Change to believe in:

THP Uganda’s impactJanuary 2009

1

Appreciating that distinguished economists and academics have devoted

considerable time to solving the intricate and interwoven issues of eradicating poverty,

this impact report makes a strong case that The Hunger Project’s (THP) impact in Uganda has been considerable. There is a long way to go to meet the stated goals,

but with strong local talent in place, an effective methodology that other NGOs envy,

and several visible case examples of demonstrated impact, THP Uganda is poised for

its next stage of development.

An independent consultant team conducted a pro bono study and compiled this report

based on three weeks in Uganda interviewing government, staff, and local

constituents; collecting epicenter data; getting to know benchmark NGOs; and

experiencing first-hand what THP has accomplished in Uganda. In addition, the team gathered a fact base on the relevant issues for the social sector world in general.

The report covers four topics: Uganda’s challenging NGO landscape, THP’s sources

of distinctiveness, assessment of impact, and recommended opportunities to pursue.

1. UGANDA – A CHALLENGING LANDSCAPE

A democratic and relatively peaceful nation, Uganda has experienced a period of

stability and economic growth since 1986 under President Museveni. The government strongly supports the Millennium Development Goals, and UNDP estimates it is on

course to meet 5 or 6 of the 8 targets by 2015. In this context, the government has

set aggressive aspirations: Prosperity for All. Uganda’s abject poor (earning less than

USD1 per day) number approximately 10 million out of a total population of 31 million.

With conflict on its borders, infrastructure in need of investment, generally low education levels and poor weather conditions recently, there is much to be done to

achieve the level of progress that government, and its supporters, expect.

To fill the need, well over 100 NGOs are actively helping and competing for government attention. In contrast to many well-funded NGOs, THP Uganda has

invested only USD3 million since 2000. With this small budget, THP has managed to

stand out as an organization that makes a tangible difference at a grass roots level. It

now has 24 staff and 8 epicenters at various phases of development, from Mpigi –

established in 1999 – to Mbale – established in 2007. Similar to other integrated models, THP’s approach draws on better farming methods and food security;

women’s empowerment; clean water and improved home hygiene; improved health

services; microfinance-led income generation; and functional adult literacy training.

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2. SOURCES OF DISTINCTIVENESS

In this context, the consultants were positively surprised by THP’s distinctiveness: a

unique combination of simple yet compelling intellectual property (IP) and its focus on

tangible actions delivered by a well organized structure of local leadership committees.

Four “magic ingredients” give THP its core formula for success (Figure 1):

THP Uganda has a distinctive approach which delivers uniquely low cost,

sustainable impact

1. Create a vision of a different future

through VCAworkshops

2. Mobilize commitment

to action through tangible projects and

skill building

3. Establish formal roles for local leaders

4. Put women at the

center

▪ No handouts or costly infrastructure upfront

▪ Animator initiated projects

▪ Empowering people with both the skills and will to change

▪ Epicenter committees and sub-committees elected by the community set

their own agenda and priorities▪ Network of volunteer animators who

feel personally responsible for setting an example and changing the mindsets and behaviors of their neighbors

▪ Reduced dependence on THPparticularly after self sufficiency

▪ True empowerment of women

– Female owned and managed rural bank

– Emphasis on loans to women – 50% representation of women on all

other leadership committees

▪ Generates commitment from local government and the community to be active participants in the change – reduces

costs and dependency, and improves likelihood of sustainability after THP leaves

▪ Creates powerful proof that change is possible for anyone;

accelerates the formation of groups▪ Increases likelihood that change effort will be successful

▪ Generates a strong sense of local ownership for the success of programs

▪ Starts the process of local capability building early to prepare for self-reliance – committee members learn to develop workplans

and meeting agendas, and work with local government officials ▪ Enables THP to reach a lot of people without a lot of staff on the

ground

▪ Builds in an exit strategy for THP to leave a community without undermining sustainability

▪ Teaches men and women that women can be valuable

contributors to the household and the community▪ Motivates women to begin income generating projects to boost

household income▪ Improves outcomes for children (health, nutrition, education)

▪ Reduces women’s dependence on men and their ability to manage if their husband dies or leaves them

The THP approach What’s distinctive Why it’s important

▪ Investment of only ~USD5 / person/ yr▪ Proven self sufficiency and continued

progress (community led) after 5 yrs

Makes replication feasibleA uniquely low cost, sustainable model

At the heart of THP's uniqueness is its intellectual property. The “Vision Commitment

Action” approach differentiates THP from NGOs who believe in investment of cash or

goods and services first and change as the consequence. It is also different from

those who simply provide training and assume new skills will create momentum for

change.

F I G U R E 1

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VCAs play an important role in mobilizing communities and shifting mindsets

“In the beginning, we thought The Hunger Project was just going to give us money, but they started by

training…then we realized AWFFI is not just about giving out money, but empowering women and creating awareness…We started by creating our vision before accessing credit – to get out of hunger through animal husbandry and other projects. Through training they encouraged us to improve existing programs and make new ones.” – Member of the Wakiso rural bank board of directors

“Before the VCA workshop, the culture of saving was poor. I would get money and then spend it. But since that time, I have learned to save. When I get money, part is saved and the other is spent…another thing is food security. Previously I didn’t know how to preserve food for the future. But now I harvest, eat and preserve food for the future also” – Animator, silk project

“It helped me change my mindset…how I can work as a team with my family and my neighbors. I want to show you the garden which I gave my people – people in the village that don’t own land” - Epicenter chairman, Kirahura

“Before the training we were doing it individually. Now, after the training, we formed the group. We created a 2 years plan…in the period of 2 years we have been able so far to sensitize four parishes out of seven. 2,200 have already been sensitized” – HIV/AIDS animator

“When you are in VCA, some will easily respond but others want to see how others have benefited and maybe that’s when they will come” - Animator

“Most women never thought working was important. At first when The Hunger Project came, we thought it was just about food, but then we learned that the definition of hunger is broad” – Epicenter sub-committee member

SOURCE: Interviews

The VCA workshops, mobilization process and local leadership approach accelerate change and help people to remain motivated, even in times of doubt. By design, the

leadership committees are made up of local leaders with the greatest personal

motivation and natural talent, though even these leaders experience steep learning

trajectories. THP’s model also puts women at the center in multiple ways.

The approach facilitates a critical mindset shift, instilling the belief (followed by

commitment) that people can help themselves through collective action (Figure 2).

The process is intentionally patient – ensuring that the community genuinely changes

mindsets ahead of significant infrastructure investment.

F I G U R E 2

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Through this approach, THP has developed several assets with longer lasting value:

▪ Animator network. The ~20,000 animators in Uganda are essential in driving

mindset changes. They also allow THP to maintain a small staff, yet have an

impact on tens of thousands of people. This local leadership network is unique.

▪ Epicenters. The buildings themselves are an asset. The physical focal point of

community-driven change, they provide important community services such as

food security and health care and are a source of pride. Other NGOs use a similar

concept, but what sets THP apart is the process and experience of facilitating the construction. Villagers must contribute to the construction cost and effort, resulting

in stronger ownership and empowerment.

▪ Rural banks. The AWFFI1 (women) and SPIA2 (men) savings and loan schemes,

which ultimately become formal rural banks, make a concrete difference to people's lives. And this ownership model is distinctive—with 100% female boards,

the rural banks are entirely owned and governed by the local community. This

female leadership model contributes to the empowerment of all the women in the

community. Importantly, local ownership also creates a very low operating cost

base, as volunteers screen loan applications and monitor repayments.

▪ Reputation. THP's staff has developed good relationships with many different

constituencies. Local government and community leaders view THP as a trusted

partner. Neighboring communities actively request support. Other NGOs

interviewed voiced their respect for THP's ability to mobilize people and instill ownership pride. In an overcrowded NGO landscape, the quality of these

relationships is a significant achievement (Figure 3).

▪ Committed staff. THP Uganda has an inspiring team of project and organization leaders. These men and women are values-driven and passionate about their work

with THP. They are respected in the epicenter communities, and their ability to

convince people to start to believe in themselves is what gets everything moving.

While other NGOs certainly have equally passionate staff, THP Uganda has a

strong cadre of long-tenure people in every function.

1 AWFFI = African Woman Food Farmer Initiative2 SPIA = Strategic-Planning-in-Action

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Broad praise for THP Uganda from government officials and other NGOs

Government

officials

Other NGOs

▪ “The THP model should be a standard, there is no question that it works.” – National NGO forum Program Officer

▪ “They are good at community mobilization…somehow they get a lot of people to volunteer…it is intriguing that

The Hunger Project is able to mobilize over a larger areas with a limited staff…They spend more time preparing, they go slowly, they want to achieve results over a longer period.” - Johnson Nkuuhe, National MDG Support

Advisor and Uganda Millennium Villages Project Country Coordinator

▪ “Women’s empowerment, there’s talk everywhere about women empowerment, but it is quite different when you

go to an epicenter - it is real women empowerment in terms of their clout, their markets, visibility in the community

but also at the household level. So I think those approaches have only been seen in The Hunger Project and it is important that they are scaled up even elsewhere…the villages need to borrow the first stages of The Hunger

Project – changing mindsets, ensuring that people know that this is the direction we’re taking and no one is going

to stop us. It’s not about money but how do we get ourselves out of this” – World Vision Uganda representative

▪ “The community leaders have learned to ask us for what they need. If THP says they are leaving, these people

will still maintain their new position” – LC5 local government official, Kiboga

▪ “The Hunger Project coming has assisted my people both in acquiring knowledge and changing their thinking.

They were producing crops for human consumption, but now they are producing crops for sale. And more so,

people have accessed services…Of course money is good, but training, that is more right…Knowledge is power”

– LC3 local government official, Kiruhura

▪ “I went to Iganga and saw the good things The Hunger Project is doing…if you empower women, you empower

the family” – State Minister for Gender and Culture in the Ministry of Gender, Labour, and Social Development

▪ “Who would have thought women could manage the bank so well? We did not think they had the ability, but now

we know differently” – Local government official, Kiboga

▪ “I’m really very grateful. You have really assisted us…If you open more branches in the Iganga district I will be

very happy…and as a district we should look for land because land is very scarce” – District government official,

Iganga

EXAMPLES

SOURCE: Interviews

F I G U R E 3

Finally, though the integrated model is not unique, THP’s execution is uniquely cost effective, with THP spending USD5-15 per villager transformed per year.

The estimated epicenter cost to THP for the first 5 years1 is USD 423,000 of which

USD 135,000 is construction cost, with communities and local government contributing an additional USD 165,000 (Figure 4)

One of the underlying principles is that THP will not pay for something that the

government should provide. The staff works very effectively with local government to

1 Assuming that a community reaches ‘self-reliance’ (defined as the establishment of rural bank) during the 5th year; historically, it has taken 4 – 9 years to reach Phase 4

6

Local government▪ Land ▪ 50% of staff quarters

▪ Power & water

▪ Public toilets▪ Health clinic

Community

▪ Sand▪ Aggregates and hardcore

▪ Bricks▪ Labor

Local government and community contribute half of the epicenter

cost, but epicenter construction costs are expected to rise

28

27

44

THP

Total cost of epicenter constructionPercent, 100% = USD300k

ESTIMATE

SOURCE: Interviews; THP-Uganda financial statements; Mbarara epicenter construction contract; Team

secure funding and ongoing support for infrastructure, such as the land, the building

and water supplies, and services, particularly the health center. The other important

underlying principle is an insistence that community members must contribute

financially and in kind (labor), to their own development. THP does not give handouts. This design principle is a powerful tool for completely circumventing the real risk of

creating welfare-dependency. Additionally, it minimizes costs and plays a key role in

shifting mindsets.

F I G U R E 4

3. DEMONSTRATED IMPACT WITH A WAY TO GO

THP appears to have cracked the code on making meaningful, sustainable change

happen. That said, while THP’s penetration of its catchment areas is meaningful, there is still a very long way to go to affect large swathes of Uganda’s hungry.

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Through case studies of three self-reliant epicenters, Wakiso, Kiboga and Mpigi, it is possible to see that in each case, the epicenter community has managed continued

growth on several key dimensions with a clear line of sight to the stabilization of food

supplies, generation of income, and expansion of the community (Figure 5). Through

interviews, active members of the community have increased their income by an

estimated 30-50%. Emphasis on saving food individually and collectively significantly improves the number and quality of meals eaten daily.

Year

Mobilization continues even after self-reliance is achieved

2,547

2,127

1,039855775

656536414

080706050403022001

7,878

6,885

6,181

4,229

945836

163

200807060504032002

1,8131,7231,6101,5781,324

343150

20080706050401*2000

Wakiso number of animatorsTotal number of animators

Kiboga number of animatorsTotal number of animators

Mpigi number of animatorsTotal number of animators

Early stage

Self reliance

No. of VCAW

attendances

No. of FAL

learners

1,226

273

2,467

123

1,729

208

2,633

54

3,153

15

1,092

175

600

334908

1,079

1,450

626

915

8,972

1,400

7,327

2,140

11,751

2,200

3,086

2,200

1,074

480

3,035

872

12,624

814

4,793

407

8,208

N/A*

1,733

N/A*

73

N/A*

2,196

87

824

1 FAL data not available for Wakiso 2002-2004; Animator and VCA data not available for Mpigi 2002-2003

SOURCE: THP Uganda quarterly reports; Team

F I G U R E 5

Within self-reliant epicenters, there is evidence of significant local ability to execute

the program without THP’s support; for example: Running VCAs, developing work-

plans, implementing new projects and approaching local government for support.

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Communities continue to make improvements after the point of self-reliance (Figure 6). THP continues to make modest contributions to each epicenter for ad-hoc projects

(USD9,000-50,000 in 2008), but the evidence suggests both skills and demonstrated behaviors are embedded.

Evidence of community led development after self-reliance

Sector

Examples of community driven achievements after self-reliance

Wakiso

▪ New water pump provided by the district

Kiboga Mpigi

▪ 300 feet borehole drilled

▪ Environment committee formed▪ Tree nursery bed established

with the help of NEMA

▪ Two additional wells built Water and

Environment

Agriculture

Health

▪ Food crib built and food bank

converted into village shop ▪ 3 agricultural extension officers

affiliated with THP ▪ Great Lakes Cassava Project

established

▪ District provided 90 hand maize shellers

▪ Drip irrigation to be installed in

communal garden

▪ Community medicine distributors retrained and provided with

treatment kits by the district

▪ Health staff quarters completed

▪ Partnership with AFFORD to distribute bed nets

▪ HIV/AIDs drama group performed in front of 500

partners on World AIDS day

▪ Grinding mill provided by the

district and leased to a community member

Other▪ Nursery school expanded▪ M&E focus groups introduced

▪ M&E animators trained and

surveys translated into

Luganda

▪ Drip irrigation established in

epicenter garden ▪ Fruit trees planted in the

epicenter garden▪ NAADS training introduced

▪ 8500 kg capacity food crib built

▪ Health staff quarters latrine constructed

▪ Village shop opened

SOURCE: THP Uganda quarterly reports, 2000 – 2008; interviews

F I G U R E 6

That said, THP’s total impact on the whole community remains small, with 6%

penetration of core epicenter “membership” within the catchment area and up to 25%

reached in a meaningful way (Figure 7). With a “marketplace” of 10 million in abject poverty, THP has a long way to go to reach everyone.

Defining three levels of impact, the consultants estimated the number of households

meeting the criteria at each of THP’s 8 epicenters. They used a multiplier of 7 to convert head of household to total individuals.

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That said, THP’s total impact on the whole community remains small, with 6% penetration of core epicenter “membership” within the catchment area and up to 25%

reached in a meaningful way (Figure 7). With a “marketplace” of 10 million in abject

poverty, THP has a long way to go to reach everyone.

Defining three levels of impact, the consultants estimated the number of households meeting the criteria at each of THP’s 8 epicenters. They used a multiplier of 7 to

convert head of household to total individuals.

Tangible impact

+35,000

Significant impact+90,000

THP Uganda has reached ~165k individuals, representing 25% penetration of its target geographies

Individuals impacted by THP in Uganda,

2008 estimate

Significant impact / extended membersHousehold leaders have:• Attended multiple VCA workshops• Established an exemplary income

generating project• Qualified as ‘animators’ for their

leadership & role modeling capabilities

Deep impact40,000

Deep impact / core members

Household leaders have:• Attended multiple VCA workshops• Established an income generating project• Opened a savings account & received a

microloan

Tangible impact / trial membersHousehold leaders have:• Attended VCA workshops

• Joined a community group• Commenced an income generating

project

Cumulative

penetration of catchment area

Percent

20

25

Definitions

6

Total population

of catchment areaserved: 651,000

Estimated cost per person

USDollars

5

4

15

NOTE: Assumes average household size is 7; Catchment area defined as total population of the sub-counties in Uganda which THP has mobilized (651,000); cost per person figures estimated based on 2008 spend in Uganda

SOURCE: THP Quarterly reports (Q3 2008; Q4 2007); AWFFI & SPIA Quarterly reports (Q3 2008); THP staff analysis;

Team field interviews

F I G U R E 7

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No single measure does THP’s integrated model justice. And although each epicenter community has a multi-year history of loan growth, training and skills-building, seeds

dissemination, schooling, and such, the real mark of the model is changing mindsets.

Accordingly, the consultants collected qualitative data on this measure, in focus

groups and interviews with over 250 people during their visits to 6 of the 8 epicenters.

Their overwhelming takeaway is that women – and men – emphatically report on the “From-To” shift in their personal mindsets (Figure 8). Some outstanding examples:

▪ Change in control over one’s destiny: from learned helplessness and dependence

on hand-outs to “having the skills to change things ourselves”▪ Change in understanding of time: from “everyday is today” to saving and planning

for a very real future

▪ Change in attitude towards hunger: from “what I have is enough” to the

commitment to nutrition and surplus sales

▪ Change in attitude towards education: from “low value” to “essential at any age”▪ Change in women’s role: from “mother and housewife” to “provider, partner and

leader”

…ToFrom…

THP impact: changing deeply held mindsets NOT EXHAUSTIVE

Control

over one’s destiny

▪ My father was poor so I will be poor

▪ Belief in luck / waiting for someone to provide help

▪ If you contract HIV, there is no hope▪ Worms are inherited, run in my family▪ I am alone in my community

▪ I can make a difference in my own

life▪ I can work with my neighbors and

share ideas to collectively improve our lives

Vision of the future

▪ I am comfortable where I am▪ Tomorrow will be the same as today .▪ I consume/spend everything – no

savings

▪ I have a vision of a better future and I am working towards it

▪ I understand the importance of saving

Importance of education

▪ Investment in education is not worth it (particularly for girls) - I can’t afford school fees and I know people who have been successful without formal education

▪ Going to FAL classes is embarrassing and a waste of time – I have learned everything I need to know to get by

▪ All children, including girls, need to go to school, and I will prioritize using any extra income to pay school fees to give them access to the best education possible

▪ FAL is a valuable use of time

Role of

women

▪ I rely on my husband to support our

family▪ Women should stay at home or sit

silently in meetings▪ A husband who has paid a bride price

should be entitled to an obedient and loyal wife

▪ I can earn an income and contribute to

our family. ▪ I can provide for my children if my

husband leaves ▪ If I am working, things become easier▪ Women are effective leaders in our

community▪ Husband and wife plan and make

decisions together

Hunger ▪ Nutrition is about quality and variety of food, not just quantity

▪ I have increased my production so that I am producing enough for consumption, food storage, and selling.

▪ If I can have 1 meal, that will be enough

▪ I eat everything I produce

“During the VCA training, the trainer told us to close our eyes and visualize our future for the next 3 years. I pictured healthy

children, sleeping comfortably, and looking beautiful”

“I was thinking about paying school fees for only the 2 boys, but when I joined The Hunger Project and got a chance to be trained, then I managed to change my mind. I sold one of my cow to get the

chickens, then we started poultry farming. That’s how I managed to buy school fees for all my children”

“The VCA workshops formed when we

were very shy, we never used to speak in public or do anything. So the groups helped us develop confidence in working together and taking up leadership positions. We learned that even women can participate in productive activities so we don’t depend on men so much”

“Before, we would eat everything we harvested. I didn’t know how to preserve food, but now I preserve food for the future”

“The bank refused to give him a loan because he had nothing, so he joined my group and I trained him on my land. Now he has 7 acres of his own and is doing well”

Sample quotes

SOURCE: Interviews

NOT EXHAUSTIVE

F I G U R E 8

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THP believes that changing mindsets and behaviors is absolutely essential for

sustainable change to happen. In visiting epicenters at different stages of

development, the consultants clearly observed a real difference in people's mindsets

from early stage epicenters, where an expectation of hand outs was noticeable, to

self-sufficient epicenters, where people clearly understood that they are the masters of their own destiny. This process of change is complex and takes a long time, but the

elements of THP's model integrate well to facilitate sustainable behavioral change.

In addition, three specific types of changes work together to empower women:

1. Material changes. Increased earning capacity and control over income, and

improved ability to meet basic needs (e.g., health care, child care, education, sanitation, water). More women have been able to take on responsibility for

paying for schooling and supplies for their children, and have been able to buy

things for themselves such as clothing and shoes. Not only is this an important

step in empowerment, women with their own income were able to improve marital

relationships (reduced beatings).

2. Perceptual changes. Increased self esteem, perception of individuality, self

confidence, and having a vision of the future. Interviewees were noticeably

different from the women who were not in the program. The THP women made

eye contact, spoke confidently, stood up in front of men and were excited to show the changes they had been able to make for their families and themselves.

3. Relational changes. Increased role in decision making in the household and

community, increased participation in non-family groups, increased self-reliance for access to resources and markets and an ability to act independently.

4. OPPORTUNITIES FOR GROWTH

THP has successfully made a little go a long way, and building on that foundation of

creativity, resourcefulness, and grass roots mobilization, the consultants recommend

four areas for further investigation that could strengthen the existing model and materially increase the scale and depth of THP’s impact (Figure 9).

First, THP can leverage the existing network of animators to significantly increase

penetration in the communities served. While growth during the initial mobilization

stage is rapid, animators quickly shift focus from mobilizing new members to

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strengthening relationships with existing members and growth stagnates. Many animators have the capabilities and the energy to mobilize more partners. If THP’s

existing animators can be trained and incented to expand their reach, this could result

in exponential growth in THP's penetration (to as much as 65-90%).

Second, THP can focus on a targeted set of catalytic programs to serve existing communities more deeply, leveraging partner relationships when possible. On its

limited budget, it is difficult for THP to be as distinctive in the other elements of its

program – specifically in health, education, water and sanitation. Greater focus – with

bigger partners – will accelerate THP’s growth in impact.

Third, after refining the model as outlined above, expanding geographic reach by

increasing the number of epicenters would allow THP to extend its impact. Again,

there may be opportunity to achieve this via partnership, although sharing THP’s IP

carries a risk which should be carefully considered. The THP model is scalable, but it

will not be easy to accelerate the pace of implementation, given the focus on upfront mindset change. With increasing inflation in Uganda, and a bleak financial outlook

globally, a lower cost model is likely to be necessary in the future. This could range

from constructing “satellites” to existing epicenters, to expanding into neighboring

districts, to re-designing the epicenters themselves to take cost out.

Finally, THP should develop an improved ability to credibly measure and report

impact and sustainability of improvements over time. A small, well managed set of

data is a powerful improvement tool. This requires a change in mindset for the THP

staff – reports need to be seen as a means to an end rather an end in and of themselves. Accordingly, the consultants suggested a few steps to begin to make

progress in the short term:

1. Define a small set of impact oriented metrics at the country level that are easy to

consistently and reliably collect.

2. Cascade those metrics down through the hierarchy so that the THP staff, epicenter

leadership and sub-committees have a robust understanding of how they are doing against their goals.

3. Establish scorecards and review processes to build the capabilities to use this

information.

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Clearly, there is much work to be done to flesh out the recommendations and convert

the best ones to action. But with a talented team on the ground, THP Uganda should

forge ahead to its next exciting era of growth.

Opportunities for growth

Approaches to strengthening THP’s scale and depth of impact

▪ Leverage your existing network of animators to mobilize new partners by introducing multiple levels for animators, targets at each level, and non-monetary recognition for

achieving goals

A Increase penetration in communities you currently

serve

Opportunities to consider

▪ Increase volume and size of loans by accessing a microfinance intermediary (e.g., Accion, Calvert Foundation) and modesty increasing number of professional staff in

the rural banks▪ Grow profitability of epicenters’ income generating projects (e.g., food bank, food

processing, village shop) with increased direct support from THP▪ Partner with organizations that have specific expertise in health, water, and/or

sanitation

▪ Market the epicenter as an aggregation point and lending groups and committee structures as distribution channels to improve access to external markets for buying and selling products

▪ Partner with organizations that specialize in SMEs (e.g., Technoserve, Grofin) to help the most successful entrepreneurs take ‘the second step’

B Serve your existing communities more deeply

C Expand to new geographical areas

▪ Set up epicenter satellites / “branches” to serve sub-counties at the perimeter of existing catchment areas

▪ Build new epicenters in neighboring sub-counties or districts to capture synergies and lower the cost of adding a new epicenter community

▪ Redesign the full-service epicenter to lower costs

▪ Partner with other well-known NGOs with complementary strengths and funds

To capture these opportunities, THP must improve the quality of data tracked

(e.g., number of people impacted, demographics of communities served)

F I G U R E 9