Published on June 4, 2014 um 17:55
Summary of your idea
Epicenters for Meeting Basic Needs The Millennium Declaration calls for special attention to Africa. More than 41 percent of people in sub-Saharan African live on less than $1 per day, and 32 percent are undernourished. Africa has been The Hunger Projects highest budget priority for more than 15 years. The four social conditions that give rise to the persistence of hunger and poverty in Africa are the marginalization of women food farmers, poor leadership, too little investment in building peoples capacity in rural areas, and AIDS and the gender inequality that fuels the epidemic. To transform these conditions and empower the people of Africa to meet their basic needs on a sustainable basis, The Hunger Project has pioneered its Epicenter Strategy. This strategy is a unified, people-centered approach that has proven effective in Benin, Burkina Faso, Ethiopia, Ghana, Malawi, Mozambique, Senegal and Uganda.Working in partnership with the people and leaders of eight countries in East, West and Southern Africa, The Hunger Project has developed a replicable, affordable, people-centered methodology that has proven successful for community development in rural Africa. It is called the Epicenter Strategy, and through it, our partners in Africa create dynamic centers for community action to meet basic needs and to effectively link people to existing government resources. The Hunger Project is seeking to scale up The Epicenter Strategy in order to make it clear to policy makers and development agencies that our approach is indeed the sustainable solution to the end of hunger and poverty. In order to demonstrate the viability and affordability of scaling up the Epicenter Strategy, the scale up program has begun in the Eastern Region of Ghana, one of Ghanas 10 regions. Our approach is intended to ensure that there is an epicenter building within walking distance (10km) of all residents in the Eastern Region of Ghana.
Expected impact of your idea on sustainable development
Proportion of target beneficiaries who effectively benefited The proportion of beneficiaries who effectively benefited ranged from 24% to 50%, depending on the type of benefit. Proportions were higher for benefits related to increased income and enhanced general well-being than for benefits related to women and the environment. Among the six DMCs, the proportions of beneficiaries effectively benefited were generally higher in Bangladesh, Indonesia, and the Philippines than in Nepal, Papua New Guinea, and Samoa. Improved household situation due to projects The selected projects helped improve the household situation of 27% of beneficiaries, a proportion lower than that of those who effectively benefited. The highest proportion of target beneficiaries whose household situation improved due to projects was in Bangladesh, followed by Nepal and the Philippines, with Indonesia having the lowest proportion. Economic growth projects had a slightly lower proportion of such beneficiaries than poverty reduction projects. Projects to promote human development and improve the status of women had a significantly higher proportion of beneficiaries attributing improvement to the projects. Projects approved in the 1990s had a significantly higher proportion of beneficiaries attributing improvement in household situation to the projects than those approved in the 1980s, indicating greater poverty reduction impact in recent years. Lessons identified A balanced program of poverty intervention projects should be ensured at the macro level, and multiple components even at the project level. Beneficiaries should be consulted, participate in decision making, and the results shared with the community. Leadership should be developed among the poor. More time and resources should be invested in social capital for every poverty intervention project. Social capital, relational and institutional, is crucial in enabling beneficiaries, especially those facing social exclusion, to participate in decision making that affects them, and in sustaining the project benefits. If called for in the project design, projects should be turned over to the beneficiaries only if they are sufficiently prepared to handle the responsibilities. The usual design and implementation variables continue to be of crucial importance. Projects should be demand driven. Other needs are thorough initial social assessment, coherent project framework, macroeconomic stability, conducive policy environment and sound governance, adequate institutional capacity of executing agencies, high-quality project staff, participatory approaches, and monitoring and evaluation. Key recommendations A sound social survey covering the key indicators should be made mandatory for all poverty-focused projects. Project preparatory work needs to include the collection of adequate baseline data. A description of the methodologies adopted in measuring the base conditions should also be indicated. A substantial proportion of project beneficiaries were nonpoor, at least in their own view, despite the fact that the projects were expected to have the most impact on the poor. Develop a sense of ownership through real participation to ensure long-term project sustainability. Where the markets are undeveloped and the governments weak or indifferent, social capital assumes particular importance. Choose the right development partner, which must not only be trusted but also have the necessary managerial, technical, and administrative skills and qualifications.
Plans for implementation and sustainability
The analysis of the survey provides a snapshot of current strategy development within the social housing sector, and some of the issues and barriers to strategy development. In this section of the guide we will use good practice from a range of current strategy examples to illustrate a recommended way forward for strategy development. Before attempting to develop a strategy it is important to have an understanding of sustainable development and its importance and impacts on the social housing sector. The definition of sustainable development Sustainable development is a very powerful term and the majority of public and private bodies and institutions understand the theory and its underpinning principles. However, there are many variations on what is included and indeed excluded in a sustainable development strategy framework. This is often the result of the initial drivers for developing a strategy or corporate stance in the first place. Typically these might include regulation bias, corporate values and aspirations, market positioning and the general reflection of sector trends. As can often be found from similar guidance, this tends to highlight that there is no one size fits all approach to addressing sustainable development. Nor is there a prescribed format or template. Accordingly, housing associations have developed their own sustainable development strategies to attempt to tackle and implement the principles of sustainability as it applies to their activities. However, there are key elements of sustainable development and key business areas of an association that need to be addressed to successfully integrate and implement sustainable development principles. Figure 1 illustrates the three main facets to sustainability social (or community), the environment and the economy. These facets are in no way mutually exclusive. The integration of and balance between these areas will result in sustainability. The fourth facet (the organisation) must embrace all these areas if it is to secure sustainability within its staff, operations, and stakeholders. The Brundtland Commission 4 , perhaps the most commonly used example, defines sustainable development as development that meets the needs of the present without compromising the ability of future generations to meet their own needs 5 . How relevant this remains in light of the demands for behaviour change from reviews such as Stern 6 and the fourth IGPCC Report on Climate Change 7 is open to question. There is an emerging tension in the mitigation and adaptation agenda surrounding climate change. This suggests an increasing level of central intervention through legislation and regulation, support for market and product changes and the influence this will have on behaviours. Clearly this will begin to eat into the consumption culture and, increasingly require higher levels of environmental responsibility on the part of individuals, communities and organizations alongside national and international initiatives
SEX : Female DATE OF BIRTH : 19th September, 1996 STATE OF ORIGIN : Ogun State PLACE OF BIRTH : Ibadan L.G.A : Abeokuta North NATIONALITY : Nigerian MARITAL STATUS : Single LANGUAGE SPOKEN : English and Yoruba RELIGION : Christianity PHONE NUMBER : 09094549406, 09037856628 To further my career in a reputable organization of international standard where there is enough room for innovation with considerable responsibilities and visible rewards based on performance and become the best in all endeavors and self motivation against all odds. SPECIAL SKILLS AND PERSONAL QUALITIES 1) Ability to work independently and a good team player 2) Computer literacy with proficiency in the use of Microsoft package. 3) Ability to manage time and meet deadlines 4) Excellent communication abilities in oral and written. 5) Always want things done appropriately HOBBIES: Traveling, Reading, Caring and Knitting
Stage of Idea
Your idea has a positive impact on