DECOs to achieve genuine economic and social reintegration the project will enable people to live with their disabilities and address the obstacles to their participation in civilian life.

To achieve its objectives HI will adopt a twin-track approach, aiming at mainstreaming disability into local actions and offering specialized solutions (disability-specific) based on individual needs, an approach promoted by International Labour Organisation (ILO) standards and the UN Convention on the Rights of Persons with Disabilities11. This approach

11 the main articles of the convention that will be promoting and monitoring are related to article 9 (Accessibility), article 19 (Living independently and being included in the community), article 27 (Work and


will run through the activities of all three project components - psycho-social support for social reintegration; economic reintegration; and capacity building disabled ex-combatants associations and disabled people’s organisations – and feeds into the key methodological principles that underpin the project. The strategy for this proposed project is based on an integrated approach to support self-reliance and livelihood recovery for DECOs in the communities, respecting a set of principles.

These principles are:(1) The creation of an enabling environment according to the social model of disability that facilitates the reintegration of DECOs by increasing the capacity and willingness of supporting actors (social services; vocational training centres; Microfinance Institutions, local NGOs; the family and the surrounding community);

(2) Personalised interventions that take into consideration the physical, psychological and economic needs and capacities of each participant and provide the appropriate type and degree of support;

(3) A partnership approach that builds sustainability into project design through implementation through local associations, NGOs and state services and other service providers.

2.2 Project beneficiaries

Disabled ex-combatants (DECOs) and their familiesThe project will address a target group of 2,020 disabled ex-combatants (DECOs) in five provinces with a comprehensive approach. It is anticipated that a minimum of 50% (1000 people) will be able to develop an autonomous livelihood activity. An estimated 80% of direct beneficiaries of project activities will be adult DECOs while 20% will be the families supporting DECOs with severe disabilities.

The families of the target group will benefit from the economical and social reintegration of their relatives. Average household in Burundi being around 5.6 members12, indirect beneficiaries can be estimated at 9,982 people. While increased acceptance and awareness will be raised within and around the family, families of the target group will be less vulnerable to poverty and stigmatisation.

The development of fair and justifiable eligibility criteria is essential to the success of the project in creating peace and security. Given that the project will not be able to and is not intended to reach directly all DECOs in Burundi. An unfair, arbitrary or unevenly applied criterion will likely cause frustration, jealousy and even conflict amongst the target group. It is for this reason that the eligibility criteria will be further elaborated through participatory discussions in the preparatory phase. By publicly discussing and agreeing on the criteria with

employment). Of course, the project will also refer to others articles of the convention, case by case (health, education, social participation) but mainly these three articles will be strongly emphasized during the length of the project.12 BURUNDI: Food Security and Vulnerability Analysis Report, World Food Programme (2004)


Why not all people can be involved in livelihood activity?

It has already been mentioned that not every DECO in the target areas will be eligible for a livelihood support project. Some prerequisites need to be confirmed. Indeed, some basic needs should a priori be satisfied in order to be able to be successful in a livelihood project: for example, if the health situation of the person is very fragile, launching an economic activity may not be the most appropriate response for the person at that particular moment. Before starting an economic project, the persons should have their very basic needs covered with their current livelihood strategy. This is mainly to ensure that persons had at least a minimum capacity to invest time in training and provide labour, some materials and/or financial input to invest in the livelihood activity.These criteria will aim to identify who is already carrying out an income generating activity or has the potential to start one, but is still vulnerable and requires additional project support.

However, if the DECO is not in a position to be directly involved in the livelihoods activity, the project will support, with the DECO participation, a direct resource person from the surrounding family, directly leaving with and supporting the DECO. Once the person will be identified, the livelihood actors will carry out a more detailed assessment to get to know and understand the person and his/her household. (for instance the situation of vulnerability of the person and her household, her interest and potential in carrying out a successful income generation activity, etc..) Business potential: Persons with an income-generation activity, idea, or the ability to define a feasible one. Situation of vulnerability will be assessed through criteria defined by the stakeholders fitting with local and cultural context.

NB: precisions are given following the participatory workshop done in June 2011 validating the criteria to assess the social and economic situation of participants as well the selection criteria for the economic component.

representatives of all key stakeholders, HI will achieve consensus, buy-in and ensure that the project reaches those who are both in need of assistance but also able to take advantage of the services provided. This being the case it is nonetheless possible to predict the criteria upon which the eventual selection will be made. For example: the level of vulnerability; the type of impairment; capacity for self-development, geographic location. The aim of the selection criteria is to identify those for whom socio-economic reintegration whether individually or via the family is possible but who require external support. To ensure transparency and ownership selection of beneficiaries will be done through the national and commune-level monitoring and evaluation committees. As per type of impairment, the project will not exclude any of them (sensorial, physical, and intellectual). It is rather the degree of invalidity that will be taken into account. Indeed, within the registered DECOs, according to Ministry officers, some of them sustain only minor injuries and will not be the priority of the project. The Ministry of Defence is currently defining a methodology to calculate a degree of invalidity that may be used for the project.

CommunitiesSurrounding communities in selected areas, estimated population number around will benefit from community projects selected by them and within DECOs will contribute. Host communities in general will benefit from the increased autonomy and capacities of DECOs, and from their subsequent contribution as they are recognised as valuable economic actors. Every time DECOs are included, it results in positive attitudes, less stigma and significantly improves cohesion and equality within the community.The accessibility works and awareness sessions on disability issues will also indirectly benefit all PWDs within the community.


PartnersIt is expected that two associations of disabled ex-combatants (ADMH, ANACO), two umbrella disability organisations (UPHB, RAPHB) and Government-run Family Development Centres (FDC) in four provinces will benefit from the project. Their capacity will be strengthened in: - Disability issues (e.g social and economic rights of PwDs, exclusion problem, accessibility) ;- Management and governance issues (planning, organization, monitoring, financial).

Field staff (6), board members (12) and other members of partner associations (ADMH, ANACO) as well as social workers (30) of Family Development Centres will be sensitized/trained in the following topics:

- Disability issues (e.g social and economic rights of people with disabilities, exclusion problem, accessibility)

- Peace consolidation and reintegration - Principles and techniques of delivering personalised social support to people with

disabilities, especially in business development.- Business development services and support to micro enterprises/entrepreneurship

- The number of field staff and members of partner associations involved in the project is specified as well as the exact number of social workers of Family Development Centres.- All partners members involved in the economic accompaniment will be trained in business management and entrepreneurship as a specific module in the training process.

State and private livelihood and psycho-social service providersThe project will sensitise and enable relevant livelihood and psycho-social service providers to adapt to disability issues and to design and implement disability-friendly policies and services. Service providers will be both state-run (Vocational Training Centres, Family Development Centres) or private/not for profit, international and local (Business incubators, Micro-finance institutions, international Psycho-social NGOs). They will benefit from specialised training in disability issues, material support to adapt tools and facilities and specific physical accessibility works where it is deemed necessary to enhance disability access (ramps etc.).

Public Decision MakersCivil servants and politicians from key public authorities (Ministry of National Solidarity, Human Rights and Gender, Ministry of Vocational Training and Literacy, National Commission of Demobilisation, Reinsertion and Reintegration, Ministry of Defence and Former Combatants) will benefit from training and awareness raising sessions to enable them to take better consideration of disability issues in their policy and decision-making. These advocacy activities will be conducted by the UPHB and RAPHB networks that HI will support through this project (see above).

2.3 Project Location


The project will take place in Bujumbura Mairie, Bubanza, Muramvya, Bururi and Gitega provinces. The five provinces contain the largest concentrations of DECOs and together account for approximately 50% of the registered target group population.

The relative size of the targeted population is considered by stakeholders consulted during the project design phase to be the most logical and fair criteria on which to select project location. In addition, the selected provinces are representative of a broad range of political allegiances and are easily accessible due to the fact that they border each other and are grouped in the West and Centre of the country. The latest update of the NPDRR database, which has been updated in late 2010 validate this proportion of DECOs in the country.

2.4 Project objectives

General objective: Disabled ex-combatants and their families contribute and benefit from long-term conditions for peace and development

Specific objective: Disabled ex-combatants and their families are economically and socially active within a supportive and more inclusive environment.

2.4 Expected ResultsResult Progress indicators

1 - Disabled ex-combatants are able to participate in and contribute to the social life of the

community

75% of communities increase their awareness of disability and reintegration issue 75% participants express increased satisfaction with their involvement in regular community events (meetings, social events, sport and recreational activities, etc.)

50% participants are referred to social or psycho social services, of whom 30% have decreased their level of psychological distress (anxiety, despair, aggression, social withdrawal and sleep problems)

2 - Disabled ex-combatants and their families improved their living conditions through

productive and viable livelihood activities

At least 75% livelihood participants have established or developed viable micro-enterprises in coherence with market opportunities


Livelihood participants increase their household income of 25% at leastAt the end of the project, 80% of livelihood participants trained, have increased vocational, technical and/or business management skills to run their business.

3 – Enhanced access to mainstreamed services for disabled ex-combatants sustains their

reintegration into the society.

Staff of relevant service providers are aware of and demonstrate mainstreaming of disability issues into their workMembership of participants in associations of people with disabilities has increased.75% of participants express satisfaction with services to which they are referred (satisfaction survey)

Indicators related to the results 1 and 2 have been revised in accordance with updated information on the economic and social situation of the target group following the baseline survey and needs assessment.

2.5 Activities

The activities detailed below are presented following an intervention logic based upon the thematic relation of the activities to particular results. With the exception of those activities related to the preparatory phase they are not listed in chronological order due to their overlapping and interlinked nature.Please refer also to the activity plan attached to this proposal.

2.5.1 Starting phase – 6 monthsThe preparatory phase is vital to ensure that the project methodology is properly adapted to the individual needs of the identified DECOs and comprises several components.In accordance with SIDA, this phase will cover a period of 6 months – considering that some activities will start in parallel during this period (training…).

Baseline Survey and Needs assessmentA thorough baseline study and needs assessments will be conducted in the preparatory phase in order to tailor the most appropriate actions and generate indicators for impact evaluation.

Objectives of the StudyIn light of the already known information and observations, Handicap International will commission a qualitative study which purpose will be to shed more light on the needs of disabled ex-combatants in regard to livelihoods activity, psycho-social needs, level of


acceptance/integration by family, wider community and service providers; Furthermore, it will also intend to make an instrumental follow-up by establishing a baseline of specific indicators.

The objectives of this study are: To get more focused information on environment and societal barriers for disabled ex-

combatants, tackling issues as access to information and services, family & community vision & acceptance of ex-combatants and disability, from representatives of different communities, people with disabilities, ex-combatants and key informants of targeted provinces.

To identify main actors working on social and livelihood services and measure the current level of access for disabled people (to be able to estimate the work to be done to increase this access for DECO and compare the results at the end of the project).

This study will also include a compilation, in collaboration with concerned organizations and authorities, of a baseline database from targeted actors providing / or identifying to provide services to disabled ex-combatants, including those already working with disabled people.A mapping of available services (livelihoods, psycho-social, medical) in 5 target provinces and analysis of capacity/adaptability to disability needs will be realised; also a survey on marketable skills as well as up and coming economic sectors (from training to market) The needs assessment will also access the research conducted by a private medical clinic (l’Arche Medicale de Kigobe) and funded by the Transitory Demobilisation and Reinsertion Programme to gain an accurate and current picture of the location of DECOs.

Participatory planning workshopTo ensure project success, HI will organise a multi-day participatory planning workshop for key stakeholders (Ministries of Defence and Solidarity, CNDRR, umbrella disability associations, DECO associations, livelihoods and psycho-social stakeholders). The outputs of the workshop will be:

- confirmed DECOs selection criteria, and type of comprehensive support- confirmed list of associated actors- confirmed project location- monitoring and evaluation committee (agreed role, participants)

Set up and facilitate a national monitoring and evaluation committee (across all results)

To enhance a local appropriation and ownership of the project, aiming at its sustainability and ensure an optimal communication between HI and partners a monitoring and evaluation committee will be set up with two definite roles assigned. The M&E Committee will comprise partners, DECO associations, related ministries and the CNDRR. Quarterly meetings of the M&E Committee will be organized in Bujumbura.

- Monitoring role: finalize, supervise and monitor the strategy adopted within the framework of the project

- Communication role: ensure coherence of information diffused about project activities especially in regards to that given to DECOs. The strong sense of entitlement that characterises this target group and their military background means that false promises and creating unrealistic expectations will seriously affect project


credibility and even endanger the security of project staff and associates.

Set up and facilitate commune level monitoring and evaluation committees (across all results)

Commune level M & E committees will be more involved in project implementation than the national committee. Comprised of the Communal Administrator (1), Colline chiefs (decided according to number of ex-combatants), FDC social worker (1), ADMH/ANACO representative (2) the committees will approve community projects, review and approve individual livelihood plans and discuss solutions to difficulties faced by individual DECOs in making optimal use of the project support.

2.5.2 Activities for Result 1: Disabled ex-combatants are able to participate in and contribute to the social life of the community

2.5.2.1 Build capacity of ADMH/ANACO, CDF and HI field staff (supervisors, animators, focal points) to deliver personalised accompaniment (social component)

The partners trained to deliver personalised accompaniment is specified.

The core problems faced by the target groups lie in the lack of technical skills combined with the psychological challenge of readapting to civilian life after a long period spent either in the army or an armed political movement. Prior to developing or strengthening any economic activity, it is fundamental to assess the person’s capacity and potential to run his/her project in a specific environment at a specific time and then to follow-up on the progress made, it is necessary to set up a personalised accompaniment and referral service. The design and follow-up of individual action plan are crucial steps to ensure the sustainability of the participant’s project and are inputs that will enable this project to avoid many of the difficulties encountered by the PNDRR in reintegrating DECOs.

Build capacity of partners to deliver personalised social accompaniment Training will be delivered to ADMH and ANACO field animators (6 in total) in Bujumbura, to field animators in the provinces (10) and to FDC social workers (30) as well as their management levels (1 ADMH, 1 ANACO and 4 FDC in methodologies of social work, integration mechanism and disability issues). HI has strong experience in delivering social support and has developed established guidelines and training modules that will be adapted for use in the Burundi context. Training will be delivered by the project coordinator and the project officer for social reintegration. Limited material support will be provided to ADMH and ANACO and to the FDCs to enable them to deliver activities for example in regards to basic office equipment and transport.

Support social accompaniment by the peers Following the preparatory phase and after analyze of the capacities of our partners, disabled ex-combatants (members or not of ADMH or ANACO) are mobilized to provide the necessary social accompaniment at communal level. They will be the first contact point of all participants with the project.


The project will mobilise dynamic and self-sufficient DECOs in the five provinces as focal points (40). They will supplement the direct social support delivered by the FDC social workers (interior provinces) and association animators (Bujumbura Mairie) and provide a motivational and coaching role to inspire and build the self-confidence of other DECOs. This component of peer accompaniment will build as an additional component of capacity building to the DECO’s intended as beneficiaries to the project. ADMH and ANACO already have a basic leadership structure outside of Bujumbura and the peer education component will build from this base as an additional capacity building support to the associations. Focal points will be elected among DECOs. In all 5 provinces elections will take place in which all DECOs present in the provinces will be invited to participate. HI will provide technical and organisational support to these elections.

Home and work environment physical adaptationA current program of the PDRT is already provided support to physical and functional rehabilitation. Our field staff will refer participants towards this programme or towards other services existing at provincial level and identified by the project. Special attention will be given to DECOs with severe disability to improve their quality of life. This activity is part of the assessment and referral process described below (§ 2.5.2.2)Adaptations to work environment of DECOs is now include in the activity 2.5.4.3 “Develop capacity of livelihood and psycho-social service providers to respond to needs of DECOs”

2.5.2.2 Psychosocial support

Assess, refer and monitor DECOs to existing psychosocial services The FDC and ADMH/ANACO social workers and animators, in cooperation with the HI technical staff will identify those participants who are in need of additional psycho-social support in order to reintegrate into society. The process of fighting and incurring severe injuries is known to have impacted upon the mental well being of some DECOs13 but their access to services is limited by a lack of availability, information and transport. The project will map services, refer DECOs to them and facilitate their transport where necessary14.

Facilitate the involvement of DECOs into DPOs and/or associations, including support groups

Change in the formulation of the activity (previously “Mainstream DECOs into DPO support groups”and objective specified.While most DECOs require no dedicated psycho-social assistance, their participation in organisations of people with disabilities in general and support groups in particular, will alleviate social isolation and encourage integration into the wider community. The project will map existing support groups amongst DPOs and where appropriate instigate them. Support groups are based upon principles of mutual assistance and so are designed to be self-sustaining. The project will provide necessary catalytic inputs such as training members to act as group facilitators.

13 The current updated survey by the Arche Medicale de Kigobe is diagnosing cases of ‘trauma’14 For referral to health services and physical/functional rehabilitation services, the project will cooperate with the NPDRR, who already have existing programs to facilitate access to health/rehabilitation services, covering all treatment related costs (treatment, medication, transport, food and lodging costs during treatment).


According to HI experience, in many post-war contexts collaboration between DECO and other persons with disability is often an issue. While ex combatants receive special attention, other people with disabilities who face the same difficulties are most of the time ignored. It creates large miscommunication among the disability movement, and major difficulties for PWDs when time of post – war end and special support is not anymore provided.The project will be an opportunity to mitigate this phenomenon by involving both sides together. This approach is highly dependent of the willing of each side and will require tremendous diplomatic and supportive skills. This will be facilitated by the long time partnership experience with both grassroots and national DPOs that HI already has in Burundi. Furthermore, ADMH, the most important DECO association is already a member of RAPHB, the network of DPOs supported by HI Belgium, and is therefore already implied in the larger disability movement.This approach is challenging but, if successful, can be a real added value for the sustainability of DECO reintegration.

2.5.2.3Create an Inclusive Social Environment

Community ProjectsIn communities where there is a strong concentration of DECOs and/or where there exists the possibility or existence of tension between DECOs, people with disabilities and the wider society, small community and basic infrastructure rehabilitation projects will be implemented to build social cohesion. All projects will be based upon a fixed budget; decided by a participatory community planning process and implemented by strong and effective local NGOs, with the implication of DECOs themselves and/or community members. The approach will strengthen DECOs and community participation in decision-making on project intervention. The community will be directly involved and will provide labour when necessary, in order to strengthen ownership and self-reliance capacities. While the exact activity differs according to community need and prioritisation (i.e. cultural activities, repair a bridge, enhance market facilities, restore church school, etc.) one of the aims of the project is to anticipate and prevent any jealousy that may be directed towards participating DECOs either from community members or other people with disabilities. The other is to address stigmatisation and address negative perceptions of people with disabilities. To this end, the project will be managed so that people with disabilities and DECOs will be able to contribute and will be combined with awareness raising activities delivered by organisations for people with disabilities (DPOs).

Reinforce and develop Inclusive Sports ActivitiesFocus will be given to sports activities rather than sport and recreational activities.A number of sports activities for people with disabilities already exist in Bujumbura (football, volleyball) and are organised by DPOs and the Ministry of Defence and Former Combatants. Outside Bujumbura, such activities are just starting. The project will support the development of such activities in the provinces of intervention. The project will also promote adapted sport activities to include PWDs and DECOs in particular, in existing sports activities. The project will provide material support and integrate sports activities, into wider awareness raising efforts. The approach will encourage the participation of the all community strengthening the social cohesion.


Deliver Community Awareness-raising sessions on Disability IssuesFocal points and field staff (HI and partners) will deliver awareness raising sessions at community level in favour of the recognition of the rights of DECOs and people with disabilities in general. HI will support the implementation of sessions by accompanying them in session design and progressively transferring organisational know-how in communication techniques through an initial training course and personalised support.

2.5.3 Activities for Result 2: Disabled ex-combatants and their families improved their living conditions through productive and viable livelihood activities

2.5.3.1 Identification of Individual Livelihoods Projects

Train animators / social workers as livelihoods trainers Field staff (ADMH/ANACO animators, HI animators) and FDC social workers will be trained in basic business skills and set up of Income Generating Activities (IGA). The animators/social workers will integrate this knowledge into the personalised social support and so raise the participants’ consciousness of his/her own economic potential and the options for livelihood development that are available. A strong emphasis will be placed upon entrepreneurship aptitudes and skills.

Design of Personalised Action Plans (Livelihood component) The core problems faced by the target groups lie in the lack of skills and livelihood. Prior to develop or strengthen any economic activity, it is fundamental to assess the person’s capacity to run his/her project in a specific environment at a specific time. To follow-up on the progress made, it is necessary to have set up a personalised accompaniment and referral service. The design and follow-up of a personalised plan are crucial steps to ensure the sustainability of the beneficiary’s project. A personalised needs assessment will be conducted to identify the main difficulties faced in accessing livelihood opportunities and to ensure that the intended livelihood project has been well thought through and is feasible. Only those DECOs who intend to earn a living from what they have learned are eligible for a skills training programme. The assessment will include identification of rehabilitation, medical and psychological needs that should be solved prior to or during the skills training or the IGA development. Referral will be made accordingly.

Following the needs assessment a Personalised Action Plan of the participant will be elaborated through a voluntary and interactive process. They will clearly stipulate the role and responsibilities of each party, the goals of each participant and will include details on the selected training courses and their durations, necessary participation and commitment, the supply of professional kits or the access to capital through Micro-finance institutions. When appropriate, Personalised Action Plans will also mention potential referrals to rehabilitation, health or psychological services (see link to activities under result 1, above). In addition, the animator will provide basic counselling to the participants’ household members. To enhance the level of community buy-in and create a supportive environment for individual participants, the choice of livelihood development option will be discussed in the commune monitoring and evaluation committees.

Facilitate IGA identification and feasibility study


Currently a sub activity of the activity described above (Design of Personalised Action Plans)The animator will support each participant in defining a suitable Income Generating Activity fitting his/her (existing or future) skills, capacities and showing the appropriate market potential. The identification of an IGA will be achieved via a feasibility study done locally. Participants will be involved in the different steps of their own feasibility study and the elaboration of the business plan elaboration through collecting data and analysing the local economic environment.

2.5.3.2 Livelihood Skills Training

Enhance vocational and technical skills of livelihood participantsSkills development schemes (vocational training centres, community vocational training, peer training and apprenticeship) will be based upon accurate needs assessments and designed and implemented in partnership with local stakeholders. Based upon the Personalised Action Plan, training will consist either of short and intensive IGA skills or longer term vocational and professional training in a particular skill. Where appropriate, training will be delivered via an apprenticeship format. All training will include both technical and business management topics and will be provided through various schemes whether informal ones (mainly by using community based resources) or formal (within established centres). Considering the average age of the participants (37), informal trainings will be privileged and when formal, short period (3 up to 6 months) will be recommended.

Partnership with public and private Vocational Training Centres (VTC) In consideration of the public Vocational Training Centres (VTC) supported by the Belgian Cooperation and the existing private ones, and the positive response given by the visited ones, the project will tie partnerships with selected VTC to facilitate integration of DECOs. Each VTC will be accompanied to deliver quality and adapted services for DECOs. Integration to regular courses will be given priority, but given the duration of courses (3 years in average) integration in specific of modules (3 months) will be privileged.

Community Vocational Training Community Vocational Training is relevant for DECOs and their families located in rural areas that live in close proximity who intend to develop the same economic activities such as vegetable growing, livestock breeding or food processing for example. Participants will engage in a short training session with contracted individuals, professional association or local NGOs .

Apprenticeship through peer training The peer training approach intends to identify successful community-based entrepreneurs and enable some of them to become trainers for others. The project will benefit from International Labour Office (ILO) methodology developed under “the alleviating poverty through peer training project" and HI expertise on peer training. Also, apprenticeship in formal or informal micro-enterprises will be supported. The designed scheme will take account of compensation for employers and/or apprentices (transportation allowance) and to the formalisation of the apprenticeship work programme/responsibilities. Particular attention will be paid to monitoring the inclusion of apprentices in the micro-enterprise.


HI believes that these informal trainings are culturally appropriate to DECOs in Burundi. These methodologies have proven successful to improve the capacity of the target group when they are not able to attend full time training session because they are involved in household daily activities. Solidarity fosters the transfer of skills from one another.

Enhance entrepreneurial skills of DECOs and promote savings within project’s participants

Now are included awareness activities to promote savings within participants’ group to facilitate people in the framework of the project or after to access financial services.While all training courses will include business management topics, business development training course will be provided to all livelihood participants through a formal group training session and through regular individual counselling. It will consist in confidence building, designing one’s personal project, analysing basic income and expenses, simple accounting, basic marketing and selling as well as saving. A second-level business development training course will be provided on topics such as dealing with customers, understanding cultural business attitudes, improving the quality of the product, adapting selling prices and distribution scheme, cutting down expenses and managing employees. The project will tailor the training method to the specific needs of the target population and make sure the training sessions are participatory, generate strong impacts and are cost efficient. These different sessions will be either delivered directly by the project or by Business Development Services Providers (such as the Bujumbura-based Maison de l’Entrepreneur).A specific focus will be given also to the promotion of savings. Thus awareness sessions realised through Micro-Finance Institution (MFI) staff will expose to the participants the positive impact of savings. Participants will also be encouraged to open savings account and supported by the field staff in doing so.

2.5.3.3 Link participant to appropriate source of capital More details are given to explain the approach used.Supporting start-ups is a delicate issue as on one hand Micro-Finance Institutions (MFIs) do not service them while, on the other, the experience that the PNDRR had in delivering start-up kits to ex-combatants was not particularly successful as many participants immediately re-sold the kit on the market for cash. However, prior HI experience in other countries (e.g. Cambodia, Mali, Angola) show that start-up kits are necessary for very vulnerable and non economic active persons but under specific granting conditions. The idea is to provide participants with professional kits such as equipment to start their economic activities (e.g sewing machine, welding tools) alongside with an on-going business coaching and while also familiarizing them with the mechanism of credit and loans.

For other participants, who started a micro business already, access to micro credit would be the better option. To this end the project will work with MFIs to devise an appropriate funding mechanism that enables the participant to overcome the lack of capital. It prevents him/her accessing credit while avoiding the creation of dependency and a charity-based relationship. The role of the project being to prepare and guide potential beneficiaries, accompaniment and support in terms of business plan development, feasibility study and entrepreneurship will be alongside with the access to the adapted financial services.A clear policy will be set up at the preparatory phase with the different partners involved. The funding scheme and final policy will be designed in coordination with project’s partners.


Business management skills training and specific support will also be provided by field staff to those applying for a credit. Start up kits will only be delivered once the beneficiaries have completed the skills and business management training. The grant scheme will also make certain beneficiaries raise funds (savings) during their training period to raise capital for their venture. Once accessing financial services the participants will benefit from regular follow-up from field staff. All the participants of the livelihood component will benefit from a very close follow up. Field staff (animators) will be trained in business management skills in order to provide a tailor-made coaching to the participants. A close and efficient follow up is one of the key successes for business sustainability.

2.5.4 Activities for Result 3: Enhanced access to mainstreamed services for disabled ex-combatants sustain their reintegration into the society

2.5.4.1 Identify existing services and programmes and disseminate available informationNew formulation of the activity – previously Directory of Services.Building from the stakeholder mapping during the preparatory phase a directory of services of relevance to DECOs and other people with disabilities will be created covering all services and programmes existing in each targeted province and disseminated amongst social and economic actors. The directory will provide accurate details (contact, access, capacity) of livelihood, psycho-social, legal and medical and rehabilitative services and on going programmes to enable referral of the participants.Once published the project will disseminate the directory to organisations and actors (NGOs, Government services, leaders) and advocate for its use. The directory will be updated throughout the lifetime of the project through a database shared with the partners.

2.5.4.2 Develop capacity of DECO associations (ADMH, ANACO) and support networks of DPOs (UPHB, RAPHB) to advocate for disability issues

New formulation of the activity to better understand the two kinds of support, a first one targeting DECO associations and a second one targeting networks of DPOs. A strong emphasis will be laid on this part of the project, which is essential to sustainability. Working with local organizations specialized in disabled ex combatants and disability in general is essential for a sustainable reinsertion of disabled ex-combatants. As proved by previous experience, providing material assistance is not always sufficient for that.Furthermore, as 2 DECO associations will be implementing partners for Bujumbura, it is crucial to develop their capacities in providing social support.The preparatory phase will be based upon a participatory approach involving partners and DPOs. HI will conduct a 2-day programming workshop in Bujumbura and refine the project methodology and design eligibility criteria. This kind of approach aims for objectivity and enhances participation and ownership of the process from partners. It will build local ownership and, through being based upon the reality of the Burundi context as perceived by partners and stakeholders project it will foster a smooth implementation of the project and lay the grounds for real sustainability. The capacities of key DECO associations and networks (ADMH, ANACO, UPBH, RAPBH) will be built in 2 areas:

Management and governance issues targeting project partnersMastering planning, organising, financial management, funds raising and monitoring are key


issues for the robustness and sustainability of Disabled People Organizations. Following the needs assessments a Memorandum of Understanding will be signed with each organization, specifying the areas of progress as well as HI and the Partner/DPO’s commitment. This phase is essential to pave the way to a long lasting relationship capable to overcome arising difficulties (change of trustees or Chairman, internal staff problems etc.). An action plan will be built with each organisation over the 3-year period. Training course sessions will be offered to trustees, staff and interested members. Regular meetings will be held with a Project Officer to discuss internal difficulties, introduce problem-solving methodology and monitor the progress of the action plan. Management, planning, organisation and monitoring tools will be tailored to the needs of each organisation

Advocacy and awareness raisingThis activity aims at enabling networks of DPOs – UPHB and RAPHB to organise quality advocacy and awareness-raising actions. More specifically, the project will build their capacity to conduct concrete sensitization and advocacy actions in favor of the recognition of the rights of DECOs and people with disabilities in general and in particular in regards to the UN Convention on the Rights of Persons with Disabilities that Burundi has signed but not ratified. HI will progressively transfer its know-how through staff training courses and personalised support on concrete topics as requested by the networks.

2.5.4.3 Develop capacity of livelihood and psycho-social service providers to respond to needs of DECOs

The activity was reformulated with 2 main sub-activities for each kind of actors.

Livelihood service providers and other economic actorsThe project will conduct a disability audit of every livelihood stakeholders willing to deliver high quality and inclusive services to DECOs including Vocational and Professional Training Centres (VTC & PTC), business owners and donor-supported business incubators. The condition and capacity of each stakeholder/service provider will be assessed and a specific action plan will be produced detailing inputs necessary to ensure a disability-friendly service. A Memorandum of Understanding will be signed between the stakeholder and HI.

Vocational Training Centres (VTC) and Professional Training Centres (PTC)VTC’s training curriculum will be enriched in order to achieve the project’s specific objective, which is socio-economic inclusion. The adaptation of the training curricula in order to fit the needs of DECOs will be done through discussion between the appropriate ministry, VTC representatives, HI and the national monitoring and evaluation committee. The project will also work with international actors (the Belgian Technical Cooperation for example) who are in the process of reinforcing VTCs in general. The duration of the training course will be 3-6 months long adapted to participants situation and according to the topics and services provided. The project will ensure quality of training provision by training staff, paying small motivational bonuses and ensuring that appropriate training materials are available. To ensure disability access it may be necessary to undertake certain physical adaptation (training station, ramps, toilets etc.) that will have been identified in the disability audit. HI has internal expertise in this area and will source labour locally.


MFI / Business IncubatorsAs with VTCs and PTCs, Microfinance Institutions and Business Incubators will be trained and sensitised in disability issues and specific curricula and materials developed to enable them to respond to the needs of DECOs and people with disabilities in general. In the same manner, business owners interested in integrating apprentices or employees will be assisted to design a personalized action plan (needs assessment).

Workplace adaptation When appropriate, participant’s work place could also be adapted thus he/she would work properly. A need assessment will be realised and simple works will be done whether on the general arrangement and accessibility of the work place whether on the adaptation of the tools and the work station.

Psycho-social service providers and other existing programs HI will engage an identified psycho-social service provider as an associate partner and train staff in awareness of disability issues and appropriate adaption of methodologies. Currently the PDRT is in negotiation with one International NGO (TPO) to provide psycho-social support to all ex-combatants. HI will tightly coordinate its work with TPO, and the possibility of extending TPO’s activities beyond the end of PDRT activities next June 2011 will be considered, to answer unmet needs of DECOs.The project will also provide financial support to facilitate access to psychosocial services, especially in terms of physical adaptation and training to provide adapted service to DECOs.

2.5.4.4 Train NGOs working with ex-combatants in current DRR phaseThe current DRR phase is being implemented by 11 national NGOs who are providing reintegration assistance to former combatants, of whom 262 are disabled. This project will add value to their intervention by providing training to NGO staff directly implicated in support to DECOs in disability issues. The training session will also enable synergies between the proposed project and the existing DRR phase to be identified.

2.6 Cross-cutting Themes

2.6.1 Gender

The project will give careful consideration to gender in project design and implementation, more specifically for three different aspects:(1) Disabled ex-combatants in Burundi are, by definition, almost exclusively male due to the exclusion of women from frontline combat. However 13 women were identified by the PNDRR and will be included in participant selection process. (2) Greater consideration will be given to gender aspects when activities are directed towards the family of severely participants. Here, it may be expected that the woman will have assumed increased income generation responsibilities due to her husband’s impairment. In these circumstances the project will work with both man and woman to strengthen the household income as whole while taking into consideration the social and cultural importance of traditional male roles as provider and head of the family.


(3) Awareness raising and special information will be done, during the trainings, individual coaching, follow up and workshop in direction of male DECO to promote the equal relations with women, the respect and non-violence toward them and the need to behave in the society in respect of women and their conditions.

2.6.2 Rights based approach

The project aims to empower disabled people to claim their rights from duty bearers (the State, service providers, community leaders etc.) as enshrined in the United Nations Convention on the Rights of Persons with Disabilities and its Optional Protocol. Burundi is a signatory to the convention and the project will support national umbrella organisations for persons with disabilities to advocate for complete ratification. In so doing, the Burundi government would create a legal framework for an improvement in the social reintegration of disabled ex-combatants and people with disabilities in general.

At a practical level, the project will empower DECOs to achieve their right to socio-economic participation through directing a host of measures towards creating an enabling environment and addressing physical, cultural and institutional obstacles. Relevant activities thus included are: mainstreaming of DECOs into stronger and more effective associations and support groups; construction work to increase disabled access to service providers; capacity building of duty bearers (service providers, Government ministries, NGOs) to better respond to the needs of people with disabilities.

2.6.3 HIV/Aids

Handicap International is already running an HIV/Aids project in Burundi and links will be made between this existing activity and the proposed project. Special attention will be given to affected and infected beneficiaries in all project intervention. Affected DECOs will be referred to existing services and opportunities for combination of awareness-raising messages will be actively sought.

2.7 Partners

Handicap International will oversee all technical and financial aspects of the project. A coordination team will manage the project from Bujumbura while smaller teams will provide close technical support to implementing partners at the regional level (one region compromises four provinces).

2.7.1 Principal partnersSocial support to individual participants (outreach, personalised social support, personal action plans, coaching) will be delivered through three partners. In Bujumbura, where current information suggests the majority of the target group lives, social support will be delivered through the associations ANACO and ADMH. Both these organisations group DECOs at the national level although their capacity and presence outside of the capital is limited. ANACO works with former combatants from the Armed Political Movements while


ADMH are compromised primarily of demobilised soldiers from the Burundian Armed Forces. Both organisations are relatively weak, undertake very few activities and were only formed in 2009 following the end of the first DRR phase. In Bujumbura, the selected associations will take a lead role in providing social support to DECOs with HI providing backstopping, technical and material assistance. In the first half of the project it is expected that HI project officers will work alongside ADMH and ANACO delivering on-the-job training. As their capacity is built and agreed benchmarks are reached, HI will reduce the level of day-to-day support.

In rural areas, social support will be delivered through the Family Development Centres (FDCs) run by the Ministry of Solidarity and which provide community and social work services at provincial and commune level. Formed in 1982 and initially designed to empower women, the FDC now operate across the country and deliver three services: community sensitisation on domestic issues (e.g. domestic violence), individual support to vulnerable people (enabling access to justice and income generating activities) and encouraging collective action. Apart from the national level secretariat, FDCs are run by provincial coordinators (17) and a social worker for each commune. At colline level, the FDCs work through volunteer community animators who are incentivised with occasional trainings and in-kind material gifts. As an established Government institution the FDCs have a certain capacity (fixed human resources, offices and transport) but suffer from a limited operating budget. This project will build upon the enormous potential of the FDCs by reinforcing their capacity to meet the needs of DECOs and thereby the wider community. The project will provide training to FDC social workers and will second two staff per province to support their team for the duration of the project. The FDC social workers will dedicate an agreed proportion of their time to following up participants and will themselves be encouraged through small but symbolic bonus payments in accordance with Ministry of Solidarity procedures. By reinforcing an existing Government institution that is present throughout the country the project will enhance the sustainability of the action and ensure greater and long term support for participants.

Given the weakness of ADMH and ANACO and the status of the FDC as a Government department the delivery of sub-grants is not envisaged. Rather HI will sign an agreement that describes the precise nature of the partnership and transfers funds according to precise sub-contract agreement and for particular and agreed costs (i.e. staff bonuses, fuel etc.)

2.7.2 Secondary partnersSecondary partners refers to disabled persons organisations (DPOs), state and non-state vocational training centres and psycho-social service providers, who will deliver social reintegration and advocacy components and specialised socio-economic services (adapted training and psycho-social support). The secondary partners will be identified during the preparatory phase according to the precise needs and location of participating DECOs. However, an initial mapping has been undertaken. HI will build their capacity (training, technical advice, material support) to develop the tools, skills and infrastructure necessary to meet the particular needs of DECOs.

2.7.3 Government of Burundi


HI will sign an implementation agreement with the designated line ministry and ensure the regular involvement of relevant Government stakeholders (Ministries of Solidarity and Defence, Demobilisation actors, local authorities) in project implementation, monitoring and evaluation through committees at national and local level.

SUMMARY ROLES OF AUTHORITIES

Ministry of Defence Ministry of National SolidarityMain role Line technical Ministry Implementation partner for

social and livelihood activitiesInterlocutor General Direction of ex

combatantsFamily Development Centers

Formal link Project implementation agreement

Partnership agreement

Preparatory Phase Participate in participatory planning workshopsParticipate in the definition of eligibility criteriaContribute to baseline survey (provide information)

Participate in participatory planning workshopsParticipate in the definition of eligibility criteriaContribute to baseline survey

Implementation of activities (or contribution to)

Participate in the selection of beneficiariesInclusive Sports and Recreational Activities for DECOsContribute to long term solution for DECOs living in GMAE camp

Deliver personalised social support through FDCContribute to design of personalised action plans for livelihoodContribute to definition and implementation of community projects

ME involvement Co-lead the M&E national committee with HI

Participate in the national M&E committeeParticipate in local M&E committees

Support from the project

TrainingsSports equipmentStationeries and office materialsContribution to transport costsAdaptation works of a recreational centre (only if GoB identifies an existing building and guarantees the sustainability).

TrainingsIncentives for social workersStationeriesContribution to transportation costs

2.7.4 HI BelgiumOperating in Burundi since 1992, Handicap International Belgium is currently implementing 3 projects in Burundi: (1) support to the physical rehabilitation sector, (2) support to disabled people organisations and (3) community based rehabilitation in Ruyigi province.


The two programmes (HI Federation and HI Belgium) are designed to ensure they are complementary. In addition strong communication and coordination mechanisms are in place to avoid duplication and favour synergy between the two programmes.

In the current project, it is envisaged to use the knowledge and experience of HI-Belgium in building the capacity of grass root organisations and structuring the network of disabled people organisations.Concretely HI-Belgium will be sub-contracted to undertake or to contribute to the activities consistent with their competencies and current projects. For example:- Create an Inclusive Social Environment (community projects; inclusive sport activities, disability awareness sessions)- Build capacity of DECO associations (ADMH, ANACO) and networks of DPOs (UPHB, RAPHB)

2.7.5 OtherSome services (i.e. physical adaptation of training centres, community projects) will be sub-contracted on a case by case basis.


Coordinator (ADMH)Coordinator (ANACO)

1 x Supervisor (HI) (4 in total)Provincial Coordinator (FDC) (4 in total)

Animators (ADMH) x 3Animators (ANACO) x 3

Social Worker (FDC) 1/province (4 in total)1/commune (26 in total)Animators (HI) (10 in total)

Bujumbura Provinces x 4

National Level

Communes

Coordination team (HI)Project CoordinatorTechnical Adviser – Social (9 months)Technical Adviser – Economic (9 months)Technical Officer – LivelihoodsTechnical Officer – Social Technical Officer – Capacity BuildingCommunication officerMonitoring and Evaluation OfficerSupport staff (HR, finances, log, drivers)

2.8 Human Resources – The organisational chart is reflecting the changes done in the project team as described below, specifically at commune level.

Province

Handicap International

Country Programme HI Country Programme Director (25%)Administrative coordinator (25%)Operational coordinator (25%)

29

The technical input & allocation of technical human resource is designed as follow:The project coordinator – responsible for the whole implementation of the project – will have double competencies, technical (focus on livelihood or/and demobilization skills) and managerial (senior in project management). This person, present during the whole duration of the project will be able to provide a technical framework, identify and optimize the technical inputs for the project. The Technical advisors are mainly planned at the beginning of the project (3 to 6 months) to put in place the main methodologies, tools and training / coaching of the national managers. It is obvious that these advisors will be hired in respect of a coherent timing (for example, no need to have the advisors largely before the prior identification of the national managers). TA are also planned in Year 2 (2 months) and Year 3 (1 month); Also, others technical supports have been identified to complement theses advisors. Others technical support: The project will be closely supported and monitored by the technical referent on livelihood that will coordinate the different advisors: social, mental health, methodology, etc. HI technical referents based in HQ will follow the project and will conduct regular field missions (at least once a year) to address specific needs of technical assistance.

The project will be led by a coordination team of HI staff based in Bujumbura . It is expected that the project coordinator will be an expatriate staff member with other staff recruited locally. In addition to strong management skills the project coordinator will be expected to have expertise in either economic or social reintegration. During and shortly after the preparatory phase the project coordinator will be assisted by two short-term technical advisers who will adapt and develop training modules specific to the Burundi context, train recruited national staff and oversee the baseline survey. The input of these two advisers is necessary to ensure project methodology is robust and properly designed from the start so minimising the need for adaptations later on. Provision has been made in the budget for technical advisors to come back in year 2 and 3 for spot technical assistance.

At the provincial level personalised social support will be coordinated by a HI provincial supervisor. In Bujumbura, the supervision of the personalised social support’s delivery will be done by the HI coordination team itself in cooperation with ADMH and ANACO. In the four interior provinces the HI provincial recruited by HI will second the FDC to reinforce their capacity to mainstream the project focus on DECOs into the everyday work of the centres.

At the commune level, personalised social support will be delivered through ADMH / ANACO association members in Bujumbura (3 per association), and through existing FDC social workers (26 and 4 provincial coordinator) in the interior provinces supported by 10 HI economic animators. Responsibilities of animators and social workers will be to provide all social and economic support components including follow up. They will be trained by HI for this task and given further on the job training by provincial level staff and the technical team based in Bujumbura.

2.9 Other Resources needed for the projectResources directly for beneficiaries


- Professional kits to support the beneficiaries in the starting-up or the enhancement of the incomes generating activities

- Subsidized micro-credits - Vocational training registration fees - Physical accessibility works for training & livelihood services (22 centers)- Market surveys to identify economic opportunities for DECOs- IEC materials such as posters and leaflets for community awareness- Adapted sports equipment to encourage social participation of DECOs- Publication of a directory of services- Training facilities (room rental, didactical materials etc.)

Equipment and running costs for HI and partnersTransportation means:- 2 four wheel drive vehicles for field supervision in the 5 provinces by the

coordination team- 6 motorcycles for social and economic workers in Bujumbura (ADMH and ANANCO)- 14 motorcycles for social and economic workers in the 4 interior provinces (FDC)- Bicycles for the focal in each communes (40)IT means to fulfil operational and administrative tasks (database, accounting, reporting, etc.):- Computers: 12 sets for the project coordination team, 12 sets for partners (ADMH,

ANACO, FDC and the General Direction of former Combatants in the ministry of Defence)

- Copiers (1) and digital cameras (1) for project documentation and visibilityOffice running costs- Office rental and maintenance for HI in Bujumbura- Supplies and consumables for HI and partners office- Communication costs for HI and partners (phone, email, internet)

Other Services- Translation of documents English / French / Kirundi- yearly financial audit of the project- mid-term evaluation- end of project external evaluation- good practices publication- visibility materials (stickers, T-shirts, banners)

2.10 Budget AnalysisThe budget costs are distributed as follows:

- Equipment: 5%- Human Resources: 31%- Running costs: 9%- Activities 55%

Equipment: For the project HI and its partners will hire a complete new team who will need means to complete their tasks (essentially transportation and computers).The equipment proposed in


the budget will be for the exclusive use of the project activities and not for HI administration or other projects. At the end of the project, according to SIDA’s wishes, the purchased equipment could be donated to GoB; local partners, or could be transferred to another SIDA funded project.

Human resources: Socio-economic counseling and capacity building being the main components of the project, human resources are a key input to the project success. Indeed, project team will provide direct services to the beneficiaries.In addition, local technical resources are limited and therefore a number of international advisers have been forecasted for a total of 18 months. Given its size, complexity and sensitivity, the project will be coordinated by an international staff. Costs of international staff tend to increase the costs of Human Resources. That is why the ratio for Human Resources reaches 31%.

The human resources forecasted in the budget can be divided in three categories, as shown in the below table:

Table updatedStaff categories

(national+international) Costs in SEK ProportionOperational staff dedicated to project 4 658 366 71%Support staff dedicated to the project 495 708 8%Management and support staff shared (% allocated to project) 1 408 422 21%

Total 6 562 486 100%

The costs for management and support staff of HI Burundi are allocated proportionally to activities and budget for each project implemented by HI in the country. The SIDA funded project will represent almost 40% of the total HI budget in Burundi, however only 28% of the costs for the national and international management team of HI Burundi have been allocated to SIDA.

Table updated

HI Burundi office staff Total costs(SEK yearly)

Costs allocated to SIDA(SEK yearly)

Percentage of costs covered by SIDA

National staff 507 502 143 714 28%International Staff 1 250 157 349 116 28%

Running costs:Running costs of the project have been limited to 9%, which is particularly low considering that the project will intervene in 5 different provinces which implies considerable needs in communication and transport means. In addition to the running costs of the project itself, a share of office costs for HI Burundi has been allocated to SIDA’s funding. This share is proportional to the budget represented by the SIDA’s funded project in the total budget of HI in Burundi, e.g. 40%.


Table updatedTotal costs(SEK yearly)

Costs allocated to SIDA(SEK yearly)

Percentage of costs covered by SIDA

HI Burundi office costs 312 421 117 158 38%

3. Monitoring and Evaluation

Due to the innovative nature of the project HI will place a strong emphasis on documenting results and capturing lessons learnt throughout. A process of continuous monitoring and evaluation will be built into the project design beginning with a baseline survey in the initial preparatory phase to formulate indicators against which eventual impact will be measured. The HI project coordinator will be responsible for monitoring the progress of the project towards delivering the expected outputs and for adapting relevant monitoring tools and training implementing partners in their use. HI will organise a mid-term evaluation to assess project progress towards meeting objectives and to identify necessary modifications to the methodology. An end of project evaluation will be conducted and its findings made available to stakeholders.

In addition to monitoring undertaken by HI and implementing partners Monitoring and Evaluation committees will be formed at national and local level in order to share information between key stakeholders, ensure transparency of the decision making process and discuss obstacles to project success. At national level the M & E committee will be compromised of representatives from the Burundi Government (relevant line ministry and CNDRR), the World Bank DDR unit, HI and partners. Through the committee HI will ensure that decision making is transparent and that sensitive issues are resolved before they harm the project and work of the implementing agencies. At local level, HI will create an M&E committee by commune that will involve local representatives, representatives of the target group and representatives of associations for disabled ex-combatants and people with disabilities in general. These committees will be involved in the process of identifying project participants, reviewing and approving proposed community projects to raise awareness of disability issues and the approval of individual business plans. Their oversight will ensure that interventions are locally appropriate and will constitute a continuous process of evaluation to enable potential obstacles to be predicated and addressed in advance.

Level Coordination MechanismNational Signed agreement with line ministry

Monitoring and Evaluation Committee (HI, Line ministry, CNDRR, partner agencies)

Province Regular sharing of information with socio-economic adviser and Provincial Governor

Commune Communal Committee- Local Administrator- Colline chief- Family Development Centre- ADMH outreach worker


Role: Approving community projects, Reviewing and approving grants for individual Income Generating Activities, monitoring

Project Follow-up Committee and review meetingsIn addition to the above mentioned coordination mechanisms, a Project Follow-up Committee shall be established composed of members from Handicap International, the Government of Burundi, and Sida. This Committee will meet at least once annually in conjunction with a Review Meeting.

Review Meetings will be held as follows:1. A Semi-Annual Review Meeting shall be held after the end of the preparatory phase (no later than 15 August 2011)2. Annual Review Meeting for year 1, shall be held no later than 15 March 2012;3. Annual Review Meeting for year 2 shall be held no later than 15 March, 2013.During Review Meetings the Parties will assess the performance of the project in relation to the Logical Framework and initiate policy dialogue. Agreed Minutes will be prepared and signed before a Review Meeting is closed.

Project Follow-up committee shall validate the progress reports submitted by Handicap International (ahead of Review Meetings) and the main project adjustments if necessary.

4. Sustainability

Sustainability of the project will be achieved through several strategies: The project will put a strong emphasis on ‘ownership’ of stakeholders and participants, on working through and strengthening existing local resources (institutional and others) and on networking for efficiency and greater impact. Through joint implementation with and capacity building of associations of disabled people (ex-combatants or/and general) HI will optimize opportunities of local handover and exit strategies. At the level of individual participants it is expected that personalised support and coaching, the self-autonomy generated by increasing individual incomes and interventions directed towards duty-bearers will facilitate behavioural change and create an enabling environment for socio-economic reintegration of DECOs – the ultimate goal of the project. The sustainability of the chosen livelihood is integral to the results of the project. To ensure success, each individual intervention will be based upon careful analysis of environmental, social and economic conditions and the capacity of the participant. Coaching will be delivered throughout and individual benchmarks put in place to decide the necessary duration of support for long-term reintegration to be assured.

The sustainability of services related to the project is also crucial to long term success. The reintegration of the disabled ex-combatants will greatly depend on their access to and the appropriateness of services. The project will specifically avoiding creating artificial services and will work through existing services. Thus, the project will, firstly, privilege the mainstreaming of DECOs into better adapted and more effective structures for long term support and socio-economic service provision. HI will thus transfer skills and knowledge and undertake necessary building work to enhance the capacity of Government agencies


(community-level Family Development Centres, Vocational and Professional Training Centres) and non-governmental actors (church-supported vocational training centres, psychosocial NGOs) to deliver support tailored to the social, economic and physical needs of PwDs. Secondly, the project will ensure the sustainability of long-term mutual support through building the capacity and widening the coverage of a nascent association for all DECOs. As well as assistance with training and restructuration HI will work closely with this association in the mobilisation of resources for continuing activity after the end of the project period.

5. Risks and Risk Management

DDR and the reintegration of DECOs in particular has traditionally been a fraught and complex issue in Burundi. Certain political and programmatic risks are entailed by the decision to work with this specific group to the exclusion of other vulnerable people and within the context of a national DDR programme that has had difficulties in meeting the expectations of DECOs. However, the goodwill demonstrated by various government ministries and DPOs during the proposal design phase and the possibility to further involve stakeholders during the project initiation phase allows for a presumption that risks can be successfully managed.

Political Risks Mitigation Measures RatingPolitical Instability in Burundi - Community-based project

- Medium-scale action focused on livelihoods,less dependent upon politics- Associated root-level partners and DPOs

High ImpactLow probability

Political disinterest / negative interest

- Ministries involved in planning process and implementation - M&E committee involves public representatives in communication and oversight- Media coverage of main events and outcomes- Capacity-built DPOs provide counter-balance

Medium ImpactLow probability

Economic Risks Mitigation MeasuresWeak economy with limited absorptive capacity

- Support to small scale activities targeting thebasic needs of local market- Market survey emphasises innovative and profitable niche activities- Design of relevant Personalised Action Plans- micro-finance mechanisms are

Medium ImpactHigh Probability


hybrid of grant / credit mechanism

Social Risks Mitigation MeasuresDECOs default on loans / sell capital assets due to lack of long-term perspective/personal issues

- frequent and sustained personalised social support- appropriate match-up of economic activity to individual personality of participant (e.g. quick profit)- project will enhance peer support and support of wider community- commune level M&E committees approve participant’s economic option and are implicated in monitoring

High ImpactHigh probability

Tensions generated between participants and wider community / other persons with disabilities / non-participating DECOs

- community projects will spread project benefits and generate horizontal links between DECOs and others- Persons with Disabilities benefit from capacity building of DPOs and better service from reinforced livelihoods/psychosocial providers - clear communication to explain selection criteria

Low impactHigh Probability

DECOs have unrealistic expectations of project (i.e. delivery of housing / medical support)

- Project reinforces individual and family of DECOs in most need of housing/medical (i.e. group in GMAE)- Physical adaptation to homes of severely disabled DECOs

Medium ImpactLow probability


6. Visibility

The project will ensure that project results are communicated to stakeholders and the wider public. A communications assistant will be employed explicitly for this purpose and will ensure that information disseminated about the project is accurate and harmonised. The latter aspect is especially important given the diverse and multiple natures of partners involved in project implementation and the political sensitivities related to the target group. The project will make use of various media (factsheets, newsletters, radio) to keep stakeholders and the wider public updated upon progress. The donor will be kept informed and involved through regular reports according to a timetable and mechanism agreed with HI.

At the end of the project, documentation and lessons learnt will be designed, published in English, French and Kirundi and largely disseminated to inform future interventions by international and national actors.

Handicap International

Environmental impact and mitigationThe overall objective, the purpose and project activities of the project may have environmental impacts – positive and/or negative - depending on the activity: The main risks identified are related to professional, vocational training, income generating activities and accessibility building. In respect of the National Adaptation Program of Action (NAPA) adopted by the GoB, HI is planning to reduce as much as possible the risks of negative effect on the environment, to remain negligible.

(1) During the initial phase of the project, environmental issues will be included in the analysis, to list the potential impacts and the necessary mitigation measures. A mitigation plan, specific to environmental issues will be produced to help and support the senior staff in their activities and technical choices. (2) During the implementation phase: - Regarding training activities, HI will promote positive approaches for environment by emphasizing the importance of sustainable use of natural resources or/and of a controlled development of agriculture / production (pesticides free, etc…) during the trainings sessions, workshops or seminars. - Regarding economic activities and income generating, HI will invest in majority in activities that are environmental sustainable (culturally, natural resources, in respect of others groups developing activities). Type of IGA proposed and measure of the impact will be adjusted during the initial phase of the project.- At last, the planned physical works (for accessibility) may involve limited excavation and “rubbles” that have to be removed to authorized location. This will however be used to undertake levelling of the compounds. The tender process and the contract with the constructor will obligate adequate “disposal” and also ensure that no unnecessary alterations are made to the physical environment.(3) One specific analysis will be included during mid-term evaluation and final evaluation, to

evaluate the enforcement of these recommendations & measures identified at the beginning of

the project. At last, the final report will produce clear results and lessons learnt on this issue.

37

7. Budget – Updated in SEK

Refer to document “Project Budget” enclosed for details. Find below the summary of the budget.

Operation Period: 01/12/2010 to 30/11/2013

All amounts in SEK

Items Total cost Year 1 Year 2 Year 3

A Equipment 966.500 966.500 - -

B Human ressources 6.562.486 2.010.078 2.465.398 2.087.009

National staff 3.171.072 713.361 1.268.429 1.189.282

Expatriate staff 3.391.414 1.296.717 1.196.970 897.727

C Running costs 1.970.129 599.572 688.403 682.155

Vehicle running cost 776.886 177.038 299.924 299.924

Travel 224.943 74.981 74.981 74.981

Communication 204.948 63.942 70.503 70.503

Building : rent and utilities 431.922 141.891 148.140 141.891

Supplies and materials 151.003 72.898 39.053 39.053

External services 180.427 68.821 55.803 55.803

D. Activities 11.528.923 3.279.033 5.170.595 3.079.294

Support, evaluation, studies 1.170.563 459.024 280.085 431.453

Training and awareness 1.173.656 436.574 662.376 74.705

Support to partners 3.485.211 983.865 1.528.883 972.462

Support to beneficiaries 5.292.721 1.369.889 2.495.864 1.426.968

Lobbying 406.772 29.680 203.386 173.706

Sub-total direct costs 21.028.038 6.855.182 8.324.397 5.848.458

Administrative costs (7%) 1.471.963 479.863 582.708 409.392

Total 22.500.000 7.335.045 8.907.105 6.257.851

OTHER ANNEXES

A) Geographic Distribution of Target GroupB) Map of Burundi


Annex A: Geographic Distribution of Target Group

Data from PNDRR, 2006


Province No. inhabitants

No. DECO

Livelihoods Actors

Social Actors

Economic Context (dynamism, opportunities…)

Bujumbura Mairie 478155 740 BNDE, CECM, MUTEC, Twitezimbere,COOPEC

CDF,Civil society actors in all sectorsODEDBU OPH

Urban areaMicrofinance Institutions (MFI) amogst which those offering follow-up support to clients ; Vocational Training Centres (VTC) (Kinama, Mubone, Buyenzi, Nyakabiga I &II, Cibitoke et MusagaProfessional Training Centres (PFC) :PFC Kanyosha and Don Bosco in ButerereOpportunities : micro-enterprise and variety of odd-jobs/piece work

Province Bubanza 348188 380 CCEM,CEPROTA,FCD,BDDBCOOPEC

CDFODEDBUOPH

Province bordering the capital city5 x VTC : Gihanga, Bubanza, Ciya, Mpanda and GataguraRice production remains one of the most viable economic activities. The proximity of Bujumbura increases commercial possibilitiesOpportunities: Small business, agriculture and vocations adapted to péri-urban environement

Bururi 570929 340 TwitezimbereCOPED,FDC,RECEKA,COOPEC

CDFOPH

Province marked by diversity of four natural régions : Imbo (Rumonge, Burambi) Mirwa (Buyengero Songa et Vyanda) Mugamba and Bututsi (Matana, Rutovu) Economic dynamism varies between régions with strong commercial, agricultural and fishing activity in the Imbo région and agriculture, small livestock and micro-enterprise in Mirwa. In Mugamba and Bututsi region there is greater dependence upon cattle, agriculture and micro-enterprise. Opportunities need to be analysed according to specificities of each zone. Few training centresVTC : Vyuya and Muramba, Bamba, Bururi, Gatete, Mugara, RumongePTC: Muramba and RutovuMFI are present

Muramvya 294891 335 ACEPVCOOPEC

CDFOPH

Agriculture, cattle, Small livestock and Small business. Micro-enterprises not well developedVTC : Ryarusera, Mbuye, Migezinete and Munanira

Gitega 715080 227 Twitezimbere,ODAG,MutecUCODEFDCCOOPEC

CDFOPH

Two distinct zones : urban and ruralUrban : Small business, micro-enterprise, vocational work (carpentry, mechanic etc.)Rural : Small business, few micro-enterpriseStrong MFI presenceVTC: Buhunja, Ecome Gitega, Giheta, Mutobo, Bwoga Gitega, Gitongo et NdavaDue to high population, few agricultural possibilitiesSmall livestock possible

Province Bujumbura Rural

565070 205 COOPEC CDFODEDBUOPH

Three zones : Mugamba : Agriculture and cattle, Possibility to explore Small business and basic vocations l’Imbo : Agriculture, Petits métiers développésImbo (bordering capital city)


Rice production, Small business well developed – sale of farming products in BujumburaVTC: Magara, Maramvya, Ijenda, Nyabisaka, Rushubi and Matara

Ngozi 661310 196 TwitezimbereUCODE, FDC,COOPEC

CDFOPH

Region of Buyenzi : Coffee growing, Small business and basic vocationsVTC: Musumba, Maramvya, Musenyi, Mihigo, Ngozi, Buhiga, Vyegwa, Mrangara

Makamba 428917 190 COOPEC CDFOPH

Strong activity along Tanzanian border VTC: Mugerama, Kayogoro, Makamba et MugizoOpportunities: business, vocational training

Kirundo 636298 187 FDCCOOPEC

CDFOPH

Few economic opportunitiesVTC : Budahunga, Buhoro, Nyagisozi, Kirundo et Rushubije

Mwaro 269048 185 ODAG,FDCCOOPEC

CDFOPH

Few economic opportunitiesCEM : Mbogora, Makamba et KibumbuPossibilities in agriculutre, Small livestock and Small business

Kayanza 586096 182 TwitezimbereUCODE, COPED, FDC, COOPEC

CDFOPH

Relatively strong economyHigh population density and so well developed vocational activity MFI présent throughout provinceCulture of strong economic associations (roofing, brick making, … )Opportunities : varied vocational skills, Small businessVTC : Randa, Mihogo, Ryirengeye, Ceyerezi et Ruhinga

Province Ruyigi 400818 179 COOPEC CDFOPH

Few economic opportunitiesFew MFIsVTC: Gisuru, Kinyinya, Ruyigi, Bwagiriza, Muriza

Province Cibitoke 460626 173 Twitezimbere,CODEC,FDC,FDC,CEPROTA,BDDBCOOPEC

CDFOPH

Agriculture (including commercial)Basic vocationsSmall livestockVTC : Karurama, Rukana, Nyabugimbu, KIgazi et Cunyu

Muyinga 632346 124 Mutec,UCODE,FDCCOOPEC

CDFOPH

Strong activity along Tanzanian border Agriculture (including commercial)Basic vocationsVTC : Gashoho, Kibimba, Muyinga, Gasogwe, Mugano and Rusenyi

Province Rutana 336394 110 COPED, TwitezimbereCOOPEC

CDFOPH

Few economic opportunitiesVTC : Musongati, Gisuriro, Rutana, Gitaba, Kiguhu

Cankuzo 221391 79 FDC COOPEC CDFOPH

Few economic opportunitiesVTC : Kigusu, Muyaga, GItwenge, Kaniha, Gishungo et Cendajuru


Karusi 433061 70 ODAG, UCODE, FDC

CDFOPH

Few economic opportunitiesVTC: unknown


ANNEX B: Map of Burundi


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