Phaseout

This stream contains information and resources for academic researchers, interested in learning about the Project and its methodology

Section guide

Simply click the headings above to go to each page

Phase Out Strategy and Sustainability

As has been mentioned several times above, Redd Barna's negative experience at Kebele 41 had been a major lesson learnt particularly on the issues of phase-out strategy and sustainability. IHA-UDP had taken the best possible measures to avoid abrupt phase-out and implement programmes that could sustain themselves. However, all steps taken would have been in the context of conditions prevailing at the time the project scaled up from one Kebele to four and from a population of 4,000 to 30,000. The assumptions and expectations were based on existing government policy and written commitments made by the government at the time. It is necessary to briefly discuss what the issues were and how they were dealt with at that time. The following assumptions paved the way for long-term preparation for phase out strategy and sustainability.

Assumption and expectations which had to be reconsidered

As much as possible all programmes that were implemented to be linked up with existing government services. i.e.,

Clinics nearby to accept referral cases from IHA-UDP, and government personnel would be assigned to the Health Post and material assistance would be given.

More teachers' salaries to be paid by government so that as many of the non-paying students as possible could be given free education at the Alemaya School, etc.

The old and disabled persons programmes were to be taken care of by the rehabilitation Agency

The existing tax free privileges for non-government organizations (NGOs) would continue as they were.
Regarding the market research by the project on existing income generating programmes, it was then indicated that the unit will be profitable enough to run itself as well as sustain other non-profit making programmes of the project post phase out. It was therefore decided that all profits from these programmes should be put aside towards the future budget of the post-phase out Board.
The Project would collect rents from newly built houses and those having major repairs so that repair activities would continue post phase-out. This would also ensure that newly built houses, and repaired houses, kitchens and latrines would not be left to get run down and go back to their original conditions.
Whenever possible the welfare oriented programmes, such as those for the elderly and the disabled, would be jointly funded by
Children’s Commission was willing to take funding and supervision responsibilities for the youth and children's programmes.

With the assumptions and expectations in mind, the agreements were signed specifying these conditions. With this understanding the phase out strategies for sustainability were planned and prepared from the beginning of the Project life. However, most of the above assumptions did not materialize, and government commitments were not honoured partly because of change of government and change of policy.

Return to Academic Section Homepage

Previous: Achievements

Glossary:

AHISDO: Addis Hiwot [New Life] Integrated Sustainable Development Organization

CBISDO: Community-Based Integrated Sustainable Development Organisation

CD: Community Development

EEW: Educational Extension Worker

IGU: Income Generating Unit

IHA-UDP: Integrated Holistic Approach Urban Development Project

NHG: Neighbourhood Group

PUG: Physical Upgrading

PHC: Primary Health Care

Is anything missing? If you think it would be helpful to add other terms to this list, please simply email the web editor.

				sponsor a child make a donation

home	overview	schools	academics	supporters