SUMMATIVE EVALUATION OF MS COUTRY PROGRAMME STRATEGIES AND PROGRAMME SUPPORT WITHIN THE “DEMOCRACY FOCUS”

Mozambique

FINAL REPORT

By

Elias Ainadine

May 2011

ii

TABLE OF CONTENTS

Acronyms ...... iii Executive summary ...... iv 1 INTRODUCTION ...... 1 1.1 The programme ...... 1 1.2 The evaluation...... 1 2 PROGRAMME STRATEGY AND DESIGN ...... 3 2.1 Country Programme Strategy ...... 3 2.2 Partnership Approach ...... 5 3 ACHIEVEMENTS ...... 8 3.1 Building Local Democracy ...... 8 3.3 Anti-Corruption ...... 10 3.3 Democracy in Primary Schools ...... 11 3.4 Capacity Development ...... 13 4 GOOD PRACTICES AND LESSONS LEARNT ...... 15 5 RECOMMENDATIONS ...... 16

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Acronyms AA ActionAid AAI ActionAid International AADK ActionAid Denmark AC Anti-Corruption ACUDES Cultural Association for Sustainable Development ADPP Aid Development from People to People AMOPED Mozambican Association of Parents and Care Takers AMOPROC Mozambican Association for Citizenship Promotion BLD Building Local Democracy CC Consultative Council CCM Christian Council of Mozambique CPS Country Programme Strategy CS Civil Society CSO Civil Society Organization CSP Country Strategy Paper DDF District Development Fund DO Development Observatory DP District Platform DPS Democracy in Primary School FECIV Civic Education Institute FONGA Forum of NGOs in Gaza FOPROI Forum of NGOs in Inhambane GMD Mozambique Debt Group GTO Oppressed Theatre Group IGT International Governance Team INGO International Non-Government Organization IPCC Institutions for Community Consultation and Participation LC Local Council LDH Human Rights League LG Local Government LFA Logical Framework LOLE Law of State‟s Local Organs MAE Ministry of State Administration MPD Ministry of Planning and Development NGO Non-Government Organization ONP Teachers National Organization ORAM Rural Association for Mutual Help PEDD Strategic Plan for District Development PES Social and Economic Plan PESOD District Social and Economic Plan and Budget P4C People for Change ToR Terms of Reference T4C Training for Change UDEBA-LAB Basic Education Development Unit – Laboratory

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Executive summary

Programme Design

Relevance Weak accountability, high levels of corruption, lack of transparency in allocation of public resources and problematic public financial management contribute to weakening government‟s ability to ensure access and provide good quality services to the citizens. The Government of Mozambique is addressing these problems through the Public Sector Reform Programme introduced in 2001 but, many challenges remain related to the weak capacity of the state and government institutions, lack of transparency and accountability mechanisms of public authorities. The legal framework for decentralization approved in 2003 creates spaces for Civil Society participation (Consultative Councils and Development Observatories) in the decision-making process at various levels, but the engagement of CS is yet not effective.

The MS programme that prioritizes Building Local Democracy, Anti-Corruption and Democracy in Primary Schools is responsive to the problems that affect the governance process. It is also aligned with the ongoing decentralization process and the measures being taken by the state and government in the fight against corruption.

Coherence The MS programme support activities basically oriented to i) building the capacity of the partner organizations, duty bearers, and rights holders; ii) strengthening the CS structures (CS forums and platforms, local councils, school councils) to participate in spaces created for CS participation and; iii) support the engagement of CS with government institutions at various levels. This represents an adequate response to the increasing openness of the government for CS participation in decision making process related to policy planning and implementation.

There is however a need to reflect about the programme design in relation to the definition of themes and setting immediate objectives. In the current LFA there is no clear line between the Building Local Democracy and Anti-Corruption themes. It appears to be some overlaps between the two themes in terms immediate objectives and consequently their outputs and indicators.

Partners portfolio The MS partners portfolio includes a diversity of national CSOs ranging from national to district based CSOs as well as CSOs with ties at all levels. It also includes some thematic CSOs particularly the ones working in the DPS theme, whose are from education sector background. This setting represents strength for the programme allowing presence at various levels and opportunities for networking among partners placed from different levels.

There are however challenges and constraints which are not exclusive for MS partners but rather the origin and nature of CS in Mozambique. Most CSOs operate as “service providers” or “consultancy CSOs”, rather than real CS movements that

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represent the interests of their constituencies. Learning from Inhambane and Gaza provinces, the provincial forums for instance, are not playing the expected role of representation and coordination of their member CSOs but rather trying to be implementers in the ground and in some cases competing for accessing funds with their members.

Linking local activities to national (or international) advocacy initiatives Linking local activities to actors at national level has a great potential especially when dealing with corruption issues or carrying out advocacy work. Local evidences can be used for advocating at national level, with potential of contributing for changes at policy level. One of the outputs of the programme in this regard was to create a coalition with other CSOs outside the MS partners, but based on information available for the evaluation, this has not been achieved.

Gender analysis and gender mainstreaming Gender mainstreaming is a key component of the MS programme in Mozambique. However, from the outset there has been weak conceptualization of gender analysis and gender mainstreaming in the programme document which perceives women participation as a way of addressing gender. In the programme implementation gender was not sufficiently incorporated and not systematically planned with clear targeted objectives and outputs. There is a mixture of understandings and interpretations about gender and gender mainstreaming by different stakeholders.

Partnership Approach As MS is implementing a programme on “Democracy Focus” the partnership approach is an asset for sustainable impact, as it ultimately empowers citizens. It is highly valued by all stakeholders as an effective approach for programme implementation. It has over the years empowered the partners and communities (represented through district platforms, school councils and other Civil Society structures) to engage with government and influence the decision making processes.

A number of factors contributed to the positive assessment of the MS partnership, which include: i) the willingness of MS to listening the partners, involving them in the planning processes, and the responsiveness to their concerns throughout the programme implementation; ii) the quarterly evaluation meetings with all partners, seen as good forums for dialogue between MS and partners; iii) the MS commitment to support partners in resolving institutional and organizations challenges that interfered with the program implementation; iv) the training provided by MS enhancing partners‟ capacities to effectively implement the programme, including the allocation of advisors for technical and institutional support; v) the reflection meetings, exchange of experiences and promotion of networking among partners in various issues and thematic areas.

Achievements The programme has been successfully in building capacity of the partners; in contributing to strengthening Civil Society structures (district platforms and school councils) to engage with government institutions; in supporting the participation of CS representatives in the consultation forums (Consultative Councils, Development Observatories) within the legal framework. However, the programme had limited progress in relation to outputs in terms of policy changes at national level.

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Building Local Democracy The assessment of the progress and impacts under this theme is overall positive. It is obvious that it took some time for partners and beneficiaries to develop the capacity that is required to hold Local Governments accountable. In some districts, it was only in 2010 that district platforms and local councils begun to function effectively. One of the concrete results of the programme intervention in this theme is that members of district platforms are aware of the potentials and need to participate in the planning and monitoring processes at local level in one hand, and that the LGs understand the essence of LOLE and are opening more space for CS participation in decision making process, on the other hand.

Despite the progress made in implementing the activities and the immediate results achieved so far, the changes have yet had limited impacts on the lives of the rights- holders. It is acknowledged however that more visible and longer lasting changes will require much time and political will to occur effectively. Therefore, there is a need to increase and focus the training about planning processes and budget monitoring for more qualified engagement.

Anti-Corruption A number of activities have been supported by MS and partners under this theme, but progress and results achieved so far are limited and do not fully satisfy the objectives stated in the CPS. There are still some constraints that include weak partners‟ understanding of corruption issues; lack of skills (policy analysis, budget tracking and monitoring) of the partners and district platforms; lack of courage of both partners and district platforms to address corruption issues; the political context in which there is still strong control from state and government institutions leaving limited space for CS critique and seeing reports of anti-corruption as coming from the opposition. Therefore, more support to partners and district platforms in this area is needed, to consolidate the knowledge and experiences and allow them becoming watchdogs and whistleblowers.

Democracy in Primary Schools Democracy in Primary Schools is the innovation theme (country optional) of the MS Mozambique programme for which 20% of the programme resources are allocated. Partners supported the revitalization of school councils through democratic elections of school councils members ensuring the representation of all stakeholders including students, school managers, teachers and community representatives, also maintaining the balance between women and men, as well as the youth.

The overall progress and impact are positive. A number of schools in the focus districts started the process of developing strategic annual plans with participation of school council‟s members. In the same districts, school councils are also engaging in the elaboration of School Development Plans and Internal School Regulations. Despite limited period of implementation of this theme, there are already some visible changes impacting on the rights holders and on school management practices and quality of education, which include increased child retention in school (boys and girls); improvement of school infrastructures; increase of enrolment of orphans child; improvement of free books conservation and devolution

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As part of intervention approach of the programme in this theme, partners maintain strict collaboration with the education authorities. This is with no doubt a good foundation for sustainability of the programme results.

Capacity Development Capacity Building of partner organizations is a fundamental part of the MS Mozambique CPS. This has been effectively translated from the CPS to concrete activities impacting on partners, duty bearers and rights holders. The strategies for capacity building within the programme included training on specific issues (Building Local Democracy, Anti-Corruption, gender, etc.) exchange of experiences between partners, support of partners and government representatives to attend T4C programmes, allocation of P4C to provide technical support, among others.

As result, Ms partners have now clearer understanding of the legal framework to engage with government institution in the decision making process, and improved their understanding of policy documents. They have also acquired relevant skills to train district platforms and school councils for them to engage with government institution in policy planning and monitoring. From the perspective of the government representatives, capacity building enabled government to work better with CSO‟s, and it has made a valuable and sustainable strengthening of the partner organisations.

Despite its limited scope, the overall perception of the P4C component by most of the people interviewed is that the programme has yet to reach its full potential. Partners and other stakeholders mentioned the great value external advisors can contribute to programme development and capacity building, but it is necessary that both advisors and partner organizations are very clear on roles and responsibilities.

The T4C programme has only contributed to the MS Mozambique strategy on a small scale. The main reason contributing to the limited scale is the language barrier. T4C programme runs almost exclusively in English, making it inaccessible for large part of partners‟ staff. Mozambique is a Portuguese speaking country, and only few highly educated people have English knowledge.

Summative Evaluation of MS CPS (2008 – 2012) – Final Report – May 2011

1 INTRODUCTION 1.1 The programme

In 2006, MS (now ActionAid Denmark) decided to focus all its programme activities on democracy. The „Democracy Focus‟ programme was developed within the framework of „Partnership Against Poverty‟ as the guiding strategy for all MS‟ programme work in the South, and consisted of five themes: Building Local Democracy, which was made a key feature in all programmes; Land Rights; Anti- Corruption; Conflict Management, and Trade Justice. Following this decision, Country Programme Strategies (CPS) for the period 2008-2012 were developed in all MS programme countries. The CPS defined the themes and strategies to be pursued by MS as well as the geographical focus areas.

For Mozambique the CPS prioritized the Anti-Corruption and Democracy in Primary Schools themes, in addition to Building Local Democracy which is mandatory to all country programmes. The programme was designed to focus in six districts of Maputo, Gaza and Inhambane provinces in southern Mozambique through partnership with 18-20 local organizations.

The programme is implemented through Partnership Approach with Mozambican organizations which take the front line in the implementation of activities. During the period 2008 -2010, MS Mozambique signed Partnership Agreements with 17 partner organisations (GMD, FONGA, LDH Gaza, LDH Inhambane, CCM Chibuto, CCM Inhambane, FOPROI, ORAM, ACUDES, GTO, AMOPROC, AMOPED, Sociedade Aberta, UDEBA-LAB, FECIV, ADPP-EPF and ONP/SNPM), reaching 12 districts (Bilene, Chibuto, Guijá, Chókwe, Manjacaze in Gaza; Namaacha, Manhiça, Marracuene in Maputo; Zavala, Inharrime, Jangamo, Massinga in Inhambane) in the three focus provinces.

By the time the evaluation was conducted, MS and ActionAid in Mozambique were at advanced stages of the merging process. From July 2011 the programme portfolio of MS Mozambique will be taken over by ActionAid, and from January 2012, MS will thus have no formal commitments to individual partner organisations. In future AADK will support national AAI organisations and their local partners, programmes, and projects in line with Danida‟s Civil Society Strategy (“Strategy for Danish Support to Civil Society in Developing Countries”).

1.2 The evaluation This evaluation was commissioned by AADK, and carried out in April 2011 by an evaluation team composed of four people1; and it is part of an overall evaluation of AADK programme – for detaisl, refere to the Terms of Reference of the evaluation in annex 5.

1 Elias Ainadine (External Consultant, Team Leader); Rebecca Kukundakwe (Thematic Coordinator for BLD, ActionAid Uganda); Joyce Laker (East Africa Coordinator for the IGT of ActionAid International); Anders Lundt Hansen (ActionAid Denmark). 2

The main objective of the evaluation was to ensure the collection and analysis of lessons learnt from the implementation of the MS Country Programme Strategy in Mozambique, during the period from 2008 to 2011.

The evaluation followed a participatory methodology and included, among others, an assessment of issues related to: i) relevance; ii) partnership approach; iii) coherence between the CPS and the supported activities; iv) achievements; v) gender analysis and gender mainstreaming; vi) capacity building; among other issues2.

This report presents the background, processes, findings and recommendations of the Summative Evaluation of MS Country Programme Strategies and Programme Support within the “Democracy Focus” in Mozambique. Following this introduction, a Programme Strategy and Design Chapter provides a brief description of the Country Programme Strategy and Partnership Approach. Chapter three presents the evaluation‟s main findings in the three different thematic areas and Chapter four is a summary of good practices and lessons learned. The list of main recommendations from the evaluation is presented in Chapter five. Six annexes add detail while keeping the substantive report as short as possible as required by the ToRs.

The report takes into account comments and feedback provided by MS and AA directors and programme staff and the AA CSP review team at debriefing meeting held at the end of the field work and, the feedback from both MS Mozambique and Denmark to the Final Draft Report.

ACKNOWLEDGEMENT

The evaluation team would like to acknowledge and thank the contribution of all those that offered their time, provided useful information and insights to make this evaluation possible. A special thank you goes to the MS Mozambique and Denmark that assisted the team with the preparation, logistics, visits and interviews arrangements.

2 For more details about the evaluation (objectives, scope, methodology, activities, etc.) refer to the ToRs in annex 5.

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2 PROGRAMME STRATEGY AND DESIGN 2.1 Country Programme Strategy

Weak accountability, high levels of corruption, lack of transparency in allocation of public resources and problematic public financial management contribute to weakening government‟s ability to ensure access and provide good quality services to citizens. The Government of Mozambique is addressing these problems through the Public Sector Reform Programme, introduced in 2001, but many challenges remain related to the weak capacity of the state and government institutions, lack of transparency and accountability mechanisms of public authorities.

In 2003, the legal framework of decentralization defined through LOLE was approved, followed by its bylaw in 2005. This framework creates the so called IPPCs (Institutions for Community Participation and Consultation), meant to devolve decision-making to the local level. The functions of the IPCCs include participating in the local planning (PEDD, PESOD, and DDF) and monitoring of its implementation; but they have yet to fulfil their role in this respect, as the engagement of CS in these forums is yet not effective.

The MS programme that prioritizes Building Local Democracy, Anti-Corruption and Democracy in Primary Schools is responsive to the problems that affect the governance process and preventing government and state institutions to adequately respond to citizens´ need. It is also aligned with the ongoing decentralization process and the measures being taken by the state and the government in the fight against corruption, such as the approval of the Anti-Corruption National Strategy.

Despite the fact that CSOs are becoming active in the decision making processes, through lobbying and advocacy, overall they lack capacity to adequately engage with government institutions in planning and monitoring processes, as well as to raise issues of corruption. In this respect, the MS programme, that emphasize capacity building of both partner organizations and the rights holders, is an asset for strengthening the CS capacity and empowerment of the citizens..

There is however a need to reflect about the programme design in relation to the definition of themes and the immediate objectives. In the current LFA there is no clear line between the Building Local Democracy and Anti-Corruption themes. It appears to be some overlaps between the two at the level of immediate objectives and consequently their outputs and indicators. This reflection can be guided by the following basic questions:

i) How is Building Local Democracy different from Anti-Corruption (immediate objectives, outputs, indictors and activities)? ii) To what extent the proposed indicators are efficient in measuring the degree of achievement of the immediate objectives, and are related to the proposed outputs?

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iii) What would be the added value of having the “two themes in one” with more structured outputs, activities and SMART3 indicators?

Since the programme started in 2008, MS has been supporting 17 partners4. Three partnerships were terminated prior to the end of the partnership agreements5; five were not renewed after the assessments carried out in late 20106, in preparation of the handover to ActionAid in the merger process. The remaining nine7 were renewed for a period of one year up to December 2011, for which an extension of the existing partnership agreements are in final steps of their preparation for signature.

This is a diversified portfolio of national CSOs ranging from national to district based CSOs as well as CSOs with ties at all levels, which represents a strength of the programme allowing presence at various levels and interaction and networking among partners placed at different levels (district to national) and addressing different issues.

There are however challenges and constraints which are not exclusive for MS partners but rather the origin and nature of CSOs in Mozambique, which operate as “service providers” or “consultancy CSOs”, rather than real CS movements representing the interests of their constituencies. Learning from the experience of supporting the NGOs provincial forums, these failed to play the (expected) role of representation and coordination of their member CSOs but rather trying to be implementers on the ground and in some cases competing with their members to access funds.

Linking local activities to actors at national level has a great potential especially for advocacy purposes and to approach corruption issues. Local evidence can be used for advocacy at national level, with potential of contributing for changes at policy level. One of the outputs stated in the MS CPS in this regard was to create a coalition with other CSOs outside the MS partners. Despite the fact that some progress has been made in terms of initial contacts with potential members for the coalition, this was not fully achieved. On the other hand, the programme did not take advantage of some partners such as ONP who are present from district, provincial and national levels in the design of the projects, and as result, the trickle down effect has been minimal.

Gender mainstreaming is a key component of the MS Mozambique CPS (2008- 2012), however, from the outset, there has been weak conceptualization of gender analysis and gender mainstreaming in the programme document which perceives women participation as a way of addressing gender. The CPS document states that “The CPS approach ensures a specific focus on capacity building of women and youth for a more articulated participation in CS platforms, local councils and school councils”. On the other hand, gender has not been sufficiently incorporated in the program and not systematically planned with clear targeted objectives and outputs. There is a mixture of understandings and interpretations about gender and gender

3 Specific, Measurable, Achievable, Realistic and Time bound. 4 Refer to annex 2 for more details about partners supported, budget, thematic areas and geographical coverage of individual projects. 5 ONP, FONGA, FECIV. 6 ADPP-EPF, AMOPED, FOPROI, LDH Gaza, LDH Inhambane. 7 ACUDES, CCM Inhambane, ORAM, UDEBA-LAB, CCM Gaza, GTO, Sociedade Aberta, AMOPROC, GMD.

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mainstreaming by different stakeholders. Most of the people interviewed (programme staff, government representatives, partners and rights holders) during the evaluation emphasised the need for women participation and engagement to be gender.

The integration of gender has been strong in the DPS compared to other themes. As an example, in the school councils of Incaia Primary School in Bilene (Gaza) visited during the evaluation, the representation of men and women is 1:1; and the school councils also targeted equally girls and boys when addressing the issues of drop- outs due to early pregnancies and domestic chores (girls) or looking for employment in South Africa (boys). This is a positive approach to gender where both women and men are equally important. Some partners8 are in process of drafting gender policies but it is necessary to ensure that these efforts will be supported through a monitored implementation with clear outputs and targets.

With the merger of MS/AA there is also need to carry out a reflection about gender mainstreaming versus focus on women‟s rights as elaborated in the new AA strategy, to clearly define the meeting point.

In Mozambique there is a positive legal framework for gender mainstreaming9 - the government recognises the need for equal opportunities for both men and women and the LOLE bylaw ensures that women are represented in the consultative councils and local councils. This needs to be analysed further and taken as an asset to enforce gender mainstreaming in the MS programme. 2.2 Partnership Approach

Partnership approach has a high value for the MS Mozambique strategy, and is effective for programme implementation. This is highly valued by all stakeholders interviewed during the evaluation. From the discussions with MS/AA management and programme staff, partners, other actors supporting CS10, government representatives at different levels and right holders, carried out during the evaluation, it‟s certain that the partnership approach adopted by MS has over the years empowered the partners and communities (represented by district platforms and school councils) to engage with government and influence the decision making processes.

MS perceives the partnership approach as the best option for building alliances, networks and movements to promote social change, which creates ownership of the programs and activities at community level, contributing to sustainability. As MS is implementing a programme on “Democracy Focus” the partnership approach is an asset for sustainable impact. The following are some aspects sustaining this assessment:

8 GTO, ORAM, ACUDES. 9 The government recognizes the need for equal opportunities for both men and women. According to the ministry for state Administration, the new law is that at least 30% of representatives on the consultative councils are women. This tallies what the AA director mentioned; The implementation of the LOLE ensures that women are represented in PESOD processes; The Institutions for Public Partnerships have ensured gender sensitivity 10 OXFAM, DED, GTZ, Irish Aid.

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i) Local CSOs are closer to and more accepted by communities and government than INGOs, increasing their legitimacy to work with communities in challenging government; ii) There‟s sustained ownership of programs by partners and communities; iii) It empowers local people through capacity building of both partners and rights holders;

As such, the CSOs remain relevant actors in governance process, within the legal framework. Strengthening of the district platforms facilitates the establishment of a critical mass of CS in planning and advocacy using evidence generated within the membership of the platform at community level.

Rights holders in Namaacha emphasized that working through partners, instead of implementing directly, had two important advantages. Firstly, the partnership approach in itself builds capacity in partner organisations which is a lasting contribution to the local communities, as those skills will remain in the community even after the INGO has withdrawn. Secondly, it builds trust, since it is well known that INGOs come and go, while the local partner will continue with or without international backing, and thus enjoys a higher level of trust.

A number of factors contributed to the positive assessment of the MS partnership, which include: i) The willingness of MS to listen to the partners, involving them in the planning processes, and the responsiveness to their concerns throughout the programme implementation; ii) The quarterly evaluation meetings with all partners, seen as good forums for dialogue between MS and partners; iii) The MS commitment to support partners in resolving institutional and organizations challenges that interfered with the program implementation; iv) The training provided by MS enhancing partners‟ capacities to effectively implement the programme, including the allocation of advisors for technical and institutional support; v) The reflection meetings, exchange of experiences and promotion of networking among partners in various issues and thematic areas, also contributing for establishing synergies;

There are however some weakness and challenges in the partnership approach that need to be addressed in future, or taken into account in the design and implementation of a new MS/AA programme. These include: i) Some of the partners are still weak in their approaches for supporting district platforms, as well as in terms of project design, implementation and management (including effective reporting and accountability); ii) Most CSOs are weak in sense that in the fight to secure funding for survival they are driven by external agenda and not necessarily by their own mission; on the other hand, there is limited commitment from the partners due to limited staff and high turn-over; iii) The placement of P4C (mainly advisors) has significantly contributed to the partners abilities to implement programs. However in some cases it created

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frustrations (on both advisors and partners) and conflicts resulting from different expectations, inadequate profiles of the advisors and no clear ToRs and relationship mechanisms.

Other areas that need reflection from MS in respect to the partnership approach include: i) Delays in signing partnership agreements. At the time this evaluation was carried out, partnership agreements for 2011 were not yet signed. Ideally these should have been signed in the beginning of the year but the process of developing the project documents and the agreements has been running until middle April. This is, from partners perspective, wearing down the trust from partners to MS. Perhaps the process of formulating new partnership agreements, project documents, LFAs and budgets, which was intended to be participatory with equal involvement of both parties should have started earlier to ensure that the new partnerships could have been signed earlier in 2011; ii) Delay in funds disbursements. In some cases, there have been delays in the disbursement of funds to the partners. In all cases this was due to inability of the partners to timely account for previous instalments. According to the partners this is however a shared responsibility, as in some cases MS failed to timely communicate about changes in the financial procedures and requirements; iii) Communication between MS and partners. Partners reported some issues such as changes on financial requirements/procedures and delays in signature of partnership agreements, which were not adequately communicated to them; this lead to delays in the disbursement of funds and creating some suspicion by the partners; iv) How to enhance citizen‟s mobilizations and participation in building local democracy. This is related to the approach of the MS programme in supporting district platforms which are composed of representatives from some CSOs which do not necessarily represent the interests of all citizens, and have limited understanding of the dynamic of CS in their communities.

Finally, learning from the implementation of the MS programme and based on the assessment by other actors supporting CSOs in southern Mozambique, supporting the provincial forums has been a challenge. During the period under evaluation MS had partnership agreements with two provincial forums of Gaza and Inhambane. The first was terminated prior to the end of the partnership period, while the second was not renewed for the extension period, up to end of 2011; both due to management problems and poor accountability, in addition to weak institutional setting (internal governance). Some of the failures in these partnerships could have been avoided if good assessment of the organizations was conducted prior to allocation of funds and proper capacity building measures adopted to address the weaknesses.

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3 ACHIEVEMENTS

The implementation of programme activities and respective results in the period from 2008 to 2011 has been focused on developing partners and beneficiaries‟ capacity. Overall, the programme has been successful in building capacity of the partners; in contributing to strengthening CS structures (district platforms and school councils) to engage with government institutions; in supporting the participation of CS representatives in the consultation forums (Consultative Councils, Development Observatories) within the legal framework. This conclusion is supported by the positive results achieved in the three programme themes. The programme had limited progress, however, in relation to outputs in terms of policy changes at national level.

The following sections describe the extent to which objectives have been achieved in each of the three themes. More detailed information is provided in annex 1, based on the programme LFA, including some observations from evaluator‟s perspective on the progress achieved for each output.

3.1 Building Local Democracy

Immediate Objectives

Accountability: Local Government in six districts in Inhambane and Gaza provide transparent channels of communication for Civil Society input and provide information on PES and PESOD by 2010

Empowerment: By 2012, Local Government is accountable to Local Councils and provincial and district based CSOs for plans and budgets in six MS focus districts in Southern Mozambique

The assessment of the progress and impacts under this theme is overall positive. It is obvious that it took some time for partners and beneficiaries (represented through district platforms, local councils and consultative councils) to develop the capacity that is required to hold local governments accountable within the legal framework. In some districts, it was only in 2010 that district platforms and local councils began to function effectively, as partners and district platforms are getting to understand the mechanisms and approaches to engage in the decision making process.

One concrete result of the programme intervention in this theme is that members of district platforms are aware of the potentials and need to participate in the planning and monitoring processes at local level on the one hand, and that the local governments understand the essence of LOLE and are opening more space for CS participation in decision making process, on the other hand. Initially, most government officials were suspicious in relation to the role that CS can play, and CSOs representatives were seen as opposition. But as a result of the training and awareness raising through the projects, in a number of focus districts district platforms have been recognized by local governments as the interlocutors of the CS

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for participating in Development Observatories and local councils sessions. These are now invited to participate in these forums.

Among others, the following are some concrete results achieved by the programme in this theme: i) District platforms in Jangamo, Naamacha, Marracuene and Inharrime are succeeding in engaging with the District Technical Teams in the consultations and development of district plans; ii) District platforms in the focus districts are increasingly getting access to district policy documents (PESODs, PEDDs, government reports, budgets, etc.) and information related to the DDF, through direct access at the local government offices, and through publication on the public boards and community radios, up to administrative posts and locality levels; iii) In some districts (Namaacha, Jangamo, Marracuene, Inharrime and Chibuto) the composition of the local councils was revised to include CSOs and CBOs representatives who are in turn, actively participating in the planning and monitoring of the PESODs; iv) District platforms in a number of districts (Namaacha, Marracuene, Inharrime, Chibuto, Zavala) make use of the spaces for CS participation within the LOLE framework (local councils, consultative councils, Development Observatories), for advocacy on issues of local communities interest (water and sanitation, DDF, environment, access to information, public projects11, land access/conflicts, transport, access roads, revenue, etc.) to influence local planning, budgeting and policy implementation; v) District platforms (Inharrime) are demanding (petition) more feedback from local councils and local government on process of developing the district Strategic Plan and decisions taken in relation to the allocation of the DDF; and are able to influence the agenda of the local councils sessions to bring issues of communities interest.

Despite the immediate results achieved so far, changes have yet had limited impact on the lives of the rights-holders. The ones that are visible include the inclusion of the communities‟ concerns related to water in the local plan for 2011 in Namaacha, as a result of advocacy work of the district platforms with support from Sociedde Aberta who brought the issue into discussion at the Development Observatories. It is acknowledged however that more visible and longer lasting changes will require much time and political will to occur effectively.

It is also important to highlight that in some of the partners the inadequately qualified human resources is a drawback to the achievements. Therefore, there is a need to increase and focus the training about planning processes and budget monitoring for more qualified engagement. On the other hand, there is a need to empower and create innovative links between actors from different levels.

Accountability and Empowerment, as described in the CPS/LFA are achievable in the current CPS, if the lessons learnt in the past years (related to approaches for supporting district platforms and interfacing with the consultative councils and local

11 The platform in Inharrime monitored budget expenditure for construction of government officer‟s house under PESOD and advocating for more budget allocation for community needs in the 2012 PESOD.

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governments)12 are used to improve programme implementation in the remaining period; partners and rights holders are motivated and committed, and local governments are positive in relation to CS participation in the decision making process. As a complementary asset to this, the capacity building component of the programme is contributing to increasing the capacity of both partners and rights holders, as well as of the duty bearers (government representatives) at all levels, which is believed will ultimately contribute to the sustainability of the outputs related to empowerment.

3.3 Anti-Corruption

Immediate Objectives

Accountability: By 2012 district governments in six MS focus districts in Southern Mozambique publish and disseminate annual accounts to local councils members

Empowerment: By 2012 Civil Society in six focus districts monitor transparency on poverty alleviation and budgets and demand accountability of district government on education and health

The progress and results achieved so far are limited and do not fully satisfy the objectives stated in the CPS. Despite the fact that most of the activities were oriented towards building the capacity, more support to the partners and district platforms to consolidate the knowledge and experiences and allow them becoming watchdogs and whistleblowers is needed. There are still some weaknesses in the understanding of corruption issues by the partners and district platforms, and lack of skills to be able to identify corruption practices and adequately engage with local governments to demand more accountability. These can be addressed through more specific and appropriate training (policy analysis, budget tracking and monitoring) and mentoring, as well as an increased support for networking.

Other challenges include lack of courage of both partners and district platforms to confront government authorities in connection with corruption manifestations and the political context in which there is still strong control from state and government institutions leaving limited space for CS critique and seeing reports of anti-corruption as coming from the opposition. These are some of the challenges that could have been addressed through the coalition of CSOs fighting against corruption nationwide. It is stated in the MS CPS that “The strategy for anti-corruption work will be to group national NGOs and INGOs to form a coalition in order to improve the visibility of the work undertaken and encourage effective participation of CSOs” but, based on information available for the evaluation, the progress made so far has been limited. Building CSO coalitions to tackle corruption issues is a valuable and strategic approach that represents a junction of forces from different actors, which is also fundamental for partners‟ protection.

It is acknowledged that in Mozambique the experiences in this area are new and time is required to ensure that partners and district platforms acquire the necessary

12 Refer to good practices reports in the annexes for more details.

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skills to effectively hold the local governments accountable. Meanwhile, the programme has contributed to some results in this area which include:

 Partners (ACUDES, CCM Chibuto, ORAM) and district platforms (Marracuene, Jangamo, Chibuto) reported corruption cases related to deviation of funds from a road project (PESOD) and mismanagement of DDF, payment of bribes for hospital treatment, etc., to the local councils;  Partners (ORAM, CCM Inhambane, ACUDES) and district platforms made complaints to local government and local councils (Zavala, Inharrime) on lack of involvement of the local communities in land attribution;  Partners (FOPROI, FONGA) engaged in monitoring the implementation of government‟s Anti-Corruption Strategy and the Action Plan in education, health and police sectors;  Partners and district platforms are lobbying the district government and local councils for PESODs, annual expenditure list, lists of DDF beneficiaries and timely distribution of the agenda and documents to be discussed in District Council meetings (Jangamo);  Partners and district platforms lobbied for agendas and minutes of local councils, Consultative Councils, PEDD, PESOD meetings;

These have led among others, to the following impact: i) Annual expenditure and lists of DDF beneficiaries are published and disseminated to CS in the focus districts (Jangamo, Naamacha, Bilene, Xai - Xai, Inharrime and Marracuene); ii) LGs are gradually distributing agendas and relevant documents to the members of the local councils prior to the meetings;

In some cases, changes resulting from project implementation with direct impact on the rights holders‟ lives are beginning to be noticeable, such as the dismissal of government officers in connection with corruption practices in the management of the DDF, following denunciations from district platforms in Jangamo and Chibuto; and the review of the approval and disbursement processes of DDF in the same districts, now involving councils from the locality to district level.

3.3 Democracy in Primary Schools

Immediate Objective

By 2012 pupils, teachers and parents in School Councils participate and apply democratic principles in planning and management of schools affairs

Democracy in Primary Schools is the innovation theme (country optional) of the MS Mozambique programme for which 20% of the programme resources are allocated13, adding value to the other two themes. It consists of introducing the democracy theme in primary schools and developing educational material on civil rights, democracy, as

13 Building Local Democracy consumes 50%, and Anti-Corruption consumes 30% of the programme resources.

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a way of life. Girls constitute a specific target group under this theme, which also targets the overall community, teachers and school managers.

It is a big challenge to promote democratization in schools, as it deals with power relations, institutional, social and cultural behaviours which are by nature complex. But the fact that the beneficiaries (members of school councils) and education sector authorities are motivated represents a great potential for sustainable impact of the programme in this area.

The overall progress and impact in this theme are positive. Partners (UDEBA-LAB and ADPP) in the focus districts supported the revitalization of school councils through democratic elections of school councils members ensuring the representation of all stakeholders including students, school managers, teachers and community representatives, also maintaining the balance between women and men, as well as the youth. One important asset in this process was the production of a video “Children Dream” which was complemented by theatre plays carried out with participation of school council‟s members, trainers, future teachers and community members, for civic education and awareness raising.

The partners‟ support resulted in a number of schools starting the process of developing strategic annual plans with participation of school councils‟ members. School councils are also engaging in the elaboration of School Development Plans and Internal School Regulations and, in the monitoring of school book free distribution as well as school books devolution and conservations.

Despite limited period of implementation of this theme, there are already some visible changes impacting on the rights holders and on school management practices. These include increased child retention in school (boys and girls); coordination in planning and management of the School Direct Support fund; increased enrolment of orphans child in schools; improvement of free books conservation and devolution; among other changes.

As part of programme intervention approach in this theme, partners maintain strict collaboration with the education authorities at provincial and district. This is fundamental to build trust and create ownership. The direct implication of this is that the education authorities are very supportive to the work of partners and school councils; they acknowledge the role school councils can play in the management of schools and are complementing the work of the partners through monitoring and supervision for guidance and additional support for school councils. This is with no doubt a good foundation for sustainability of the programme results. However, continued support is still needed as in the education sector budget there is no specific allocation for supporting school councils. This is an area that the programme may address through advocacy at policy level in future.

The work on Democracy in Primary Schools has potential for greater impact within the overall MS Democracy Focus programme. It is perceived that in long term the results from DPS will interface with the Building Local Democracy as an outcome of educating children, teachers and community with democratic principles, who will then engage in decision making of their communities and overall society. Some members of the school councils are also representatives of the CS in the local councils and

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consultative councils, giving them opportunity to raise issues of schools concern in these forums, and influencing the decisions in favour of schools development.

3.4 Capacity Development

Capacity Building of partner organisations is a fundamental part of the MS Mozambique CPS 2008-2012. As stated in the CPS document, the main focus for the theme Building Local Democracy of the MS country programme strategy for the next five years is on strengthening civil society’s capacity for actively participating, influencing and monitoring local governance at district level. This fundamental status is also repeated for the Anti-Corruption theme, and is assumed to have effect for the innovation theme of Democracy in Primary Schools.

Overall the Capacity Building component has been effectively integrated in the MS programme, translating from the CPS to concrete activities impacting on partners, duty bearers and rights holders. This has had a direct contribution to the positive results achieved in the three programme themes. The strategies for capacity building within the programme included training on specific issues (Building Local Democracy, Anti-Corruption, gender, etc.) exchange of experience between partners, regular reflection meetings, support of partners and government representatives to attend T4C programmes, allocation of DWs and P4C (mainly advisors) to provide technical support and support of institutional development and, support partners to strengthening networking.

The effectiveness of capacity building integration in programme strategies is witnessed by the feedback from the stakeholders met during the evaluation (staff, partners, representatives from other actors supporting CS, rights holders and duty bearers) who revealed a high level of appreciation of the capacity building of the MS programme. MS partners have now clearer understanding of the legal framework to engage with government institution in the decision making process, and improved their understanding of policy documents. They have also acquired relevant skills to train district platforms and school councils for them to engage with government institution in policy planning and monitoring processes. CCM Inhambane expressed that they had received a large amount of capacity building through MS, and that had been necessary for them to implement their program. From the perspective of the government representatives, capacity building enabled government to work better with CSO‟s, and it has made a valuable and sustainable strengthening of the partner organisations.

The P4C component in the MS Mozambique programme is limited in scope, and has consisted mainly of advisors. As of present, MS Mozambique has only two P4C (advisors). The overall perception of the P4C component by most of the people interviewed is that the program has yet to reach its full potential. Partners and other stakeholders mentioned the great value external advisors can contribute to programme development and capacity building, but it is necessary that both advisors and partner organizations are very clear on roles and responsibilities.

In the past there seems to have been several cases of differences in expectations on both sides, resulting in frustrations and in some cases in conflict, leading to some questionings about the effectiveness of the approach. However, some partners such

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as ONP, ACUDES, UDEBA-LAB, among others, valued the P4C as external eyes that were able to identify weaknesses almost invisible to the organization itself. P4C were also described as an asset for strengthening partners‟ technical capacities in the areas of their intervention.

The T4C programme has only contributed to the MS Mozambique strategy on a small scale. Approximately half the partner organizations had one or two persons benefiting from the T4C programme. Some government representatives, for instance the representative from MAE, also attended some T4C programmes in Tanzania. The small contributions has been valuable, and contributed to the positive results of the work in the decentralization process.

The main reason for the limited scale of the T4C contribution is the language barrier. The T4C programme runs almost exclusively in English, making it inaccessible for large part of partners‟ staff. Mozambique is a Portuguese speaking country, and only few highly educated people have English knowledge. Most people learn Portuguese as their first European language. Alternative ways to support Mozambican partners to access T4C programmes that can be conducted in Portuguese need to be explored in future within the programme.

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4 GOOD PRACTICES AND LESSONS LEARNT i) When several partners join forces through horizontal and vertical networks in monitoring and advocacy of governance there is a potential for greater impact. This is particularly important when addressing corruption issues as it protects the organizations involved and gives more visibility; ii) Issues related to corruption need to be handled strategically as a part of good governance intervention. Most partners expressed fear of retaliation in connection with the political context; iii) Poor assessment of partners may lead to support the strengthening of unhealthy organizations. This suggests that it is necessary to carry out a comprehensive assessment of the partners to have a good understanding of the potential of the partners, their weakness that need to be strategically addressed through capacity building; iv) A reasonable amount of time for consolidated results within “Democracy Focus” programmes is necessary as in many cases start from building capacity of the main stakeholders (partner organizations, duty bearers and rights holders) before engaging in monitoring and advocacy processes. This needs to be taken into consideration when developing partnership agreements; v) Harmonizing and coordinating activities among partners in both thematic and geographical areas is fundamental for more efficient use of resources, avoiding duplication and uniting forces for grater impact; vi) In the partnership approach there is a potential for MS losing control on the quality of outputs and activities delivered to the rights holders (final beneficiaries) as MS have no direct contact with them; vii) While working through partnership approach communication between the two parts need to be handled with care, setting clear channels and mechanisms for feedback, to prevent mutual accusations of not fulfilling the requirements of good communication; viii) In challenging the government, it is also essential to work towards changing the attitudes and practices of government officials through building a critical mass of citizens with sustained and persistent approach of engagement. Changes addressing the need of the poor are more visible when specific government officials in the position of decision making are targeted to advance a positive change; ix) Exchange visits of platforms and learning of best practices is an opportunity to strengthen the commitments of platform members and increase their performances in engaging the government to achieve positive changes in people‟s lives;

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5 RECOMMENDATIONS

The strategy informing this section is to build and capitalise on the progress made by the programme to date in confrontation to what is proposed in the MS Mozambique Country Programme Strategy for the period 2008 - 2012. In line with the evaluation structure, the interrelationship of the issues addressed and based on the findings from the evaluation, the recommendations are grouped in four categories. The first is oriented towards the overall strategy and programme design to make it more adequate to the context and all practicalities required to achieve the intended objectives. The second is on the Partnership Approach in responding to issues and concerns that affected the programme to date, according to both MS and the partners, aiming to achieve more sustainable results. These two categories are followed by recommendations specifically for capacity development and gender, which are two important features of the MS strategy.

Programme Strategy and Design i) MS needs to reflect about the programme design in relation to the definition of themes and setting immediate objectives, addressing the overlap between the Building Local Democracy and Anti-Corruption themes. This reflection should target the immediate objectives, indicators and outputs level, as well as assessing the relevance of maintaining the two as separate themes or merge them in one; ii) Define approaches and mechanisms to address the issue of weak Civil Society and Civil Society Organizations. In this regard MS/AA need to reflect on how can effectively contribute to building and strengthen the foundation of the individual CSOs, with particular attention to district and provincial forums; such intervention will require strict coordination with other actors supporting CSOs, to prevent creation non functional and unhealthy forums; iii) Invest in strengthening partners‟ capacity to work on anticorruption, in response to their lack of capacity for budget analysis, budget tracking and monitoring, etc. This must be accompanied by a strategy that focuses on collection of evidence through baseline studies (using skilled consultants where appropriate) prior to starting any questioning/campaigning on a certain issue; iv) Give particular emphasis to promotion and strengthening of horizontal and vertical linkages and networking, starting from district to national level, to allow flow of information and use of evidences collected at community level to advocate for policy change in the national forums; v) Reflect on the extent to which district platforms are an effective representation of civil society at district level, taking into consideration that the platform represents a limited number of CSOs from the district, and in some cases they have limited understanding of the dynamics of civil society in their communities.

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Partnership Approach i) It is recommended that prior to signing partnership agreements comprehensive assessment of the partners be conducted to identify the potential and capacity gaps that will need to be addressed through a specific capacity building plan; the capacity building plan needs to be developed in coordination with each partner with clear outputs within a defined timeframe, and monitoring plan; ii) As part of the continuous support from MS to the partners, its recommended that the monitoring by programme staff be extended beyond management and financial issues, occasionally reaching the final beneficiaries to provide on-spot advice, and have a sense of quality of the activities and outputs being delivered; this could include adopting mentoring and coaching to partners using external experts for specific matters; iii) Improve communication mechanisms from MS to partners and vice-versa, to reduce delays of feedbacks, delays of funds disbursement and misinterpretation of procedures often coming from the partners (e.g. in relation to administrative procedures and reporting requirements); iv) Continue strengthening the institutional support and building organizational capacity to implement governance issues, including widening the partners‟ funding basis14 and considering longer duration of the partnership agreements up to three years to allow consolidation and more visible results. This needs however to be taken case by case, according to each partner‟s capacity; v) Improve project design process (to address substantial delays in the signing of partnership agreements), to avoid pressure on disbursements and the implementation of activities;

Capacity Building i) To continue capacity building of partner organisations as an essential part of the strategy; ii) Ensure that support from P4C is an asset for sustaining technical and strategic support to partners. Based on past experience, there is a need to involve parties (MS, the partner and the advisor) in developing and updating the ToRs for the advisors and ensure that people with adequate profile are allocated to the organizations according to their need. In this process, there is also a need to carefully negotiate expectations and to revisit the ToRs on a regular basis; iii) Reflect on alternatives of T4C programmes in Portuguese, through other Portuguese speaking countries within the AA family;

Gender Analysis and Gender Mainstreaming i) Conduct a reflection about gender analysis and gender mainstreaming at institutional level and with partners to build a common understanding about the concepts. This also needs to include a reflection about gender mainstreaming

14 Alternatively, MS could support partners by linking them up with other donors.

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versus focus on women‟s‟ rights as elaborated in the new AA strategy, to maintain balance between both; ii) Ensure that gender analysis and gender mainstreaming are adequately integrated in the partnership agreements, with clearly defined outputs which need to be effectively monitored and given equal importance as the monitoring of the activities; iii) Future trainings on gender mainstreaming need to be comprehensive targeting all partners aiming also to clarify misinterpretation of the concept among partners and MS/AA.

Summative Evaluation of MS CPS (2008 – 2012) – Final Report – May 2011

SUMMATIVE EVALUATION OF MS COUTRY PROGRAMME STRATEGIES AND PROGRAMME SUPPORT WITHIN THE “DEMOCRACY FOCUS”

.

ANNEXES

April 2011

TABLE OF CONTENTS

ANNEX 1: SUMMARY OF THE MS MOZAMBIQUE PROGRAMME ACHIEVEMENTS (2008 – 2010) ...... 1 ANNEX 2: MS PARTNERS FOR THE PERIOD 2008 - 2010 ...... 1 ANNEX 3: LIST OF PEOPLE MET ...... 1 ANNEX 4: EVALUATION ITINIRERY ...... 1 ANNEX 5: TERMS OF REFERENCE ...... 1 ANNEX 6: GOOD PRACTICES CASES ...... 6 UDEBA – LAB (Basic Education Development Unit - Laboratory) ...... 6 GTO – Oppressed Theatre Group ...... 10 CCM Chibuto – Christian Council of Mozambique (Chibuto) ...... 13 ACUDES – Cultural Association for Sustainable Development ...... 16 SCHOOL BOOKS CAMPAIGN ...... 20

ANNEX 1: SUMMARY OF THE MS MOZAMBIQUE PROGRAMME ACHIEVEMENTS (2008 – 2010) Thematic Area: Building Local Democracy OUTPUTS OVERALL PRGRESS ACCORDING TO ANNUAL THEMATIC REFLECTION MATRIXS COMMENTS/OBSERVATIONS IMMEDATE OBJECTIVE 1: Accountability: LG in six districts in Inhambane and Gaza provide transparent channels of communication for CS input and provide information on PES and PESOD by 2010 OUTPUT 1:  District platforms are increasingly accessing/obtained district policy documents (plans and In a number of districts district platforms have used the spaces for CS participation By the end of 2010 MS budgets) and information related to the DDF within the LOLE framework. However there is a need to increase and focus the training partners develop and  Partners are raising awareness about community participation in local governance and about planning processes and budget monitoring for more qualified engagement and make use of mechanisms mobilizing CSOs, and citizens at district and locality level to engage in district platforms to assure the sense of ownership of the processes by the local communities. for civil society influence LG through CCs; including promoting debates and lobbing with District participation in planning Government Members of district platforms are increasingly aware of the potentials and need to and monitoring of local  Partners and district platforms (Namaacha, Marracuene, Inharrime, Chibuto, Zavala) used participate in the planning and monitoring processes at local level. Initially CSOs and Government budgets in 3 the CS participation spaces (DOs and CCs) for advocacy on issues of local communities district platforms were seen as opposition but they are succeeding in improving the focus districts in Southern interest water and sanitation, DDF, environment, access to information, public relationship with LG, and are being invited to LG sessions and CCs meetings. Mozambique investments/projects15, land access/conflicts, transport, access roads, revenue, etc.) to influence local planning, budgeting and policy implementation The creation of platforms and the vertical networks between MS partners has generated a flow of information (issues of local community concerns) to the national level through DOs OUTPUT 2:  District platforms and CSOs caring out lobby and advocacy meetings with LGs in the target The publishing and dissemination of information related to public policies motivates By the end of 2009 districts citizens and district platforms participation in local planning processes. government and  District governments gradually publishing/posting information related to public policies and administrative structures in its implementation (including PESOD, DDF) on public board at district, administrative posts LGs are increasingly understanding the essence of LOLE and are opening space for 6 focus districts know and locality levels CS to participate in the decision making process effects and potentials of  Increasing dissemination of government public policy documents (PEDD, PESOD) and LOLE at district and sub reports to partners, CSOs, district platforms and through community radios In some districts, LGs are inviting representatives fro m the district platforms to district level (CLD, CLAP)  Consultation of partners and platforms (Jangamo, Naamacha, Marracuene and Inharrime) participate in the LCs sessions by the LG through the District Technical Planning team in the development of the district development plans OUTPUT 3:  Partners and district platforms lobbing for inclusion of more CSOs members, youths and LCs were formed in 2006 and most of the members were appointed by the By 2012 the majority of women as members of LCs. This has resulted in some districts updating the composition of administrator and not through elections. The process of revitalizing the local councils is Local Council members the LCs, to include CBOs members (Namaacha, Jangamo, Marracuene, Inharrime and lead by the LGs. However partners have had an important role in promoting the are CS representatives Chibuto) who are actively participating in developing de District Development Plans. inclusion of CSOs members in the LCs in MS focus districts. For instance in Chibuto there are 24 members from the CS represented in the LCs

15 The platform in Inharrime monitored budget expenditure for construction of government officer‟s house under PESOD and advocating for more budget allocation for community needs in the 2012 PESOD. 2

IMMEDIATE OBJECTIVE 2: Empowerment: By 2012, local government is accountable to Local Councils and provincial and district based CSOs for plans and budgets in six MS focus districts in Southern Mozambique OUTPUT 1:  Some partners have produced training manuals for citizens score cards, budget tracking Despite the need for additional and more focused training on the budget monitoring, 9 partner organizations in and social audits and are providing capacity building to CBOs, district platforms and LCs at CSOs are already engaging in monitoring district plans and budgets, and providing 6 focus districts of MS locality level in issues related to community participation, civic activism, consultation valid inputs to local planning processes. The LGs and District Technical Team has have developed capacity processes, LOLE, land law, procedures for accessing DDF, budget monitoring been acknowledging and open towards the findings of the monitoring, which is one of to make use of  Partners (GTO) provided theatre training to community groups (Maputo, Namaacha, the reasons why additional representatives from the platforms were invited by the participatory mechanisms, Marracuene, Chibuto) for civic education to promote citizens involvement in local government to participate in LCs meetings and monitoring activities in Chibuto, participating and governance processes Jangamo. Inharrime, Marracuene and Namaacha influencing local  Partners (ACUDES, SA, CCM, ORAM) provided training to district platforms (Jangamo, governance by the end of Namaacha, Marracuene, Chibuto), community leaders and LCs in issues related to planning 2012.( i.e. improved and locality action plans; and on issues related to PESOD and PEDD budget tracking and  Partners and district platforms (Chibuto) created technical teams for CS participation in citizens participation in planning and monitoring of PESOD district planning)  As result of partners denunciations district governments (Chibuto) decided to transfer the officer responsible for managing DDF from the district  Theatre exhibitions (GTO) contributed to raising awareness of the communities and CS in issues related to DDF, access of water, etc.  Issues related to water access brought into discussion by partners (SA in Maputo) were agreed by the government to be part of the local plan in 2011  Partners are able to influence the agenda of the LCs sessions to bring issues of communities interest  Partners and CSOs invited by local governments to integrate the LCs thematic groups for monitoring basic services delivery and to participate in the district planning (PESOD) and taking opportunity to influence in favour of local communities OUTPUT 2:  Training provided to district platforms (Jangamo, Marracuene, Inharrime, Namaacha) in The platforms have clearly been strengthened and have started working more CS platforms functional in community participation, district planning and village action planning tools independently from the partners. In 2010, district platforms members have to a higher 6 districts by 2012  District platforms assisted in developing locality action plans with the participation of the extend been involved in planning and governance processes on behalf of local technical planning team communities and CSOs. Most district platforms are succeeding in ensuring their  Exchange visits between the platforms and partners promoted/facilitated for partners to participation in District Technical Team. In most of the districts the platforms have been learn more about advocacy strategy and creating innovative spaces of interaction with recognized by LG as the interlocutors of the SC for participation in ODs and LCs government sessions.  Partners (ACUDES, SA, AMOPROC) and district platform members (Namaacha, Chibuto, Marracuene, Inharrime, Jangamo, Maputo Province) participating in the district planning process  District platforms advocating for improvement on basic service provision by the government  District platforms (Inharrime) demanding (petition) more feedback from LCs and local government on process of developing the district Strategic Plan

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OUTPUT 3:  Partners organizations and district platforms are creating networks to address issues of Networking between partners working on specific issues has increased in 2010 linking Networks strengthened local community interest (water, effects of heavy sands project, land conflicts, hospital partners at different levels and in different provinces. However there is a need to between provincial and treatment, etc.) through monitor and advocacy, including awareness raising empower and create innovative links between the different levels district based CSO and 2 -  CSOs network for monitoring governance linking local, district and national levels created 3 national advocacy and strengthened The vertical networks between MS partners and the creation of platforms has organisations by the end  MS promoted link between district platforms, provincial forums and national platforms to contributed to bring issues from local context to be discussed at national level of 2009 harmonize plans for synergy  Increasing participation of district platforms representatives in development observatories The networking has lead to more active participation of citizens and the raising of as result of networking important issues related to the functioning and maintenance of the democratic space  Advocacy campaigns carried out in the target districts on issues related to DDF, Anti- provided by ODs and LC institutions. Corruption plan and provincial development plans, basic services provision, democratic participation OUTPUT 4:  District platform members (Chibuto, Jangamo) trained (GMD, ORAM) on use of citizens In 2010 the programme only implemented Citizens Report Card studies in one district. Population in MS focus report cards and later supported in carrying out a study It is expected to expand the training to all partners in 2011 for them to use the tool in districts know their role  Civic Education Campaigns have used community radio to publicize LOLE, its legal frame order to monitor the LG plans and responsibilities as and DDF in Inhambane (FOPROI) active citizens  Partners supported public debates about Human Rights and, gender issues with Citizens are increasingly recognizing that there is space for participation and dialogue involvement of the district platforms and overall CS with the LGs  District platforms and provincial forums created thematic groups to improve focus on specific social areas where communities have concerns IMMEDIATE OBJECTIVE 3 Gender: By 2012 the factors limiting women‟s participation in decision making and access to opportunities and benefits of Local Government reduced significantly OUTPUT 1:  Production of training materials and implementation of two trainings for 40 women in Even though the partners carried out different gender related activities, no attempts By the end of 2010 leadership (Chibuto, Jangamo) by partners were done to systematize the gender related work in 2010. There is a need to develop leadership development  Partners (ACUDES, ORAM), CCM Chibuto provided training to women in the target districts and apply more systematic gender approaches for the BLD programme. training completed for on project design and CS participation in local governance 20 woman leaders from  Increasing number of CSOs members of district platforms chaired by women Gender awareness still needs a lot of sensitization and partners have very few tools to CSO in the 3 districts in  Gender specific issues included in the agenda of LC (Chibuto) alter women‟s limited access to political space. which MS operates OUTPUT 2:  MS trained partners on how to deal with BLD in gender perspective Gender specific areas for  Partners appointed focal points to deal with gender issues within organization participatory budget  District platforms, LCs and community leaders (Jangamo) trained by partners (ACUDES) in monitoring identified and gender sensitive village action planning methodologies and techniques and supported the used in dialogue with LCs in the development of locality action plans Local Government in 6  District platforms members and community leaders included two women related issues in focus districts by 2012 the local plan

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Thematic area: Anti-Corruption OUTPUTS OVERALL PRGRESS ACCORDING TO ANNUAL THEMATIC REFLECTION MATRIXS COMMENTS/OBSERVATIONS IMMEDIATE OBJECTIVE 1: Accountability: By 2012 district governments in 6 MS focus districts in Southern Mozambique publish and disseminate annual accounts to LC members OUTPUT 1: i) Baseline carried out in cooperation with partners The experience in this area is new and time is required for monitoring the extent to By 2010 capacity of civil ii) Partners aware about the need to lobby for minutes of LCs, PEDD, PESOD meetings which CSOs can effectively influence the local government on issues of their concern. society partners in districts iii) Partners and platforms lobbing to district government and LCs for PESODs, annual in which MS operates is expenditure list, lists of DDF beneficiaries and timely distribution of the agenda and Through involving most of the partners in the anti-corruption survey, the results were built, enabling them to documents to be discussed in District Council meetings (Jangamo) used as evidence for advocacy and lobby in DOs, informal meetings with government push district government iv) MS organised an exchange meeting among Inharrime, Chibuto, and Marracuene and officials and LCs meetings for timely, routinely and Namaacha platforms to encourage initiatives led by district platforms to hold local adequate communication government accountable More experiences are required to consolidate the skills and knowledge of how to procedures for budgets v) Annual expenditure and lists of DDF beneficiaries are published and disseminated to CS in become watchdogs and whistleblowers and accounts. the focus districts (Jangamo, Naamacha, Bilene, Xai Xai, Inharrime and Marracuene) vi) LGs are gradually distributing agendas and relevant documents to the members of the LCs prior to the meetings IMMEDIATE OBJECTIVE 2 Empowerment: By 2012 Civil Society in six focus districts monitor transparency on poverty alleviation and budgets and demand accountability of district government on education and health OUTPUT 1:  Partners (ACUDES, GMD) carried out surveys on perceptions about corruption in health Partners conducted the anticorruption campaign on school books with success in the 3 By the end of 2009 MS and education sectors and the mechanisms for CS participation in local Governance, provinces and caught the attention of the communities and the government in the strategic partners have government projects implementation, access to information, DOs and LCs (Jangamo, process. As result, together with the work carried out by FOPROI in anti-corruption, resources and capacity to Chibuto, Bilene) partners and district platforms skills are beginning to consolidated carry out research and  MS Mozambique carried a survey about corruption in distribution of school books with baseline studies on access involvement of all partners to and quality of public  All partners participated in training on preparation of an anti-corruption campaign on access services. to and conservation of schoolbooks  Partners (ACUDES, CCM Chibuto, ORAM) and District platforms (Marracuene, Jangamo, Chibuto) reported corruption cases (deviation of funds from a road project, DDF funds, hospital treatment) to the LC at district level  Partners (ORAM, CCM Inhambane, ACUDES) and district platforms made complaints to local government and LCs (Zavala, Inharrime) on lack of involvement of the local communities in land attribution, the percentage spent on rehabilitation and construction of government officer‟s houses and the construction of houses for Government officials using PESOD budget  Government officer was removed from his post as result of denunciation of corruption in the approval and management of DDF (Jangamo, Chibuto)  Approval process and disbursement process of DDF funds was reviewed, now starting at a locality level, in conformity with the law (Jangamo, Chibuto).

Summative Evaluation of MS CPS (2008 – 2012) – ANNEXES – April 2011 5

OUTPUT 2:  All partnership agreements have a clause on MS condition of zero tolerance (Code of Guidelines on how to practise zero tolerance and for internal procedures will be By the end of 2009 MS Conduct & Whistleblower function) prepared with partners during 2011 and partners in  Two partnership agreements cancelled due to misuse of funds Mozambique adopt  MS and partners elaborated AC code of conducts for internal use in the organisations in internal guidelines on anti 2010. corruption OUTPUT 3:  MS and All partners carried out campaign on access of schoolbooks as a way of advocating As result of their participation in the school books campaign, partners have shown By 2012 CS Anti- for stronger internal control systems and oversight functions in the educational sector interest in caring out other anti-corruption campaigns in the same coalition. corruption network  Partners (FOPROI, FONGA) are monitoring the implementation of government‟s Anti- promoted Corruption Action Plan in education, health and police sectors OUTPUT 4:  MS supported and facilitated the creation of a regional coalition for anti-corruption By the end of 2012 MS campaigning with partners from Maputo (GTO; Sociedade Aberta, Amoproc), Gaza strategic partners (Human (UDEBA-LAB, LDH Gaza and CCM Chibuto), Inhambane (ACUDES, ORAM, FOPROI, Rights League, C.I.P, CCM Inhambane) WLSA) have capacity to advocate for functional internal control systems and oversight functions in public institutions OUTPUT 5:  Awareness and advocacy campaigns material (civic education material, banners, t-shirts, Although some activities were carried out so far, apart from the school book campaign By the end of 2012 MS calendars, slogans etc.) on school books produced the results are not as expected. Therefore, more effort to support the partners in this strategic partners have  All MS partners were trained on anti-corruption issues (legal framework, causes of area is needed. capacity to launch corruption, etc.) campaigns and events  Partners (AMOPROC) developed training curriculum and materials for budget monitoring aimed at changing  Partners (AMOPROC) trained activists in Anti-corruption, budget monitoring (Namaacha mindset, and behaviour and FOPROI CSOs members) and at operationalisation of  A survey about corruption in free distribution of books in primary schools was carried out. anti-corruption legislation This complemented the results of the corruption perception survey previously conducted by in Mozambique MS partners (ombudsman, public sector  One week advocacy campaign on access to and conservation of school books in primary reform, access to schools was carried out by MS and partners information)  Partners (AMOPROC) carried our various events (radio debates, march/demonstrations), on government and civil society‟s engagement in the fight against corruption  MS Mozambique participated in the revision of the new anti-corruption strategy and provided inputs based on experiences from the partner organizations and practices in the southern region

Summative Evaluation of MS CPS (2008 – 2012) – ANNEXES – April 2011 6

OUTPUT 6:  Partners participated in development of training manual for budget monitoring (GMD, By the end of 2012 MS FOPROI, ACUDES, AMOPROC and ORAM) partners in the six focus  Partners (GMD) provided training to district platforms (Chibuto, Bilene) on budget districts have capacity to monitoring track and audit public  Partners (ACUDES) and district platforms (Jangamo) carried out mapping of public infra- expenditures at district structure constructions in the district to track the use of the budget allocated and cross level (adopt role as watch check with PESOD allocations dog).  District platform (Jangamo) made a complaint to the CC and the LG over inadequate information regarding new projects in the district IMMEDIATE OBJECTIVE 3 Gender: By 2012 corruption in education services is actively harnessed in districts in which MS and partners operate OUTPUT 1:  Partners (LDH) carried out civic education for 23.224 citizens (12.511women), community By the end of 2009 school leaders (30) on right to justice, access to information, anti-corruption and democracy, councils has been enabled included sexual harassment and corruption in the education sector to monitor school budgets  Partners (UDEBA-LAB, ADPP) trained SCs on gender including girl‟s rights and sexual and specifically focus on harassment in schools (Inhambane, Maxixe, Bilene and Guija) girls‟ rights and needs and  Complaints about violation of human rights presented in target districts on sexual harassment.  Production of the film “The Children‟s dream” by MS which was presented by partners (UDEBA-LAB, ADPP) to SCs and communities members, and Education Sectors officers  Five teachers were fired (Bilene) charged of sexual harassment brought up by the SCs OUTPUT 2: N/A Health charters envisaged in Governments 4 year anti-corruption plan are established and function in MS focus districts OUTPUT 3:  Five „Friends of human rights‟ Clubs were established by LDH in five schools in Gaza and By the end of 2008 the received training in democracy, anti-corruption and human rights specific impact of  The clubs held debates on girls‟ rights and sexual harassment following reports of cases of corruption on women and sexual harassment of girls. youth in 6 focus districts are disseminated broadly in society

Summative Evaluation of MS CPS (2008 – 2012) – ANNEXES – April 2011 7

Thematic area: Democracy in Primary Schools OUTPUTS OVERALL PRGRESS ACCORDING TO ANNUAL THEMATIC REFLECTION MATRIXS COMMENTS/OBSERVATIONS IMMEDIATE OBJECTIVE: By 2012 pupils, teachers and parents in School Councils participate and apply democratic principles in planning and management of school affairs OUTPUT 1:  718 members of SCs in the focus districts trained in school participatory management, elaboration of school development plans, Proposal for civic education curriculum annual plans and internal regulations drafted by mid 2008  Partners (UDEBA-LAB and ADPP) developed guidelines for SCs planning and monitoring processes  Partners (ONP, UDEBA-LABA), in collaboration with INDE established a baseline about the use of existing democracy and human right material in schools  Partners (UDEBA-LAB) developed curriculum and training material for school boards; and guidelines for elaboration of schools development plans  Members of SCs are aware of their role in their committees and participate actively in the activities of the school  85 schools started process of developing strategic annual plans with participation of SCs members OUTPUT 2:  Partners (AMOPROC) produced and distributed school posters for awareness raising in the target districts By the end of 2010 cartoon handbooks  Civic education sessions carried out using a video prepared by MS and UDEBA, reaching 2,050 people and guide books for teachers and  Theatre plays carried out with participation of SCs members, trainers, future teachers and community members facilitators has been produced  Four Quarterly Reflection & Learning workshops carried out with participation of: project managers, staff of relevant stockholders and representatives of beneficiaries.  44 education sector technicians from provincial and district authorities trained in pedagogic supervision issues, targeting also SCs  176 head masters and deputy pedagogic directors trained in participatory school management in the focus districts  Education district authorities showing interest in SCs work OUTPUT 3:  Training Materials (Facilitator‟s Manuals – 1,070; Manuals for SC members – 600; Guidelines for elaboration of School By the end of 2009 sufficient capacity has Development Plans – distributed to 100 schools been built with the three MS‟ partner in the  Guidelines for elaboration of Internal School Regulations produced and distributed to respective target groups in the focus districts Provinces of Maputo, Gaza and  Education sector officers conducting monitoring visits for the first time to supervise the work of the SCs and provide support Inhambane to implement a pilot project on  SCs (Inhambane, Gaza) participating in elaboration of School Development Plans and Internal School Regulations civic education focussing on democracy OUTPUT 4: N/A By the end of 2010 pupils, teachers and parents at 30 schools in the 6 focus districts of MS in Southern Mozambique have been educated in principles and practises of democracy OUTPUT 5: N/A By the end of 2011 capacity of 300 school boards on democratisation is built enabling them to monitor planning and budgeting at their own school

Summative Evaluation of MS CPS (2008 – 2012) – ANNEXES – April 2011

ANNEX 2: MS PARTNERS FOR THE PERIOD 2008 - 2010 Nº Partner Type of Partnership Thematic area Partnership objectives Type of Direct Technical Budget Duration partner Coverage Activities Beneficiaries assistance (USD) (Months) 1 GMD Nationwide Gaza Building Local Strengthening CSOs in areas of Training and MS partners 2 MS advisors 45,000 12 Months NGO (Bilene, Democracy Good Governance and Anti- baseline studies and district (1 F. Time + 1 (January to Chibuto) Corruption (assessments) platforms P. time) December 2009) Anti-Corruption 2 FONGA Provincewide Building Local Strengthening CSOs for Training CSOs, CBOs 1 MS advisor (F. 75.550 36 Months NGO Democracy monitoring advocacy of public and district Time) + (January 2008 policies (LOLE, PES, PESOP, platforms Programme to December PEDD, PESODs, OIIL) officers 2010) 3 LDH Nationwide Gaza Building Local Promote democracy and human Training, Community 27.998 36 Months Gaza NGO (Chibuto, Democracy rights in planning and monitoring, members (January 2008 Bilene) management of public resources advocacy to December Anti-Corruption and, access to justice 2010) 4 CCM Nationwide Gaza Building Local Strengthening Civil Society to Training, CSOs 1 MS advisor (F. 31.056 24 Months Chibuto NGO (Chibuto) Democracy influence local government awareness Members Time) + (January 2008 improving the quality of services raising, Programme to December Anti-Corruption provided advocacy officers 2009) 5 LDH Nationwide Inhambane Building Local Strengthening CCs members for Training, data CCs 1 MS advisor (P. 29.403 24 Months I´bane NGO (Massinga, Democracy more active participation in the collection members Time) + (January 2008 Inharrime) planning process (monitoring) programme to December Anti-Corruption officers 2009) 6 FOPROI Provinceide Inhambane Building Local Strengthening CSOs and district Training CSOs and 1 MS advisor (F. 73.693 36 Months NGO Democracy platforms to influence policy district Time) + planning in favor of vulnerable platforms Programme Anti-Corruption groups members officers 7 CCM Nationwide Inhambane Building Local Strengthen district platform to Monitoring, district 1 MS advisor (F. 43.191 36 Months I´bane NGO (Inharrime) Democracy influence district planning through awareness platform and Time) + (January 2008 CCs raising, training CCs Programme to December Anti-Corruption members officers 2010) 8 ORAM Nationwide Inhambane Building Locall Strengthening CSOs and CCs Training, Communities, 1 MS advisor (F. 28.908 24 Months NGO (Zavala, Democracy members to influence local awareness CSOs and Time) + (January 2008 Massinga, governance raising, CCs Programme to December Jangamo) Anti-Corruption advocacy members officers 2009) 9 ACUDES Provincewide Inhambane Building Local Promote Civil Society Training Communities, 1 MS advisor (F. 43.191 36 Months NGO (Jangamo) Democracy participation in local planning CSOs and Time) + (January 2008 (PESOD) and advocating for CCs Programme to December Anti-Corruption more accountability from the members officers 2010) government 2

Nº Partner Type of Partnership Thematic area Partnership objectives Type of Direct Technical Budget Duration partner Coverage Activities Beneficiaries assistance (USD) (Months) 10 GTO Provinceide Maputo Building Local Create awareness for Civil Training, theatre MS Partners, 1 MS advisor (F. 54.455 24 months NGO (Namaacha); Democracy Society participation in issues exhibitions community Time) + (January 2008 Gaza related to good governance radios, Programme to December (Chibuto) Anti-Corruption communities officers 2009) 11 AMOPRO Nationwide Maputo Building Local Strengthening local actors in Training, civic CSOs and 1 MS advisor (F. 138.284 36 Months C NGO (Namahacha Democracy issues of participatory planning, in education, CBOs Time) + (January 2008 ) line with decentralization process mobilization members Programme to December Anti-Corruption (LOLE) awareness officers 2010) raising 12 S. Provincewide Maputo Building Local Strengthening district platforms to Training, civic District 1 MS advisor (F. 44.554 18 Months ABERTA NGO (Marracuene, Democracy monitor local governance and education, platforms Time) + (August 2008 to Namahacha) advocate for more accountability mobilization and members Programme December 2009) Anti-Corruption from district governments technical officers support 13 UDEBA- Nationwide Gaza (Guijá, Democracy in Promote democratic, participatory Awareness Students, 1 MS advisor (F. 108.993 36 Months LAB NGO Bilene) primary and transparent management of raising; training; teachers, Time) + (January 2008 schools resources allocated to schools monitoring; parents and Programme to December aiming to improve the quality of lobby & tutors officers 2010) primary education advocacy 14 AMOPED Nationwide Maputo Democracy in Disseminate and promote the Training and Students, 1 MS Inspirator 15.215 7 Months (May NGO (Namaacha, primary practice of democracy in schools technical teachers, + Programme to December Magude) schools support parents and officers 2010) tutors 15 FECIV Nationwide Maputo Democracy in Contribute for the implementation Training and Students, Programme 4.951 4 Months NGO (Namaacha, primary of the new curriculum in relation technical teachers, officers (August to Manhiça) schools to Human Rights and Democracy support parents and Novembet 2007) tutors 16 ADPP- Nationwide Inhambane Democracy in Promote democratic, participatory Training and Students, 2 MS advisors 16.502 36 Months EPF NGO (Inhambane, primary and transparent management of technical teachers, (P. Time) + (February 2009 Maxixe) schools resources allocated to schools support officers, Programme to December aiming to improve the quality of parents and officers 2011) primary education tutors 17 ONP/SNP Nationwide Inhambane Democracy in Produce training materials on Training and Teachers and 1 MS advisor (F. 23.102 36 Months M NGO (Namaacha, primary issues related to democracy and technical students Time) + (February 2009 Manhiça) schools human resources support and Programme to December development og officers 2011) guidelines

Summative Evaluation of MS CPS (2008 – 2012) – ANNEXES – April 2011

ANNEX 3: LIST OF PEOPLE MET

MS and ActionAid Mozambique No. NAME ORGANIZATION/INSTITUTION 1 Kristian Petersen MS Mozambique Director 2 Amade Suca AA Mozambique Director 3 Moisés Mutuque MS Programme Officer 4 Lacerda Lipangue MS Programme Officer 5 Fernanda AA Moz CSP Review Team 6 Filipe Pequenino AA Moz CSP Review Team 7 Lourenco Moio AA Moz CSP Review Team

Resource people/ Relevant institutions No. NAME ORGANIZATION/INSTITUTION 1 Christian giz (former DED) coordinator (Maputo) 2 Omar Mangeira Oxfam Australia (Maputo) 3 Azevedo Suege Irish Aid – Inhabane 4 Heike Meuser giz (former gtz) - Inhamabne

Duty Bearers No. NAME ORGANIZATION/INSTITUTION 1 Carlos Buchili MAE – Deputy Director for Planning and Coordinator of Decentralization Unit 2 José Paulino Permanent Secretary of Chibuto District 3 Felicidade Mapilele DPE Gaza – Head of Pedagogic Department 4 João Mucavele DPE Gaza – Pedagogic Department 5 Benedito Mondlane SDEJT Macia 6 Fernando Langa SDEJT Macia 7 Lourenço Cossa SDEJT Macia 8 Elsa Armando Inhambane District Administrator (former permanent secretary for Jangamo district)

2

Right Holders/Beneficiaries No. NAME ORGANIZATION/INSTITUTION 1 José Fabião, Raimundo Tovela, Aurora School Council members of Joaquim, Adelina Muchanga. Luísa Incaia Primary School,– Macia Johanes, Crimildo Carlos – Gaza 2 Arsénio Cumbe, Elias Macamo, Joana Bassane Thetre Group Maluate, Elisa Sabo, Esperança Chavana, (Namaacha) José Tembe 3 Jacinto Munhame, Miséria Mabassa, Arlindo Chibuto District Platform Mazivila, Caldinira Chitsondzo, Lúcia Chunguane, Domingos Adriano, Ângela Cuinica, Quitéria Cuna, Mónica Macamo, Ercília Mabote, Dercio de Vasconcelos, Arcélia Macucua, Américo Langa, Arnaldo, Matilde Matavele, Hermínia 4 Suzana Cumbane, Albertina Silvestre, Jangamo Distrito Platform Rungo Cumbane, Ermelinda Fernando, Helena Adriano, Preciosa Edi, Vasco Rafael, Jorge Manuel 5 Arsénio Cumbe, Elias Macamo, Joana Bassane Theatre Group Maluate, Elisa Sambo, Esperança Chavana, José António Tembe

MS Partners and Participants to Workshops No. NAME ORGANIZATION/INSTITUTION 1 Eugénio Chirrime, Januário de Sousa, UDEBA – LAB Director Simão Mahanjane 2 Alvim Cossa, Zainabo Rajá, Vasconcelos GTO Maputo dos Anjos 3 Fernando Menete, Jerónimo Napido GMD 4 Guilhermina Dimande, Bernardino Cuambe AMOPED 5 Filipe Sambo Sociedade Aberta 6 Maria Vera Cruz, Azevedo Witinesse ONP 7 Eduardo Filipe AMOPROC 8 Adilta Banze, Zélia Francisco ADPP – Inhambane 9 Jaime Come FOPROI – Inhambane 10 Jaime Laquene, Ricardino Sambo ORAM – Inhambane 11 Danilo Naime CCM – Inhambane 12 Enoque Marcelino, Agnelo Fondo, Filipe ACUDES – Inhambane Furini (inspirator) 13 Carlos Mula LDH – Gaza 14 Arménio Langa, Miséria Mabasso CCM Gaza 15 Anastácio Matavel FONGA

Summative Evaluation of MS CPS (2008 – 2012) – ANNEXES – April 2011

ANNEX 4: EVALUATION ITINIRERY

DATE TIME ACTIVITY TOOLS / GUIDING QUESTIONS OBSERVATIONS 04/04/11 08:00 – Evaluation Team  ToRs + Inception note MS (Kristian): DAY 1 09:00 meeting (kick-off)  Evaluation plan  To organize and coordinate the meeting 09:00 – Meet MS and AA  ToRs + Inception note schedule 10:00 Directors  Evaluation plan

10:00 – Meet MS key  Open discussion focusing on the 5 “evaluation questions” (scope of work) 11:30 programme staff  Interviews form (annex 5 of inception note) (officers)  The way forward (what could have been done differently; what can be improved) 11:30 – Meet AA CSP Review Open discussion around: 12:30 Team  The AA CSP process  Progress and outputs to date (MS representative)  Recommendations to the Evaluation 12:30 – Lunch 14:00

14:00 –  Meet key DED  Open discussion focusing on the 5 “evaluation questions” (scope of work) MS (Lacerda Lipangue): 16:00  Meet OXFAM  Interviews form (annex 5 of inception note)  To organize and coordinate the meeting AUSTRALIA  The way forward (what could have been done differently; what can be improved) schedule (split in 2 groups)  To assure transport for the meetings outside 16:00 – Evaluation Team wrap MS office 17:00 up

05/04/11 08:00 – Meet MAE  Open discussion focusing on the 5 “evaluation questions” (scope of work) MS (Lacerda Lipangue): DAY 2 10:00  Interviews form (annex 5 of inception note)  To organize and coordinate the meeting  The way forward (what could have been done differently; what can be improved) schedule 10:00 – Meet MPD  Open discussion focusing on the 5 “evaluation questions” (scope of work)  To assure transport for the meetings outside 12:00  Interviews form (annex 5 of inception note) MS office 2

 The way forward (what could have been done differently; what can be improved)

12:00 – Lunch

13:30

13:30 –  Visit GTO  Open discussion focusing on the 5 “evaluation questions” (scope of work) MS (Lacerda Lipangue): 17:00 beneficiaries in  Interviews form (annex 5 of inception note)  To organize and coordinate the meeting Maputo  The way forward (what could have been done differently; what can be improved) schedule  Visit SA beneficiaries  To assure transport for the meetings outside in Namaacha MS office (split in 2 groups) 06/04/11 08:00 – Workshop with MS  Annex 3 (to be sent prior to the workshop) MS (Moisés Mutuque): DAY 3 12:30 partners in Maputo  Interviews form (annex 5 of inception note)  Take care of all workshop logistics 12:30 – Lunch Buy food from outside  To organize and coordinate the meeting 14:00 AA office schedule  To assure transport for the meetings outside 14:00 – Interviews with GTO and  Open discussion focusing on the 5 “evaluation questions” (scope of work) MS office 16:00 Sociedade Aberta  Interviews form (annex 5 of inception note) (split in 2 groups)  The way forward (what could have been done differently; what can be improved) 16:00 – Evaluation Team wrap Refer to the ToRs, evaluation plan, tools and timing 17:00 up 07/04/11 14:00 – Travel to Xai – Xai MS (Moisés Mutuque): DAY 4 17:00  Take care of all workshop logistics  Overnight in Xai-Xai 08/04/11 08:00 –  Visit UDEBA/LAB +  Interviews form (annex 5 of inception note) MS (Moisés Mutuque + Lacerda Lipangue): DAY 5 12:30 beneficiaries +  Focus group discussion  Take care of all workshop logistics SDEJT in Bilene  Open discussion focusing on the 5 “evaluation questions” (scope of work)  To organize and coordinate the meeting  Visit CCM + schedule beneficiaries +  To assure transport for the meetings District government in  Overnight in Xai-Xai Chibuto (split in 2 groups) 12:30 – Lunch 14:00

Summative Evaluation of MS CPS (2008 – 2012) – ANNEXES – April 2011 3

14:30 – Meet DPE MS (Lacerda Lipangue): 16:30 in Xai-Xai  To organize and coordinate the meeting schedule 09/04/11 08:00 – Travel to Inhambane MS (Moisés Mutuque): DAY 6 12:00  Take care of all logistics (Saturd  Overnight in Inhambane ay) 10/04/11 Overnight in Inhambane DAY 7 Day off (Sunda y) 11/04/11 08:00 – Workshop with MS  Annex 3 (to be sent prior to the workshop) MS (Moisés Mutuque): DAY 8 12:30 partners in Inhambane  Interviews form (annex 5 of inception note)  Take care of all workshop logistics 12:30 – Lunch  To organize and coordinate the meeting 14:00 schedule  To assure transport for the meetings 14:00 – Meet DPE Iris Aid and  Open discussion focusing on the 5 “evaluation questions” (scope of work)  Overnight in Inhambane 16:00 PPFD/GTZ in  Interviews form (annex 5 of inception note) Inhambane (split in 2  The way forward (what could have been done differently; what can be improved) groups)

12/04/11 08:00 – Visit ACUDES +  Interviews form (annex 5 of inception note) MS (Lacerda Lipangue): DAY 9 12:00 beneficiaries in Jangamo  Focus group discussion  Take care of all logistics  Open discussion focusing on the 5 “evaluation questions” (scope of work)  To organize and coordinate the meeting 12:00 – Lunch schedule 14:00  Overnight in Inhambane 14:00 – Meet Inhambane district  Interviews form (annex 5 of inception note) 16:00 administrator  Open discussion focusing on the 5 “evaluation questions” (scope of work) 13/04/11 07:00 – Travel to Maputo MS (Moisés Mutuque): DAY 10 12:00 Stop in Xai-Xai  Take care of all logistics 13:30- Workshop with MS  Annex 3 (to be sent prior to the workshop) MS (Moisés Mutuque):

Summative Evaluation of MS CPS (2008 – 2012) – ANNEXES – April 2011 4

16:00 partners in Xai-Xai  Interviews form (annex 5 of inception note)  Take care of all workshop logistics  To organize and coordinate the meeting schedule  To assure transport for the meetings 14/04/11 08:00 – Follow up meetings  Open discussion focusing on the 5 “evaluation questions” (scope of work) Kristian organize and coordinate the meeting DAY 11 10:00  Interviews form (annex 5 of inception note) schedule  The way forward (what could have been done differently; what can be improved) MS (Lacerda Lipangue): 10:00 – Follow up meetings (if MS (Moisés Mutuque): 12:30 needed)  To organize and coordinate the meeting schedule 12:30 – Lunch 14:00 14:00 – Follow up meetings (if MS (Moisés Mutuque): 17:00 needed)  To organize and coordinate the meeting schedule 15/04/11 08:00 – Prepare for debriefing  ToRs + Inception note MS (Moisés Mutuque/Kristian): DAY 12 12:00  Report outline  Take care of all logistics 12:00 – Lunch 14:00 14:00 – AA/MS debriefing 16:00 16:00 – Team wrap up and next 17:00 steps

Summative Evaluation of MS CPS (2008 – 2012) – ANNEXES – April 2011

ANNEX 5: TERMS OF REFERENCE

Terms of Reference Summative evaluation of MS Country Programme Strategies and programme support within the “Democracy Focus”

1. Background

In 2006, MS (now ActionAid Denmark in English) decided to focus all its programme activities on democracy, which was considered an important strategic means for poverty reduction. The „Democracy Focus‟ was developed within the framework of „Partnership Against Poverty‟ as the guiding strategy for all MS‟ programme work in the South. The Democracy Focus consisted of five themes: Building Local Democracy, which was made a key feature in all programmes; Land Rights; Anti-Corruption; Conflict Management, and Trade Justice (please refer to the respective Thematic Concept Papers). This strategic change was negotiated with and accepted by MS‟ main back donor, the Danish Ministry of Foreign Affairs (Danida). MS and Danida have a Framework Agreement, through which MS receives app. DKK 156 million per year to carry out programmes based on its own strategic framework and organisational capacity. It is a four-year rolling agreement, which is negotiated in annual consultations.

Following the decision about the Democracy Focus, a Country Programme Strategy (CPS) was developed in all the then MS programme countries/regions – i.e. Zimbabwe, Zambia, Mozambique, Tanzania, Kenya, Uganda, South Sudan, Nepal and Central America. Each CPS, which initially covered the period 2008-2012, outlined the overall thinking in relation to MS‟ involvement in the country/region in question. It defined the themes and strategies to be pursued by MS as well as the geographical focus areas. It was made mandatory for each country programme to allocate 50% of its resources to the Building Local Democracy theme, while 30% could be allocated to a maximum of two other themes and 20% could be used for innovative and country-specific activities.

The development of the CPS‟s was largely a participatory process, which built on lessons learned and involved MS partner organisations and other CSO representatives as well as programme staff, Development Workers, Policy Advisory Committees, consultants, etc. Each CPS was subjected to an external appraisal, and an appraisal report with recommendations for each country programme was elaborated. In some countries, the existing partner portfolio was more or less maintained, while in others, a large number of partners were phased out and new ones selected as a consequence of the new CPS. During the first half of 2008, MS signed Partnership Agreements with app. 15-25 partner organisations – all working within the Democracy Focus – in each of the above-mentioned countries. External thematic reviews of the programmes within Building Local Democracy, Land Rights, and Trade Justice were undertaken in 2008 and 2009. In 2010, Danida carried out an external review of MS, which included country studies in Kenya, Tanzania, and Nicaragua.

In September 2008, the General Assembly of MS decided that MS should proceed with the process towards becoming an affiliate of ActionAid International. From 2010 MS was appointed by ActionAid International to take the overall responsibility for the leadership and management of the ActionAid 2

theme The Right to Just and Democratic Governance. In June 2010, the affiliation of MS was finally approved by ActionAid International‟s General Assembly, and MS became a fully-fledged member of the ActionAid family and changed its name (in English) to ActionAid Denmark (but maintaining Mellemfolkeligt Samvirke or MS in Danish).

As a consequence of the affiliation, the MS offices in Nepal, Tanzania, Kenya, Uganda, Zimbabwe, Zambia, and Guatemala were merged with ActionAid in 2010 (and the South Sudan office was closed). The programme portfolio of MS was taken over by ActionAid in the respective countries, and the previous MS partner organisations became ActionAid partners. In all countries, AADK and the national ActionAid organisations have signed Cooperation Agreements, which specify that ActionAid is responsible for fulfilling the objectives of the CPS‟s (which have been shortened to four years and hence will run out in December 2011 concurrently with the individual Partnership Agreements).

From January 2012, MS – or rather AADK – will thus have no formal commitments to individual partner organisations from the time before the merger with ActionAid International. In future AADK will support national AAI organisations and their local partners, programmes, and projects in line with Danida‟s Civil Society Strategy (“Strategy for Danish Support to Civil Society in Developing Countries”) and with the framework agreement between Danida and AADK that sets out the specific governance focus, which is part of AADK‟s own global programme strategy.

A number of national ActionAid offices are currently in the process of reviewing their Country Strategy Papers with the purpose of developing new 5-year strategies and programmes. During 2011, ActionAid International is developing a new global strategy, which will take effect from 2012. It is assumed that Governance will continue to be a focal theme in the new global strategy as well as in many new country strategies including AADK‟s own. Lessons learned from previous and ongoing AADK supported governance programmes should preferably feed into the various strategy development processes. It is therefore the intention of AADK – to the extent possible – to carry out the evaluation in parallel with the CSP Reviews undertaken by the national ActionAid offices. At the same time, the summative evaluation will serve as an important contribution to both upwards and downwards accountability.

2. Objective

The main objective of the evaluation is to ensure that the lessons learned from the implementation of the MS Country Programme Strategies in Zimbabwe, Zambia, Mozambique, Tanzania, Kenya, Uganda, Nepal and Guatemala are collected and analysed. The information will serve as documentation to the back donor Danida and as strategic learning points for AAI/IGT as well as for the individual ActionAid organisations in the countries of cooperation. The evaluation will also be used as an input in the appraisal of new programmes proposed for AADK funding and contribute to the overall evaluation of all AADK activities scheduled for the last quarter of 2011.

3. Scope of Work

The evaluation will include, but not necessarily be limited to, an assessment of the following issues in each country:

 The relevance of the strategic objectives and the themes selected to the national context  The relevance of the partner organisations selected in relation to the themes

Summative Evaluation of MS CPS (2008 – 2012) – ANNEXES – April 2011 3

 The value and effectiveness of the partnership approach applied by MS  The commitment of the partner organisations in achieving the CPS objectives  The coherence between the CPS and the supported activities  The overall coherence of the strategy and the selected partner portfolio in relation to the context – including the opportunities to link local programme activities to national (or international) advocacy initiatives  The extent to which immediate CPS objectives have been achieved  The contribution of the programme activities to changes at policy level  The concrete outcomes for rights-holders (women, men, youth)  The long-term sustainability of the outcomes  The extent to which gender analysis has been applied and gender mainstreaming sufficiently incorporated into programme strategies and activities  The extent to which capacity building of partner organisations has been sufficiently incorporated into programme strategies and activities and the effectiveness of this  The contribution of the People for Change programme to achieving CPS objectives  The contribution of the Training for Change programme  Preliminary assessment of how the programmes may influence the new ActionAid national strategies

4. Methodology

The evaluation team will use a participatory methodology with an emphasis on collecting lessons learned, gathering best practices, and documenting illustrative cases.

The evaluation will consist of the following main parts:

1. Desk study 2. Kick-off seminar in Denmark 3. Country studies in Nepal and Tanzania, where the evaluation methodology for the remaining country studies will be developed 4. Country studies in Zimbabwe, Zambia, Mozambique, Kenya, Uganda, and Guatemala 5. Debriefing workshop in Denmark

The first step will be a desk review to analyse key documents (Country Programmes Strategies, CPS Appraisal reports, thematic review reports, annual reports, Partnership Agreements, etc.). This will be followed by a kick-off seminar in Denmark to establish a common ground for the assignment through discussing the methodology to be applied during the first two country studies (Nepal and Tanzania) and the key issues to be explored in all countries. This seminar will be attended by the respective Team Leaders for the Nepal and Tanzania country studies, by key staff in AADK and – if possible – by former MS Country Directors.

The outcome of the seminar will be a preliminary inception note, which describes the approach and methodology to be tested in Nepal and Tanzania respectively as well as the main areas of focus in each country. The specific evaluation methodology for each country will thus be developed during the first two country studies, but it is expected that all country studies will include at least the following activities:

 Review of Country Programme Strategy, reports from previous reviews and evaluations of the country programme, quarterly and annual reports, and other relevant documents

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 Individual interviews with former MS programme staff (where possible) and current AAI programme staff and SMT  A workshop with all former MS partner organisations  Meetings with representatives of selected partner organisations  Field visits to selected communities and focus group discussions with selected rights-holders  Meeting with Royal Danish Embassy representatives  Debriefing meeting with SMT of AAI in each country

When the two first country studies are completed, the respective Team Leaders will share experiences, assess the usefulness of the methodology that has been tested, and decide on the methodology to be applied in the remaining country studies.

When all country studies have been completed, the Team Leader for the country studies in Africa will summarise the findings in a synthesis report.

A reference group consisting of experienced resource persons within governance will be established in Denmark. The role of the reference group will be to give feedback on the methodology to be applied and on preliminary findings and conclusions. Two external consultants, two AADK Board members and one (non-Danish) ActionAid International Governance Team member will be invited to participate in the reference group.

Before submitting the final synthesis report, the Team Leader will hold a debriefing workshop with the SMT and International Programme Support Team of MS in Copenhagen. The reference group and the former MS Country Directors will also be invited to participate.

5. Outputs

For each country, the team will produce a country specific report in English of max. 30 pages (excl. annexes) based on a standard outline as presented in the inception note (see section 4 above) including:

 Observations, findings, best practice examples and major lessons learned  Recommendations related to AADK‟s strategy development, including issues to be pursued through the planned overall evaluation of all AADK activities  Recommendations related to ActionAid national strategy and programme development  Recommendations related to possible AADK support to ActionAid partners beyond 2011

The deadline for the country specific evaluation reports is two weeks after each visit.

The preliminary inception note will be finalised based on the methodology developed during the Nepal and Tanzania country studies.

In addition, the Team Leader will produce a synthesis report in English of max. 20 pages describing the main findings, best practices and lessons learned as well as the key strategic recommendations for the future.

The deadline for submitting the final synthesis report is 13th June 2011.

6. Composition of teams

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The team will be headed by a Team Leader (international consultant) who (in dialogue with AADK) will compose country specific teams. Each country specific team will consist of an international consultant and a national consultant specialised in democracy and governance (except the Guatemala and Mozambique evaluations, which will be conducted by one national consultant in each country).

As some of the county studies will run in parallel, three international consultants have been assigned. One will cover Nepal, another Zambia and Kenya, while the third person (Team Leader) will be responsible for the evaluation in Tanzania, Uganda, Sudan, and Zimbabwe.

The following resource persons will join the team:  An AAI Programme Officer from another country  The AADK Programme Support Coordinator (country focal point)  A representative of ActionAid International IGT and/or Regional Offices

7. Timing

The evaluation will take place from February to May 2011. A maximum of 20 working days is allocated for each country study (including report writing) – except Nepal and Tanzania, which will have some extra days for methodology development.

To the extent possible, the evaluation will run in parallel with the CSP Reviews carried out by the national ActionAid offices. Please refer to the attached tentative time schedule.

8. Background information

 Partnership Against Poverty – MSiS Policy Paper 2005  Democracy Focus in MS 2006  MS Gender Policy 2007  Thematic Concept Paper for each theme  Country Programme Strategy for each country  CPS Appraisal reports for each country  Partnership Agreements & Project Documents  MS Guidelines for Thematic Programming  A MS Review of BLD Theme Strategies 2008 (synthesis and country reports)  Review of Personnel Assistance in MS 2008  MS Trade Justice Reviews 2009 (synthesis and country reports)  Land Rights Thematic Review 2009 (synthesis and country reports)  MS in transition 2009  MS ActionAid Thematic Review 2010  ActionAid’s Strategic Plan “Just and Democratic Governance 2006 – 2010” – the Review Report  Strategic Concept Paper: The Right to Just and Democratic Governance (draft, Nov. 2010)

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ANNEX 6: GOOD PRACTICES CASES UDEBA – LAB (Basic Education Development Unit - Laboratory)

Project Title Revitalisation of School Council Location Province: Gaza; Districts: Bilene and Guijá Partnership Period 36 months (2008 -2010) Budget MZM 3.302.500 Mt

ABOUT THE PARTNER ORGANIZATION

UDEBA-LAB (Basic Education Development Unit - Laboratory) is a national association composed by 57 members of educators (academics and teachers) and other people interested in the Development of Basic Education, working to improve the quality of education through the introduction of innovative methodologies, action research and making the living forces of the civil society aware of the need for their involvement. Based in Xai-Xai (Gaza), UDEBA-LAB was established in 2000 through a protocol and registered as an association in 2004. In 2005 prepared its first strategic plan for the period 2005 to 2010.

Its vision is a Mozambican society composed of people with access to quality education, allowing them to interact in their own environment in a balanced way and benefiting considerably from this quality education as well as their relatives and people at large. This is achieved through pursuing its mission of contributing to the development of a basic education, which is relevant and significant, on the basis of the involvement and active participation of the communities and the promotion of research and experimentation. Main activities include pedagogical activity, school construction/rehabilitation, HIV/AIDS prevention and combat and action research. UDEBA-LAB interventions are targeted to men, women, youths and children who need quality basic education.

In its strategic plan, the capacity building of School Councils (SCs) is one of the priorities which coincide with one of MS CPS focus areas, under the Democracy in Primary Schools theme.

ABOUT THE PROJECT

Project Objective Contribute for pupils, teachers, parents and community representatives in the districts of Bilene and Guijá to integrate the School Councils and participate in applying democratic principles into resource planning and management aimed at a positive operation of the school.

Project Activities and Strategy The project activities include conducting a baseline study in 18 ZIPs and undertaking activities that contribute to the positive operation of the SCs in the districts of Bilene and Guijá, including civic education and mobilization of communities, provision of training for all levels of project beneficiaries, preparation of training materials and planning guidelines. The activities are implemented having the technical team as a point of departure.

For follow up of the activities under the project, UDEBA-LAB in collaboration with the education sector authorities at provincial and district levels carry out pedagogical supervision (including post-supervision analysis and support) and monitoring and evaluation of planned activities, with a focus on the sustainability of the programme.

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Outputs/Outcomes  Production of a video named Children Dream for civic education and awareness raising among the target groups;  Provision of training to School Councils in the target districts and technicians from the education sector authorities at district and provincial level;  Revitalization of the SCs, including promoting elections to review the composition of the SCs, to include all stakeholders (students, teachers, school management staff, community representatives, also ensuring the participation of both men and women)  Promotion of democratic elections for heads of classes among students.

As a principle all schools should have a School Council in place but in most cases the functioning is deficient. The support from this project contributed to raising awareness of all stakeholders about the need to participate in the school planning (annual plans, school development plans, etc) and management, and improvement of the SCs functioning. Based on a site visit to Incaia Primary School in Bilene district (Gaza), it was clear that all members of the SC are motivated and actively engaging in the decision making at school level. One step taken in this regard was the creation of working commissions to address different areas of school management.

One outcome of the effective functioning of the SC at Incaia Primary School was the construction of new classrooms with community participation as result of advocating to the school management to use part of the School Direct Support (ADE) fund for this end, and mobilization of the community members to contribute with their labour in the construction – in our school, the director always informs us about allocated under the ADE and is up to the SC to decide how this fund must be spent. As we had limited classrooms, we prioritized the construction of new ones – said a community representative in the SC.

Another important impact of the SC in Incaia Primary School is the increase on child retention (both boys and girls) at school by strategically approaching the parents, teachers and the children, particularly during the exams period; and increased enrolment of orphans children in school through mobilization and sensitization of communities and the local authorities.

As result of the awareness raising and training provided, a number of schools in the focus districts are already developing School Internal Regulations. The internal regulations are mandatory for all schools but some did not have them in place or are not updated.

It appears that the integration of gender has been seriously taken in the support to SCs, the example being the fact that in the SCs of Incaia Primary School the ratio between man and women is 1:1 and, there are clear strategies defined to target both boys and girls when dealing with the problem of school drop-outs due to early pregnancies and domestic chores (girls) or looking for employment in South Africa (boys). This was seen as a positive approach to gender where both women and men are equally important.

ABOUT THE PARTNERSHIP

According to UDEBA-LAB representatives interviewed during the evaluation, the partnership with MS was very positive and contributed to build the capacity of the organization, to be able to reach the target groups. It was characterized by the commitment from MS to capacity building, including the allocation of an advisor to provide technical support; openness for continuous discussions and adjustment of the partnership and project according to the ground conditions.

Working in partnership with MS has been a great experience for UDEBA-LAB. It has contributed a lot for building our capacity through trainings, reflection meetings and also

Summative Evaluation of MS CPS (2008 – 2012) – ANNEXES – April 2011 8

through exchange of experiences. The allocation of an advisor who provided technical support and mentoring on daily basis contributed significantly for the capacity of the organization – said Eugenio Chirrime, UDEBA-LAB director. According to UDEBA-LAB director, it has been a partnership of much learning for both UDEBA-LAB and MS which transcended to other partners. The dynamic and success of the partnership has influenced the working relationship with other partners in Inhambane and Maputo provinces.

LESSONS LEARNT/GOOD PRACTICES

 Innovative ways (e.g. game, video, etc) are more effective for civic education, awareness raising and training of the target groups;  With support provided by the project, community members are increasingly participating in the life of the schools. This is a positive result but from DPE perspective would be of added value if the initiatives could be extended to other districts,  Supervision and monitoring in supporting SCs is fundamental to complement the training; without this, impact can be undermined - there are other organizations supporting SCs in other districts but the progress is limited compared to districts where UDEBA-LAB is working, as they do not include supervision and follow up – said Felicidade Mapilele from DPE in Xai-Xai;  The project has potential for sustainability as the capacity building component has included training of trainers targeting education sector technicians at district and provincial levels who will remain in the district. However this will require identification of financial support sources as these are limited within the education sector budget. On the other hand, the members of SCs who are community members are committed to pursue the objectives of the SCs even without the project, as they can see the benefit reflected in the education of their children;  Functional SCs can have great impact on quality of education, students performance and retention as they have good understanding of the cultural and social causes that affect the school attendance;

The way forward and recommendations  Apart from School Councils, the partnership could address other relevant areas for developing the education sector such as Local Curriculum and Adult Literacy for more informed involvement of the parents in the school management; particularly for the Local Curriculum, the government has approved a decree that authorize the use of 20% of the lecture time to address issues of local interest, and now there is a need to develop a curriculum to address that, which must be specific for each context;  Expand the support to other schools within target districts as well as to other districts within the province;  Increase the number of people benefiting from training within each SC for more effectiveness (currently, only 7 members out of 14 benefiting from training);  Intensify training and refreshing to keep members updated, or to train new elected members (SCs mandates are renewed regularly);  Reflect on the possibility of funding larger projects (duration and budget) for more impact and visibility. The strategy with UDEBA-LAB is to develop best practices (in coordination with INDE and MINED) with potential for replication and to achieve that, resources re needed. This would allow best practices to be disseminated over time and in more places in province and throughout the country

Comments from the evaluator The project is relevant. It has contributed to improvement of the functioning of SCs and leadership in schools, as well as clarifying the role of all stakeholders in the democratic management of schools. It is also a contribution for improving the quality of education and child retention for both girls and boys.

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This partnership was positive for both UDEBA-LAB and MS as well as for the beneficiaries (education authorities at provincial and district level) and School Councils. The commitment and openness of MS to continuously discuss and revise the partnership agreement conditions was fundamental for the success. One of the major contributions of this partnership was also the capacity building component including the allocation of a resident advisor which contributed to the growth of the partner organization not only by bringing new materials but also opened ways for use of other resources such as the internet, pointing for the sustainability of the support provided.

UDEBA-LAB is an organization composed by professionals from the education sector which constitute a strong foundation for success in this particular area where a good understanding of specificities and practicalities is important. UDEBA-LAB is well established organization and well connected with the education instituting from the government side, providing a conducive environment to pursue objectives and advocating for changes. On the other hand, its strategy of including action research and develop best practices for replication has a great potential for success and maximization of resources utilization. This would allow best practices to be disseminated over time.

The project has potential for sustainability as the capacity building component has included training of trainers targeting education authorities officers who will remain in the district; the members of the SC who are community members are committed to pursue the objectives of the SC even without the project, as the can see the benefit reflected in the education of their children. However, financial resources to support the activities still a challenge.

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GTO – Oppressed Theatre Group

Project Title Social Mobilization for Democracy, Development and Good Governance Location Maputo (Namaacha and Marracuene) and Gaza (Chibuto) Partnership Period 24 months (2008 -2010) Budget MZM 1.650.000,00 Mt

ABOUT THE PARTNER ORGANIZATION

GTO is a Cultural Association created in 2003. Its mission is to disseminate Alternative Communication Techniques in Mozambique as an effective instrument for promoting citizenship and civic education through presentation and debate of ideas around problems of community concern. GTO addresses themes of social interest such as HIV/AIDS, water and sanitation, children rights, gender and women, citizenship which, presented in entertaining and didactic way. The target groups are communities‟ members, including children, youth, adults (women and men) who are expected to spontaneously replicate the ideas generated during the process. In this particular partnership this is targeted to Community Theatre Groups linked to MS partners, District Platforms and School Councils.

ABOUT THE PROJECT

Project Objective Create mechanisms for integration and awareness for citizens participation in issues related to good governance, including training of theatre groups related to other MS partners, use of other communication means such as video and radio programmes for community radios to stimulate debate, reflections aiming to promote transparency.

Project activities and strategies Project activities include building the capacity of theatre groups in themes related to good governance and citizens‟ democratic participation. One of the strategies in this process is to conduct workshops with community theatre groups in alternative techniques of communication for social change. These groups must link with MS partners to ensure effective local implementation with assistance from the partner. Other strategies include creating spaces for debate of proposals formulated by the communities within relevant institutions (government institutions, municipalities, schools, school councils, consultative councils, etc) and production of audiovisual materials and disseminate using the partners‟ network.

Outputs/Outcomes  Introduction of Complaints and Suggestions Box at the municipality as result of lobbing through Bassane theatre group in Namaacha, in coordination with the local district platform;  Recognition of theatre as an effective way of raising issues of community interest and initiate debate with the stakeholders. Theatre exhibitions allowed local communities to raise issues concerning the mismanagement of the DDF in Namaacha and Chibuto, which were then brought to the knowledge of the President of the Republic during Preseidencias Abertas;  Improvement in conservation of the school books and reduction of corruption in free distribution as result of massive exhibitions carried out by theatre groups in the communities. As result of the massive impact of the play the administrator in Namaacha invited the Bassane Theatre group to accompany him in the visits to the community and make exhibitions;

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 Issues related to problematic assess to water in Namaacha and Chibuto rose through theatre exhibitions were brought up to LCs and DOs sessions. In the particular case of Namaacha the government was caught and included it in the planning for 2011;  Theatre exhibition caught the attention of the management of the hospital in Namaacha and a person who was reputed of inadequate behaviour was transferred,

The project has had however limited effect in promoting changes at policy level, as it acts at level of rights holders who in their turn are expected to engage with decision makers, leaders, government institutions to raise concerns about their rights.

ABOUT THE PARTNERSHIP

According to Alvim Cossa, GTO coordinator, the partnership was very helpful for GTO and contributed to the organizational growth - we were a small theatre group with only 12 people, when we started partnership with MS… and with MS support we were able to overcome the challenges of the growth – said Alvim Cossa,.

The capacity build element is one that is most valued by the organization, which also included support through allocation of a resident advisor. The advisors approach is definitely positive and we would encourage for the future – said Alvim Cossa. The support provided by the advisor contributed to increase self confidence – It contributed for as starting to look to our self with different eyes. The only problem is the excessive autonomy leading to act beyond organization’s policy. This experience suggested that in future adequate assessment of the advisors prior to be allocated to the organization is necessary.

Another element of the partnership valued by GTO is the continuous monitoring by MS programme staff and providing of adequate support whenever it was needed. It was also mentioned that the partnership was positive in promoting reflection meetings for the partners to share experience and raise issues affecting the implementation of activities; as well as allowing coordination, experience sharing and networking among them.

LESSONS LEARNT/GOOD PRACTICES

 Theatre as well as other innovative means of communicating has great potential for promoting social change; the reaction of some government institutions officers against some members of the theatre group are an indication that messages brought through theatre plays on some hot issues have reached the target;  One important lesson related to accountability to MS result from the fact that GTO adopted the strategy whereby prior to formal submission of the accounts and reports, approaches the MS accountant to ensure that every thing is ok, therefore reducing delays in disbursement of the following instalments;  The absence of a legislation that protect the denunciator is a threat for citizens who interested to engage in monitoring corruption;

The way forward/recommendations  When allocating technical assistance to partners, a clear assessment of the needs of the organization as well as the identification of adequate profile is necessary. This will avoid different expectation between the organization and the advisor and conflicts in the relationship;  Despite MS carry out regular monitoring to the partners, there is a need to extend monitoring visits to the beneficiaries to have sound understanding of the activities and outputs being delivered by the partners, to avoid the risk of wrong messages being released;

Comments from the evaluator

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The partnership had a great contribution to developing GTO‟s capacity in terms of organization growth, the particular area of governance as well as getting increasingly recognized as an actor for social change.

The partnership was overall positive. There is a consensus from both parts that this was a positive experience, which was influenced by healthy communication and availability of MS programme and administrative staff to provide support whenever required by GTO, as well as the openness of GTO to receive criticism.

Based on the results achieved so far and the degree of engagement of the organization with other MS partners and their beneficiaries, GTO has proven to be an important actor in the process of disseminating information, promoting debate for social change.

The strategy adopted in this project of training theatre groups composed by local people brings some foundations for sustainability of the results as it is oriented towards promoting knowledge and technique rather than moving people from their living places. Both knowledge and technique will remain in the communities even if the partnership ends.

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CCM Chibuto – Christian Council of Mozambique (Chibuto)

Project Title Strengthening Civil Society to influence local government improving the quality of services provided Location Gaza (Chibuto) Partnership 24 months (2008 – 2009) Period Budget MZM 941.000,00

ABOUT THE PARTNER ORGANIZATION CCM is a national religious humanitarian organization founded in 1948 and comprises of 24 Christian churches. CCM Chibuto is a branch of CCM in Gaza province, with an office located in Chibuto district, Gaza Province and is implementing projects on participatory governance, food security and HIV/AIDS in the districts of Massangena, Chigubo, Mabalane and Chibuto.

ABOUT THE PROJECT

Project Objectives The specific objective of project was to contribute to enhancing the active participation of communities in Chibuto District in the search for better solutions for the problems that delay or hinder their development.

Project Activities and Strategies The main activities funded under this project included: i) Capacity building of members of the coordination of the district platform on legal provisions such as LOLE, DDF, PARPA II, PEDD, PESOD; ii) Promotion of workshops at community level on concepts and role of civil society in the development of Chibuto district; iii) Civil Society capacity building on matters of planning, implementation, monitoring and project evaluation; and iv) Advocacy campaign at the level of government institutions to allow Civil Society members at the Consultative Councils to participate actively in decision making processes.

Outputs/Outcomes  Until 2009, the government took advantage of the ignorance of the community on LOLE and appointed CCs members without involving the community. CCM Chibuto through awareness rising on legislation, specifically LOLE made communities aware of their roles and responsibilities in electing their own CCs members. The community then demanded the government to stop appointing councils and communities are now electing CCs members and holding them accountable for representing their voices in taking decision on issues that affect them;  Under DDF, the government provides 7 Million MT to support community initiatives to reduce poverty. However before 2008, DDF was perceived by

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communities as monetary and material support to government officials and communities respectively. This is because the government officials always translate the monetary support to communities into material forms without any accountability to communities for the purchase of such materials. DDF was a centre of corruption among the district leaders. With support of CCM Chibuto, communities are aware of the fact the monetary rather than material nature of DDF support. Consequently, they:

o Challenged the government to widen support to communities and o Only accepting monetary and rejecting any materials supplied under DDF.

The government responded to the pressure from CS in 2009, by decentralizing the decisions about DDF allocation and requested the beneficiaries to open accounts in which the government transfers directly the money to avoid corruption by government officials in direct distributions of funds.

 The community are more informed about developing projects, planning, implementation and monitoring. This has increased their access to bank loans and deeper understanding of the interest charged by the banks. For the last two years 95% of communities who received bank loans supported by CCM Chibuto on project planning, implementation and monitoring have successfully and timely paid their interest rates without any difficulties.

ABOUT THE PARTNERSHIP CMM Chibuto entered into an agreement with MS Mozambique in 2008 to implement a two years project with a total budget of 941.000.00 MT.

According to CCM Chibuto representative, this has been a good and smooth partnership, witnessed by the fact that funds from MS have been transferred on time; the advisor placed in CCM Chibuto supported both the organization and the Chibuto platform to effectively implement the program activities; MS program staff quarterly monitored the implementation of the program and provided strategic recommendations to improve the implementation of the program; and CCM Chibuto and MS Mozambique have not experienced any conflict in the partnership. Meanwhile, CCM Chibuto in fulfilling the agreement have also integrated strategic recommendation from MS in improving their program and effectively sustained their reporting and financial integrity in the partnership.

CCM Chibuto has had a recommendable experience working with MS Mozambique in promoting active communities participation in development processes.

LESSONS LEARNT/GOOD PRACTICES  Having internalized a statement that was once said by a local government official, which stated, “you people must know that we obey command and

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without a command we don‟t act“, CCM realized that to challenge the government, it is essential to work towards changing the attitudes and practices of government officials through building a critical mass of citizens with sustained and persistent approach of engagement. Although government as an institution is essential, CCM Chibuto has learnt over the years that changes towards addressing the need of the poor are more visible when specific government officials in the position of decision making are targeted to advance a positive change;  Transforming gender inequality in Chibuto is more dynamic that often perceived even when women are in position of power. Unless the structural causes of gender inequalities are addressed, Chibuto will continue to experience high level of gender inequalities despite the fact that women are more than mean in the district.;  While the platforms present best alternative and space for people to engage with the state, people‟s active engagements can only become a reality if a democracy of empowered citizens, is achieved from local to provincial level;  Exchange visits of platforms and learning of best practices is an opportunity to strengthen the commitments of platform members and increase their performances in engaging the government to achieve positive changes in people‟s lives.

Comments of the Evaluator

CCM Chibuto is committed to their mission and visions as well as the partnership with MS Mozambique to enhance community participation in the decentralization processes. It become evident from the discussions with CCM Chibuto that the organization is more empowered institutionally and in their ability to implement programs - with the capacity building support MS provided.

The organization has a lot of opportunity to grow, improve working relations with MS and the platforms, and to effectively support communities to positively take part in development processes and hold government accountable for their actions in the decentralized processes. It strongly believes in the platform approach to working with communities.

However, there is need to closely monitor their support to the platforms including establishing the membership of the platforms. MS Mozambique continued support to CCM Chibuto should focus on supporting the organization to redefine the concept of Civil Society and strategic support to the platform in terms of its governance, widening space for civil society organizations, direct engagement of the people, and transparency and accountability of the platforms.

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ACUDES – Cultural Association for Sustainable Development

Project Title Program for Strengthening the Intervention Capacity of CSOs in Jangamo and Morrumbene districts Location Inhambane (Jangamo) Partnership 36 months (2008 – 2010) Period Budget MZM 1.308.700,00

ABOUT THE PARTNER ORGANIZATION ACUDES emerged in August 2003 as a group of young students activists, living in Inhambane Province, promoting debates on a variety of themes of interest to the youths and undertaking cultural and recreational activities. In 2004, ACUDES was legally registered. The vision of the organisation is to increase the awareness of communities, particularly the youths, in relation to human rights, moral education, local and national cultural values, ecology, sexuality and reproductive health, gender issues, STI/HIV/AIDS prevention, especially concerning HIV – positive. The Mission is to develop youth’s capacities and skills that promote a critical reflection and the active involvement in the problems and needs affecting the community and the youths in particular, with the objective of eradicating poverty while promoting sustainable development. The key areas of focus are decentralization and local governance, sustainable economic development, environment, natural resources, vocational capacities and skills, gender, HIV/AIDS and cultural exchange. In the implementation of this project, ACUDES collaborated with other organisations working in governance, such as the Human Rights League (LDH), the Provincial Organizations Forum in Inhambane (FOPROI) and GTZ. In order to facilitate this collaboration, ACUDES initiated contacts with these organisations aimed at discussing better forms of coordination with the purpose of creating synergies and avoiding a duplication of efforts.

ABOUT THE PROJECT Project Objectives The objectives of the partnership were based on three program areas of fighting corruption, accountability and civic empowerment:

i) Up to 2010, local governments in the districts of Jangamo and Morrumbene will start disseminating information on PES and PESOD and to ensure clear communication and functional channels for inputs from the Civil Society; ii) Up to 2010, Consultative Councils (CCS) in the districts of Jangamo and Morrumbene integrate members from CSOs objectively representing the interests of most needy or vulnerable groups (youths and women); iii) Up to 2012, the Civil Society in the 2 target districts will be monitoring transparency and demanding accountability from district governments in areas of high risk to corruption (education and health).

The project targeted members of district platforms, CBs (youth and women organisations and other vulnerable groups) and members of CCs.

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Project Activities and Strategies The planned activities (in summary) included  Mobilize local stakeholders (district platforms) for their participation and ownership of the decision making process at local level;  Conduct a situational diagnostic to determine the stage of local CSOs and Consultative Councils participation and based on the findings, draft and disseminate the capacity building program for the district platform and CSOs, on local governance, governance monitoring and evaluation processes;  Capacity building on the procedures for implementation of income generation projects, employment and food production at district level;  Consolidation and support to the operation of Civil Society platforms and Local Development Committees enabling and enhancing the capacity to influence strategic development plans and local budgets (PEDD, PES and PESOD) with the presentation of critical suggestions and innovative plans to the local government.

Outputs/Outcomes During the implementation period, numerous achievements have been realised and these include;

 Mobilisation of other CSOs at district level and strengthening their capacity to engage with on key development processes. It‟s vital to recognise that before ACUDES, the district platform existed but in isolation and without strong realisation and capacities to achieve their desired goals. Thus, ACUDES has played a significant role in mobilising and building cohesion of the district platform in Jangamo;  Lobbing local government in the district of Jangamo to open space for CS participation in district plans and budgets. Previously, members of district platforms were seen as members of the opposition and engagements with the provincial platform and district officials took place to develop a clear understanding of the mission of district platforms that are development driven and not political driven;  Building the capacity of district platforms and members of CCs about the operation of local governments and the need for participation in monitoring community projects;  Support to the existing school councils to understand their roles in promoting quality education;  Follow up and demanding the release of funds for the construction of a community road also took place. This involved a process of accessing information on the funds allocated to construct the road and the realisation that this was not being done. The district platform interfaced with the local government officials and the funds were released and the road constructed.

ABOUT THE PARTNERSHIP

There has been great and influential involvement of all parties in the design of the project document as well as agreeing on the partnership objectives between ACUDES and MS. This took into account each organisation‟s mission and expected outcomes.

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Quarterly support meetings have been carried out and these need to be enforced. For example, MS should be able to visit the partners‟ beneficiaries in the field when the programme staff goes on supervision missions. Meetings carried out in these missions have provided opportunity to discuss operational issues as well as maintaining focus on the program activities.

The need for mutual respect and dialogue with the partners was stated as an important element by ACUDES representatives. There is need to recognise that partners are different and have different internal systems and the aim should be to complement and not to change the partner organisations. This was mentioned in the light of existing donor – recipient relationship. In some instances, there has been change of reporting and accountability requirements that were new to the partners. According to the MS programme staff, these have a rose out of the recommendations from the audit exercise that has to be taken into account by the partner organisations.

ACUDES also expressed need for flexibility and consideration for the contextual issues. For instance, if the work plan has been agreed and the implementation results into some extra needs, MS should be able to consider such changes. This too applies to cases where the partners may not be able to acquire the three quotations as it is required by the financial procedures of the agreement.

The support from the MS advisor and Program Officers was described as a positive contribution in this partnership.

LESSONS LEARNT/GOOD PRACTICES

 Collective voices for CSO participation are key in lobbying and advocacy and opening up of space for CS participation by the government;  Issue based advocacy is critical. i.e. there is a need to focus on issue that has been identified as critical to the community; as seen with access to safe water and the construction of the road.

Way forward and recommendation  In promoting local democracy and strengthening the accountability systems, the role of civic participation should not be undermined and needs to be enhanced. While ACUDES works through the platform that are meant to represent the voices of the people, efforts for empowering citizens and creating space for their participation is paramount. This should be the focus for preceding programs borrowing from the HRBA principles;  Noticeable and effective representation of the district platforms on the consultative councils at all levels is evident. This represents an opportunity for ACUDES to push forward the agenda and influence government to cater for the needs of the people. Caution though needs to be taken to avoid manipulation and ensuring that CSOs represented on the platform play an oversight and watchdog role. This should be the desired state as the nature of CSOs revolves and progresses in Mozambique.

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Comments from the evaluator ACUDES is one of the partner organisations with resound base and grounding in terms of approach and reaching out to the target beneficiaries. The partner has built the cohesion of the existing Community Based Organisations and Associations in Jangamo district. Working through platforms is notably a common method of work that has been used by MS under the implementation of the Country Programme Strategy 2008-2012. According to ACUDES, this has provided opportunity for CSOs to have a collective voice in the process as well as influencing government to open up spaces for CSO participation. What remains unclear though is the extent to which the platforms represent the grass root organisation and the voices of the citizens. From the Jangamo district platform members‟ expressions, the platform existed before ACUDES work but they acknowledge that ACUDES has had significant impact towards capacity development and access to opportunities for engagement. The members expressed a great sense of ownership of the idea of the platform and committed to continue with the common cause with or without ACUDES. This is a key sustainability attitude that needs to be enforced. The platform is agitating to register as an independent entity and what this may lead to is uncertain as absence of requirements for an effective platform is evident among the members. While the partner is basically operating at district level, through networking and advocacy programs, ACUDES has been able to participate in meetings at provincial and national levels. A case in point is ACUDES‟ participation in Development Observatory meetings at provincial level (Observatory meetings are accountability mechanisms for the state/duty bearers to account to the citizens and they take place at district level).

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SCHOOL BOOKS CAMPAIGN

ABOUT THE PROJECT

The project is meant to contribute for the improvement of the access to books of free distribution to basic education students. The loss of the books in the distribution process was identified through a survey of perceptions carried out by MS Mozambique and partners in 2009 in Inhambane, Gaza and Maputo provinces. One of the findings of this survey was that in this process books are deviated and sold in the informal market. In 2010 an independent research confirmed some of the perceptions and identified the stages of the distribution process in which the books escape. As result, MS and its partners defined the strategy of creating a regional coalition to carry out a campaign for monitoring the distribution process and the subsequent processes (conservation and devolution). The campaign for duration of 15 days was based of the evidences generated through the independent research and was targeted to the provinces of Maputo, Gaza and Inhambane.

Project Objectives The overall objective of this intervention is to improve the access to books of free distribution for basic education students.

The specific objectives are:  To establish and strengthen the regional coalition of Civil Society Organizations working towards combating corruption in southern Mozambique;  Raise awareness of students, parents and care takers about their rights and duties in relation to free distribution of books, conservation and its devolution;  Ensure transparency on the procedures related to planning and distribution processes from the district up to the Ministry of Education. Project Activities and Strategy Main activities and strategies of the project included i) training of the coalition members on advocacy issues; ii) establishment of strategic partnership with relevant institutions; iii) awareness raising (road shows, theatre plays, radio programmes, etc.); iv) public debates with School Councils, teachers and school managers; v) monitoring the distribution of books through School Councils in the focus districts; among others.

Outputs/Outcomes The campaign succeeded in bringing a number of partner organizations to working together, instead of as usually working separately on the same themes. It brought on board the Ministry of Education as well as relevant provincial and district government entities that for the first time ever were in dialogue with civil society about issues surrounding corruption. The campaign also succeeded in raising awareness among school pupils, teachers and their parents in the target district, about the value of books, that school books are supposed to be distributed for free by the government, and that parents and pupils are responsible for maintaining the book in good standard, and return them by the end of the academic year. Furthermore the campaign improved and monitored the procedures and documentation in the system of distribution of schoolbook, thus limiting the room for corruption.

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The campaign failed to attract organizations that were not already partner organizations of MS. According to partner organizations and beneficiaries, the problem of black market school books was mainly relevant in Maputo Province (mainly the capital city), and only to a lesser degree relevant for Gaza and Inhambane. In Maputo Province it reduced, but did not eliminate the problem, as the platform in Naamacha could tell that books are still being sold in the local market. In the other two provinces, the focus of the campaign shifted to include making school pupils and their parents do more to preserve the books.

ABOUT THE PARTNERSHIP

The partners highlighted the effectiveness of the community theatre in raising awareness about the subject. Sociedade Aberta called it “better than trainings” for the purpose of disseminating information and building awareness. The cooperation between CSOs and government was successful thanks to the early inclusion of the Ministry of Education. The initial phase of the campaign seems to have been less than perfect, as the timing of the campaign was not following the opening of the academic year, as intended.

LESSONS LEARNT/GOOD PRACTICE

 The involvement of relevant government entities early in the planning phase of campaigns avoids misunderstandings and increases the impact;  The cooperation between several organizations in the same campaign is helpful and strengthens the civil society;  More care needs to be taken, to ensure that issues of campaigning are relevant to all areas and partners involved;  Community theatre is an effective way of awareness rising. However awareness rising does not necessarily lead to change of behavior. The way forward/Recommendations  More activities as cooperation between several organizations is recommended. Also inclusion of organizations that are not partners could contribute to such cooperation;  The negative experiences on planning, timing and relevance of this campaign should be avoided in the future;  A campaign including the monitoring activities from this activity could be repeated annually, in order to permanently reduce corruption in the education sector.

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Comments from the evaluator The partnership: This was the first time a multi-partner campaign was being tried, and the cooperation was a positive experience for all involved and increased impact. The partner organizations: The partner organizations selected were relevant for this campaign. It would have brought more dynamics if organizations outside the group of MS-partners had also participated. The approach: The preparations for the campaign were inadequate, as witnessed by the difficult start and the only partial relevance of the subject. The inclusive strategy towards government, the cooperation between several partners, and the community theatre for dissemination were the three key elements of the approach, and they were all successful. The outputs and outcomes: Instructing pupils and parents on preservation of school books is indeed important, but is not relevant to MS Mozambique‟s strategy. Yet it was a prominent feature of the implementation of the campaign, as witnessed by partners and beneficiaries in all three provinces. The remaining outputs are all of value to the MS strategy, and the fact that procedures for distribution of school books are now strengthened, means that the room for corruption has been reduced, which is a significant result.

Summative Evaluation of MS CPS (2008 – 2012) – ANNEXES – April 2011