Nuru International focuses on developing the key leadership skills and critical thinking capacity of its leaders to build organizational sustainability. The ability of Nuru Kenya to support and reinvent itself is fundamental to adapt and scale operations. The challenge is to remain consistent, true, and focused on the program goal in each area. For agriculture, this has recently meant changing the organizational structure to meet the demands of thousands of farmers, while keeping true to the goal of increasing their maize crop yields in a sustainable and scalable way. Continue Reading…
Posted from Nyanza, Kenya.
Creating Organization Structure for Sustainable Program Implementation
Post by Rogonga Augustine: MPAT: A Participatory Approach In Building Self-Sustain...

The abbreviation MPAT means Multidimensional Poverty Assessment Tool, developed by the International Fund for Agricultural Development (IFAD), which is a UN specialized agency dedicated in rural poverty reduction. I was very excited when my former program manager, Jamie Frederick in 2011 informed me one beautiful morning that we would be using the tool to assess the many aspects of poverty in Nyamaranya and Ngisiru sub-locations.
My excitement was triggered, upon realizing that the tool is standardized and yet flexible to fit most rural contexts and would support monitoring and evaluation by being implemented at project start-up (for a baseline assessment of poverty metrics, for a mid-term review and finally for a project completion). In addition, the tool adopts participatory approaches that I arguably consider to be the best option for attaining a thorough understanding of poverty characteristics in an area, including the principal underlying causes at multiple scales.
This year’s MPAT survey that our team has been conducting has a different objective: to determine what members of the community consider being an enabling environment that is conducive enough for them to pursue their daily needs and wants. Using the tool, we strive to capture those domains that are arguably fundamental to human well-being and, by extension, to poverty reduction. For example, food & nutrition security, domestic water supply, housing clothing & energy, healthcare, education, farm and non-farm assets, sanitation & hygiene, exposure & resilience to shocks and gender & social equality.
Information on the above components will be very helpful in forming an exit criterion for the western staff. Furthermore, it will enhance programs targeting and prioritization efforts at a local level, as far as our interventions are concerned. This will of course, create peace of mind to project managers on whether an enabling environment is in place to allow rural residents to pursue their livelihood goals in a sustainable way; while at the same time, allowing for the scalability of Nuru to vulnerable communities.
For us, coming together is a beginning. Keeping together progress. Working together success.
Posted from Isibania, Mara, Kenya.
Our parents always said the rules were there to protect us, to help us and because they loved us. As we grew up, and some of us even became parents ourselves, we saw the truth behind what our parents always said. We saw the reason for the rules, even if the benefits were long term and we had been looking for short term gratification. The Community Economic Development program at Nuru is a training program. We do not exist to offer credit to those in extreme poverty, however we do offer credit services. Our goal is to equip those struggling in extreme poverty with money management skills that will help them use their limited cash flow more wisely. When a windfall comes, be it harvest or credit, our goal is to provide them with the choice and knowledge to know how to manage the additional cash to their greatest benefit. But when survival and the next meal has been the focus for so long, it can be hard to think about school fees six months from now or even try to predict when the money might run out. Because we focus on behavior change and choice more than the financial services we offer, we have some pretty strict rules for those services. We don’t want our impact to create an increase in entrepreneurs or to be tied to the number of loans we give out. We want to see the people in the communities we work apply the money management skills we offer trainings on. We want to see that people value and benefit from saving before we shift the focus to loans. We want to ensure savings is a foundation, not just a step to receive credit. And that means we need to follow the rules. Continue Reading…
Posted from Nyanza, Kenya.

Well, we’ve got some bad news…latrine sales have not been as high as we have hoped. Despite the positive feedback we’d gotten from the community about our role plays, this has not translated into a lot of purchases. Although we’re a bit disappointed, we knew from our research that this was going to be a tough nut to crack and we’ve continued to search for ways to improve our marketing strategy. Thus, for the past couple of weeks, we have continued to survey the community using a tool called barrier analysis. This tool, developed by Food for the Hungry, and is used to determine what barriers are keeping community members from certain behaviors. For example, some community members may not use a latrine because they don’t believe that this behavior is effective in preventing diarrhea. We are now compiling the data from our surveys and we hope to bring new insight in order to increase sales.
However, we do have some good news. Handwashing station sales have been promising, with January and February sales totaling almost 200 sold! The handwashing station has been so popular that some people have brought in their old handwashing station which used a metal tap in order to retrofit it with our plastic tap. These metal taps are notorious for becoming leaky after several months of use, even though they cost twice as much as our plastic taps.
It’s also great to see our field officers joke around and have a great time while constructing the handwashing stations. They’ve developed a friendship among them that makes them a fun bunch to hang around. The field officers have also become more and more confident in their own construction skills. Last month, we noticed that several of the handwashing stations we made were faulty. The PVC pipe would not bond to the yellow buckets, and thus the tap would not function properly. The field officers quickly diagnosed the problem as being the fat which remained in those buckets (we reuse old cooking fat containers) not allowing the super glue to bond. After learning that lesson, the field officers only purchased buckets which had been pre-cleaned.
Posted from Nyanza, Kenya.
Program Metrics Teach Nuru about Job Specialization
I mentioned a few weeks ago that we have gathered a lot of data related to many of our program metrics. The analysis and QC that we were conducting back then and have continued since have gone very well.
At this point we have finished the first round of analysis and QCing for the baseline data for the Education program’s literacy assessment, which, as a reminder, was done with the Uwezo tool. We have baseline literacy levels for boys and girls by grade level at several of the schools where the education program has been conducting interventions. In time, we will conduct a subsequent test of these students to see whether or not we have, to use one of Jake’s old favorite phrases “moved the needle” on literacy. Continue Reading…
Posted from Cincinnati, Ohio, United States.
