Goal 2 : Build human resilience through the development of sustainable community and organizational systems.

Objectives and Strategies:


Increase access to income and other financial resources.

a.           Provide skills building on home gardening, livestock raising and financial literacy to communities.

b.           Promote saving behaviors through VSL models.

c.            Support linkages to credible financial institutions and other alternatives.

d.           Leverage KHANA’s expertise, along with any innovations and program models to support the acquisition of financial resources.


Increase employment opportunities for community members.

a.           Support access to vocational trainings to increase employability.

b.           Promote job placement linkages with potential employers and agencies.

c.            Provide career counseling and job search skills.


Enhance the ability of affected communities in climate change adaptation and disaster risk reduction.

a.        Raise awareness on ‘climate change impacts and adaptation’ and mainstream through KHANA’s programs.

b.        Provide skill building on climate change adaptation, to ensure food security and nutrition.

c.         Implement Community Disaster Risk Reduction (CDRR)[1] program in KHANA’s coverage areas at risk of disasters.

d.        Promote KHANA’s linkages and partnerships with existing key partners and stakeholders in disaster risk reduction.


Improve access to quality and affordable services through functioning community health facilities supported  by KHANA.

a.         Model, promote, and facilitate quality within community health initiatives (professionalism, ethical conduct, service).

b.           Support responsible linkages and referrals to other health services.


Areas of Contribution

During the period covered by the KSP15, through funding support from The European Commission, Global Fund, USAID-Flagship, and USAID’s Sustainable Action against HIV and AIDS in Communities (SAHACOM) program, KHANA strengthened the communities affected by HIV to take a stronger leadership role in HIV, health, livelihoods and advocacy. Although by mid- 2015,  the final program was coming to a close , KHANA was able to draw-on the successes and lessons learned, look forward into the next five years to build-on livelihood efforts,  explore more sustainable approaches, and go beyond PLHIV by including other community members with an identified need for empowerment for better health and livelihood support. The KHANA team remains very committed to developing new participatory approaches that will lead to more financially independent, educated, trained, and empowered individuals and groups. KHANA will add further initiatives that help increase knowledge and capacity of community members in financial literacy, and savings behaviors, while identifying links to trusted financial institutions that can support VSL groups.


KHANA will explore new opportunities by linking individuals to vocational training institutes, and partnering with organizations that offer job placements. The KHANA team remains highly motivated to increase community members’ potential to find quality workplaces that both utilize and augment skill sets. To further enhance livelihoods, KHANA will explore avenues that raise community awareness on how best to adapt to a changing climate and environment, and facilitate CDRR sessions, through already established trainings, to help communities develop plans according to their own unique contexts.


As the current funding cycles of USAID-Flagship and Global Fund come to an end by late 2017 with risk for the sustainability of some critical community health initiatives and services, KHANA will explore how best to ensure an ongoing model of community-led services and selected facilities (e.g.,  Chhouk Sar and M.E.C. clinics); through leadership in the areas of organizational and business development, fundraising, resource management and governance.


KHANA will also leverage its own expertise, and its ability to pilot, design, implement, and replicate innovations in order to explore other funding resources beyond traditional donor streams; thus supporting and modeling sustainable community-led services, thinking and behaviors.


Selected Indicators:

·        % of selected communities that perceive more economic self-reliance.

·        % of selected communities that perceive an increase in their ability to adapt to changing environmental conditions, including disasters.

·        % of selected communities with increased quality of healthcare services.