Evaluation report UHDP, Mirpur, Salvation Army Bangladesh, October 2008

Background:
The Salvation Army currently operates an Urban Health and Development Project (UHDP) in and around the Bihari camps in Mirpur, Dhaka. This project began through a mobile medical relief team in 1972 and has expanded to include a clinic carrying out maternal and child health treatment, leprosy and TB surveillance and treatment, sanitation, community development groups, a small loan program and adolescent programming. The current catchment area included a population of over 3 lac individuals with over 120,000 residing in the Bihari camps.

Purpose/objective:
Evaluate project performance as regards preparation and implementation of plans, follow-up on achievements of targets and objectives (impact)
Make recommendations on possible improvements in project design and organisation and on modifications to targets, objectives and plans for future implementation
Make recommendations as to whether the project should be discontinued, consolidated, prolonged or expanded
Assess the future sustainablity of the different activities supported by the project after the phasing out of external financial support.
Identify Best Practices.
Evaluate performance related to project sustainability and organizational performance.
Evaluate with regard to results on outcome level of the project related to long-term effects.

Methodology:
In this evaluation, a qualitative process was used. The team did review reporting numbers however did not do any quantitative assessments. The evaluation was participatory in both planning, process and conclusion summarization. Overall, the team followed an Appreciative Inquiry Approach. The evaluation included site visits, semi formal interviews with key staff and community members, focus group discussions, desk reviews of plans, reports, previous evaluations, budgets and job description.

Key findings:
 The project and project staff are well accepted and respected by the community. Community members trust the project and its staff and staff have a good rapport with the local Government, other NGOs in the area and the community members from all religious and ethnic backgrounds. The project office is located in its working area.
 Staff generally are skilled, competent and have a servant attitude.
 The project is able to address needs in high risk groups and works outside of the conventional community development group model. As noted in previous evaluations, this is clearly a best practice of this project, and of the Salvation Army, Bangladesh.
 The project is clearly a learning organization.
 The project has done a good job of linking with the Damien Foundation and the Leprosy Mission. There is some overlap with NGOs and SA is very aware of this and committed to avoiding duplication of services.
 The community members participate in planning and execution of the programs.
 Project staff recognize the need to shift focus a bit and staff have been flexible to learn new skills to fill in the gaps
 Through the CSGs, there is an opportunity and need for increasing the micro enterprise program.
 HIV and Aids, maternal and child health, leprosy and TB education is mainstreamed in the community development work.
 Like the other projects within the Salvation Army Bangladesh, they are flexible in their approach and sensitive to the expressed needs in the community.

Recommendations:
 Staffing needs to be reviewed. Training needs to be enhanced, and a yearly training plan developed.
 There should be consideration to setting up a DOTS center in the community.
 Continue to carry out community programs on water and sanitation.
 Continue to update methods for awareness programs on leprosy
 The project should continue its current portfolio of programs for adolescents and consider expanding the adolescent program
 The focus of HIV and Aids education and other health education awareness programs should be continued.
 There should be clear community capacity indicators developed and measured with and by the CSGs.
 The project should develop a new five year strategic plan considering new weighing of focus areas. Following this, new job descriptions should be developed.
 The project needs to try to secure the needed legal licenses to operate clinics, dispense drugs and carry out micro finance programs.
 The project needs a sustainability plan - particularly for the CSG's. This component can be strengthened - including consideration for a self managed savings program with credit input for micro enterprise.

Comments from the organisation, if any: