Forum Syd

 

This is the report of Forum Syd   -   an agency of the Swedish
development agency SIDA     -   into DAPP / ADPP projects in
Zimbabwe and Angola, visited in 1999-2000

This report followed a brief visit to just four projects and Forum
Syd may have had limited access. Did Forum Syd ask the right
Questions?  Tvind Alert is evaluating the report.

 

 

 

Study

Of

DAPP in Zimbabwe

ADPP in Angola

and the projects:

Improved standards of living, Rushinga

HOPE HIV/AIDS prevention, Bindura

From Communal to Commercial Farmer

HIV/AIDS prevention, Benguela

 

 

Final report

March 2000

 

 

1. Executive summary 3

2. Introduction 9

2.1 Point of Departure 9

2.2 Scope and Focus of the Study 9

2.3 The Federation Humana People to People

and Relations to UFF, DAPP and ADPP 10

3. Development Aid from People to People - Zimbabwe 11

3.1 Background 11

3.2 Structure of DAPP 12

3.3 Democracy and Popular Foundations of DAPP 13

3.4 Ideology and Strategy 15

3.5 Co-operation with Government, Civil Society and Local Communities 16

3.6 Fundraising Projects 17

3.7 Development Projects 19

3.8 Funding, Assets and expenses 20

3.9 Prospects for Organisational and Financial Sustainability 20

3.10 Conclusion and Recommendations 20

4. HOPE - HIV/AIDS project 22

4.1 Context of the Project 22

4.2 Project Preparation and Planning 23

4.3 Project description 23

4.4 Strategy, Objectives and Expected Results 24

4.5 Management and Project Personnel 25

4.6 Relevance of Project in the Project Area 25

4.7 Co-operation and Net-working 26

4.8 Participation by the Target Group 27

4.9 Relevance and Validity of Chosen Project Activities 27

4.10 Gender 30

4.11 Achievements 30

4.12 Finances 31

4.13 Sustainability 31

4.14 Conclusion and Recommendations 32

5. Rushinga - Child Aid Project 33

5.1 Background 33

5.2 Context of the Project 33

5.3 Strategy and Objectives 34

5.4 Project Preparation and Planning 34

5.5 Organisation, Management and Personnel 35

5.6 Project description 36

5.7 Participation by the Target Group 37

5.8 Gender Issues 38

5.9 Relevance and Validity of Project Activities 39

5.10 Achievements 39

5.11 Sustainability 40

5.12 Problems and potentials 41

6. From Communal to Commercial Farmer 42

6.1 Background 42

6.2 The Communal to Commercial Farmer Programme 43

6.2.1 Selection Process 43

6.2.2 Organisational Structure 43

6.3 Training Programme 43

6.4 Programme Project Costs 45

6.5 Achievements 45

6.6 C to C Training in the Zimbabwe Context 45

6.6.1 Agricultural Training 45

6.6.2 C to C in Relation to the Land Reform 45

6.7 Resettlement Models 46

6.7.1 Government Model 46

6.7.2 Complementary Approaches 46

6.8 C to C as a Complementary Model Project 47

6.9 C to C Expansion Plans 47

6.10 Costs 47

6.11 Conclusion and Recommendations 47

Ajuda de desenvolvimento de Povo para Povo - Angola 48

7.1 Background - Origins of ADPP 48

7.2 Constitution and Organisational Structure 49

7.3 National Base and Democratic Functions 49

7.3.1 National base 51

7.3.2 Democratic functions 51

7.4 Activities 52

7.4.1 Development Projects 52

7.4.2 Commercial, Fundraising Projects 54

7.5 Funds and Financing 54

7.6 Co-operation and Net-working 55

7.7 Conclusion 55

8. HOPE - HIV/AIDS Prevention Project in Benguela 56

8.1 AIDS in Angola 56

8.2 ADPP in Benguela 57

8.3 Context of the Project 58

8.4 Project Planning, Strategy and Objectives 59

8.5 Organisation, Management and Personnel 59

8.6 Project Activities and Achievements 60

8.7 Relevance of Project Activities 61

8.8 Project Implementation and Performance 62

8.9 Budget and Funding 63

8.10 Co-operation, Net-working and Participation 63

8.11 Gender 63

8.12 Sustainability 63

8.13 Conclusion and Recommendations 64

9. References 65

 

 

 

 

Executive Summary

In 1998 and 1999 UFFiS (U-landshjlp frn Folk till Folk i Sverige) received Sida funding for two projects in Zimbabwe, one being a community development project in Rushinga, the other an HIV/AIDS project, called HOPE. UFFiS has subsequently applied for further funding of projects in Zimbabwe and Angola, in co-operation with

its sister organisations in these countries: Development Aid from People to People and Ajuda de Desenvolvimento de Povo para Povo.

All three of these organisations are members of the International Humana People to People Movement, an NGO registered in Denmark with its headquarters in Zimbabwe and with 26 national member organisations.

1.1 DAPP In Zimbabwe

Scandinavian UFF members in the 1980s set up the national organisations in Zimbabwe and Angola. For many years, and partly still, they have been led and dominated by these Scandinavians, with weak national leadership.

DAPP in Zimbabwe today has 46 members, which is a recent increase from about 30 members. Today about 2/3 of the members are Zimbabwean, or from the neighbouring countries. Up till at least 1996 Scandinavians were in a clear majority in DAPP. Today three out of four members on the board are Zimbabwean citizens.

DAPP mainly works in the north-eastern rural areas of Zimbabwe, through nine development projects. Formerly the funding of the projects was drawn from the sale of 2^nd hand clothes, donated by UFFiS and other UFF organisations in the north. Zimbabwean regulations cut off that business in the mid-90s. Meanwhile DAPP had bought three commercial farms. Investments in these, for the establishment of fruit orchards and tree plantations, started maturing and giving a profit towards the end of 1999.

DAPP is registered as a national welfare organisation and complies with Zimbabwean regulations. Neither on foreign membership, commercial activities or financial reporting does the overseeing authority have any complaints against DAPP.

Concerning membership, the slow process of nationalisation is explained by DAPP as a lack of national capacity and as a safe guard against being taken over by members not fully true to the Humana federation. These reasons are not fully convincing. In Zimbabwe there is no great lack of people with training and experience to manage and run an organisation and development projects.

The main reason for the foreign dominance in DAPP has rather been the felt need, by the international leaders, to control decision making in DAPP. Not until a national leadership has been raised and groomed through the training institutions of Humana has the federation felt itself able to trust nationals with leadership positions.

A problem with DAPPs close nit structure is the democratic control of its activities. The policy of DAPP is to, more or less, equal membership with employment at management level. All Zimbabwean members are employed by DAPP, while the Scandinavian members to a large extent live abroad. This means that DAPP lacks structures, which ensure accountability and transparency to a broader membership. With no distinction between professional staff and members there is no constituency which can hold the leadership accountable for its handling of DAPP affairs.

In spite of this DAPP today can be seen as a national NGO with a reasonably democratic structure. It is not unusual in many NGOs that they are small, tight nit and with a strong domination by people employed at management level. Even if the remaining strong international leaders in DAPP and the Humana federation still have a dominating position in DAPP, this should not disqualify DAPP from being regarded as a national, independent NGO.

The democratic and national character of DAPP is strengthened by the delegation of powers within the projects run by DAPP. Normally national project managers will be given wide responsibilities in the running of projects. Leadership attitudes are open and inclusive, giving employees possibilities to influence work.

Ideologically DAPP follows the leading principles of Humana. These are not easy to grasp, as they are a mix of humanistic phrases. But leading principles can be said to be to support poor people to improve their livelihoods through solidarity actions, to work locally and practically, to rely on ones own capacities and not to engage in wider social or political actions.

In practise this means that DAPP limits itself in various ways:

- In relation to the wider society DAPP does not engage in activities that challenges or criticises authorities. Rather to the contrary, it tries to co-operate closely with relevant authorities, complementing their responsibilities, still generally avoiding becoming a service organ, that only implements tasks that should and could be performed by the authorities.

DAPP refrains from political statements and will be reluctant to mobilise their target groups to challenge authorities.

DAPP is weak on socio-political analysis

Locally recruited and internally trained personnel will be strong on implementation, but weak on wider analysis, planning and evaluation

A results orientation will emphasise quantitative achievements at the expense of qualitative, long term effects

DAPP has avoided taking part in professional debate, research and net-working. This limits its capacity to engage in cross-fertilisation between practical experiences and analysis of development problems at a macro level. The learning-by-doing philosophy has positive traits, but becomes superficial and limits capacity to improve development initiatives if not taken to a higher analytical stage.

1.2 ADPP in Angola

There are various similarities between DAPP in Zimbabwe and ADPP in Angola, mainly origins and adherence to the Humana philosophy and leading role. But some distinct differences, compared to DAPP, needs to be pointed out.

ADPP is still dominated and run by Scandinavians. 20 out of 31 members are foreigners, mainly from Denmark and Sweden. All of these are residents in Angola, and most of them have lived at least ten years in the country.

The reluctance to admit Angolan members, or employ more as project managers, is based on the same logic as in Zimbabwe. And it is true that it will be more difficult to find well trained people in Angola, where war and a weak educational system limits their number. Still other NGOs show that this can be done. It can safely be said that the national character of ADPP is weakened by the felt need by the Humana federation and the Scandinavian leaders of ADPP to keep their control over the organisation.

ADPP runs a large number of development projects, mainly schools, and a large 2^nd hand clothing business. Through these 1 300 people get employment and 2 000 students a year get training.

In the national context ADPP is one of the strongest NGOs with one of the largest areas of work. As such it is a rather efficient implementor of development projects in a very difficult situation. In contrast to most international NGOs, who are engaged in humanitarian assistance, ADPP concentrates on development projects. In co-operation with various UN agencies it has shown that it can deliver results. It thus plays a positive and important role in a country devastated by war. ADPP also has a more open attitude towards co-operating and net-working with other NGOs or development actors than DAPP.

It is concluded that ADPP is an efficiently run, nationally registered NGO, highly appreciated by local and central authorities and able to deliver results under difficult circumstances. The lack of national democratic control over the association, and the overlap of members and employees, results in a lack of accountability and transparency to a broader membership. To some degree this is countered by the employment of many Angolans within the projects and an open and democratic management style, through which Angolan participation and influence is guaranteed.

Funders of ADPP projects need to take all these factors into regard. There is also a need to closely follow the cost-efficiency of ADPP projects, as the organisation has a tendency to accept very high costs in its educational institutions and in project management, while not establishing plans for the phasing out of funding and management.

1.3 HOPE, Zimbabwe

The HIV/AIDS project HOPE was initiated by DAPP in three districts in Mashonaland Central in late 1998. Sida funding with 1 280 000 SEK over two years started in mid-1999.

The main characteristics of the project is a counselling and testing centre (VCT) in the town of Bindura and a rural extension programme in the districts, potentially reaching a large group of rural people. Both the testing centre and the prevention and care outreach work is very relevant in the Zimbabwean context.

The project was set up as a model programme, developed by Humana on experiences from Zambia. It is welcomed by local authorities and also by the communities, with which DAPP has prior co-operation through other projects.

HOPE is only leaving its initial stage and it is too early to judge its achievements. It is felt that it needs to more critically analyse what components of the model programme are most pertinent to the local conditions and the capacities of DAPP. So far the outreach programme has only reached limited geographical areas with patchy results. In order to support communities to fight the epidemic and the effects of AIDS the local structures, to a high degree dependant on volunteer work, need to be further strengthened. The plan to rapidly expand the project area should be reconsidered in this context.

While the VCT clinic is an important component in the project, and a needed complement to similar centres run by other NGOs, HOPE should keep an emphasis on outreach work. This is an area of strength in DAPP while rural people often are forgotten, unattended to or difficult to reach by authorities or NGOs.

Co-operation with local authorities is already strong. But to strengthen the project HOPE needs to further increase its co-operation with other NGOs. DAPP is new in the field of HIV/AIDS work, while a large number of NGOs have several years of experience. Net-working with these should result in improved quality and increased efficiency.

Rushinga Child Aid project

The Rushinga Child Aid project is a community development programme, started in 1995 in the remoter parts of north eastern Zimbabwe. The objective is to raise the living standards of poor peasant families through interventions in areas of hygiene, health, child care, education, agriculture and other economic activities.

The participating 3 500 families are organised in family groups with their own chosen leaders. They receive training and support through a number of extension workers, recruited from the area. The material and financial inputs by the project are limited, and has mainly been subsidies to construct toilets, financing of small dams and the installation of solar panels in a number of schools.

The project has been able to introduce various improvements. According to local authorities school performance and health has improved. Many more children now go to pre schools. Hygiene has improved. The water situation has somewhat improved, but with limited resources the project has not been able to expand this area. With a low water table in many places there is a need for costly well drilling.

In the area of economic development the project has encouraged and supported the creation of income generating projects, mainly through womens groups. But the sustainability of these is questionable. In agricultural development DAPP seems to have a capacity to encourage some improvements, mainly through its parallel Farmers Club programme.

It is recommended that DAPP further strengthens efforts on economic development, especially in supporting agricultural improvements. The income generating projects should critically be analysed to find the most viable enterprises. In this work DAPP needs to further strengthen the capacities of its extension personnel and to increase co-operation with other NGOs active in the area of rural development. It is felt that DAPP would substantially benefit from exposure to other experiences.

The structure of the project has benefited community organising and participation. It was found that the project has strong support in the communities and has been able to strengthen the capacities of individuals and of community groups.

In 1995 DAPP started a training programme for peasant farmers, on the three farms belonging to the association. The programme objective was to train poor farmers in commercial small-scale agriculture, and to prepare them to run such enterprises as resettled farmers. As such the programme fits well into the land reform programme in Zimbabwe. The lack of, and need for, training of peasant farmers is great. A main future problem, if the land reform is carried through, will be that resettled farmers dont have the skills and resources to take advantage of their improved conditions.

In the C to C programme 85 families have, over a 5 year period, lived on the DAPP farms and received training. While paying a lease, to finance part of the programme, they have also been able to substantially increase their own assets. The programme has also strengthened the position of women, as a prerequisite is that all families are represented by both husband and wife.

It was found that the C to C programme responds to a great need in Zimbabwe, that it is poverty reduction oriented and that it is respected and supported by relevant authorities and agricultural associations.

Even though the project runs for 5 years (a change to a 3-year programme is planned) the cost/ family is acceptable, as the farmers contribute to costs and create their own assets through their production. In relation to estimated costs in the land reform programme, the costs of the programme, including the created assets of the farmers, compares well. It can thus be regarded sustainable in a national context, as the whole land reform is expected to be partly financed by international donors.

The challenge for DAPP is to co-operate with national and local authorities in such a way that the programme fits into the land reform programme, resulting in the trained farmers being able to move onto new land. Various obstacles will have to be crossed and the outcome also to a high degree depends on the political and economic development in the country.

DAPP is in the process of expanding the programme. At one of the existing farms it intends to establish a model training farm, including irrigation facilities. Meanwhile it is introducing an expanded project on a new farm. It is further planning to implement the training programme on other farms where peasants have been resettled, if funding is available.

With the exception of funding the purchase of land it is felt that the C to C programme is an efficient programme, in line with Swedish policy in Zimbabwe, and thus should be considered for funding.

HOPE in Benguela

In 1997 ADPP in Angola initiated the HOPE HIV/AIDS project in the coastal town of Benguela, where the association has various other projects running. With HOPE ADPP also decided to introduce HIV/AIDS work in all its projects.

While the HIV epidemic in Angola has not yet reached levels comparable with the neighbouring countries, the infection rate is expected to rapidly increase in coming years. The government has lately produced a strategic plan to fight the epidemic and given it high priority. Still, it can be concluded that government will depend on the dedicated work of NGOs and civil society, as well as foreign funding, to effectively fight the spread of HIV.

HOPE in Benguela is based on a Humana model programme. Like in Zimbabwe its main components are a centre/VCT clinic and outreach work, in the towns of Benguela and Lobito.

Large efforts and costs have been put into the centre and, with the support of a national foundation, the testing facilities will open in 2000, together with the treatment of STDs.

An outreach structure, with a few extension officers, has been established. Through this the project encourages the setting up of community volunteer structures that can carry on the informational/educational work. Important institutions in this work are the churches and the schools.

The work has had limited success to date. The main reason can probably be attributed the lack of awareness and concern among people. The epidemic has not reached alarming proportions, while people are suffering under a number of other problems. This indicates that the emphasis of the project needs to be on general information, education and awareness raising. This is also the opinion of health authorities.

It was thus found that HOPE has put too strong an emphasis, and financial resources, into the establishment of the centre/VCT clinic.

At the same time ADPP did not sufficiently analyse the situation, needs and resources before the start of the project. Through trial and error an important work has been initiated. But the effectiveness of the interventions could have been improved if the project beforehand had looked into the availability of informational material and analysed training needs. Additionally, the lack of condoms for distribution or subsidised sale, is a bottleneck in the project, and endangers impact. Other donors are studying this problem and improvements can be expected with time.

To become more effective HOPE needs to strengthen its analysis of the local situation and needs, to find, adapt and produce relevant informational material and to further strengthen its outreach programme, especially towards youth and high risk groups. With an emphasis on raising awareness the project could play an important part in the struggle to avoid the rapid spread of the epidemic. The possible funding of the project will also need to take into consideration the organisational characteristics of DAPP.

 

 

 

2. Introduction

2.1 Point of departure

Since the early 1980s the Swedish NGO "U-landshjlp frn folk till folk" (UFF) has been supporting development activities in Zimbabwe, Angola and other countries in Africa. Funding of projects has come through the 2^nd hand clothing enterprise that UFF has developed in Sweden.

This enterprise in 1998 received donations of 7 545 tons of clothes. The sale of clothes (15% are sold in 16 2^nd hand stores in Sweden and 20% to East European traders) that year resulted in a 6.6 million SEK profit. With additional incomes minus expenses UFF in 1998 was able to donate 7.6 million SEK to projects in Zimbabwe, India, South Africa, Mozambique and Angola.

In addition to this UFF donated close to 4 000 tons of clothes to its sister organisations in six African countries. The sale of these clothes finances a large part of the development projects runs by these organisations.

In Zimbabwe UFF co-operates with the organisation Development Aid from people to People (DAPP) and in Angola with Ajuda de Desenvolvimento de Povo para Povo (ADPP). These organisations, as well as UFF, are members of the International Humana People to People Movement, formally established in 1996. The federation has 26 national People to People member organisations.

In 1998 UFF applied for Sida support, through Forum Syd, for the project Rushinga Child Aid. Sida approved the funding of the project with SEK 548 000 for a 2-year period. In 1999 UFF applied for funding of an HIV/AIDS project HOPE in Zimbabwe. Sida decided to make available SEK 1 230 000 for the project.

Following these approvals UFF has approached Forum Syd with applications for funding of three other projects: two projects connected with its peasant farmer training programme in Zimbabwe the Communal to Commercial farmer programme and one HIV/AIDS prevention programme in Angola.

Being the first UFF-projects funded by Sida, Forum Syd decided, on a recommendation from Sida/ Department for Co-operation with Non-governmental Organisations and Humanitarian Assistance, to carry out a study of UFF:s local partners and the Sida-funded projects in Zimbabwe before further applications would be dealt with.

2.2 Scope and Focus of the study

The main task of the study, which was performed over three weeks in January, February 2000, was to certify if the local partners in the projects are national organisations with a democratic structure and genuine support in the target groups, and to study if the projects are progressing towards achieving their objectives and that these are in harmony with Swedish development co-operation goals.

The study was aimed at assessing the UFF sister organisations, in regards to their national constituency, democratic structure and development work and to review the funded and proposed projects in regards to relevance, validity, achievements, participation by the target groups, effects and sustainability and make suitable recommendations.

The study was performed by Per-Ulf Nilsson. During a two-week visit to Zimbabwe and one week in Angola the project areas were visited. Extensive talks were held with project personnel at various levels, project activities were visited and members of the target groups met. Also a number of related institutions and government officials at local and central level were visited. Representatives of other NGOs, active in the same fields of work, were interviewed.

The depth of the study was mainly limited by time and a lack of documentation of the projects, the project areas and socio-economic conditions of target groups. The study was greatly facilitated by the many arrangements, and the tight but efficient time schedule, organised by DAPP and ADPP, to which the consultant is grateful. The views of this report are the views of the consultant and do not necessarily correspond to the views of UFF, DAPP, ADPP or Forum Syd.

2.3 The Federation Humana People to People and relations to UFF, DAPP and ADPP

The scope of this study did not include any investigation of the Federation or detailed information about the relation between the different member organisations and the Federation. As the Federation plays a key role in decisions on programme development, expansion of activities, division of resources and decisions on programme direction in individual countries, some information is still pertinent.

The Federation for Associations connected to the International Humana People to People Movement is an umbrella organisation for UFF and sister organisations, in total 26. It was established in its present form in 1996. It is registered as a Danish NGO, but has, since 1998, its headquarters on a farm in Shamva, Zimbabwe.

The headquarters is an impressive centre, with elegant architecture, containing ample space for the 15-18 people on the staff, as well as for visiting project managers and board members from the sister organisations. According to the Federation the cost of construction was kept down through a considerable amount of volunteer work and is cheaper to run than a corresponding office in Europe.

All professionals on the staff are Europeans. The HQ is also the centre for the board, which is elected every three years at the annual general assembly, to which the member organisations each send 2-3 delegates. At present there are eight members of the board, all Europeans. The chair person is from Sweden.

The Federation co-operates with member organisations in the planning and development of programmes. As most development programmes within the Humana federation are based on model programmes, it is the Federation that develops the programme concepts, based on field experiences. The Federation also gives services regarding legal issues, fund raising, auditing and accounting, and sets up systems that each organisation applies.

The Federation plays a key role in the overall planning of how resources within the federation should be distributed and thus also in decisions on the level and direction of development projects in the individual countries.

The headquarters is also a focal point for inter-change of ideas and experiences between the sister organisations. Various workshops and seminars are held between i.e. project managers within the education sector or board members from different countries.

The Federation is sustained through annual contributions from member organisations. In 1998 UFF in Sweden contributed about SEK 100 000 to the construction of the headquarters, while DAPP in Zimbabwe donated the farm, on which it is situated. ADPP in Angola in 1998 paid a service fee to the Federation of 448 000 US$ and contributed 227 000 US$ to the construction. Member organisations also pay a fee to a Development fund held by the federation. In 1998 UFF contributed SEK 720 000 to the fund.

 

3. Development Aid from People to People Zimbabwe

3.1 Background

DAPP started working in Zimbabwe immediately after independence in 1980. UFF Denmark and Sweden had by then already been working in refugee camps in Mozambique, supporting the liberation struggle. Clothes and other supplies were distributed and the liberation movement sent groups of people from the refugee camps for training at Tvind schools in Denmark.

At independence the new government asked for UFF support to the reconstruction and development of Zimbabwe. The first project was the Chindunduma school in the northeastern part of the country. DAPP and a large number of solidarity workers from UFF, in co-operation with returning refugees and the local people built the school. SIDA, Danida, Norad and UFF itself funded the construction.

In 1980 UFF founded and registered DAPP (Development Aid from People to People), one of the first NGOs in the country. In the ensuing years UFF/DAPP constructed 15 schools and clinics in the rural areas. The structures were funded by bilateral donors and were part of the new governments programme to expand health and school services to the poor black majority in the rural areas.

During several years a large number of solidarity workers, mainly young students without professional training, participated in these constructions together with the local communities. In the initial stages enthusiasm was often stronger than construction skills, resulting in some technical problems.

But as a whole UFF/DAPP contributed to the development of the infra structure in remote areas, mainly in Mashonaland Central. Apart from the physical achievements UFF/DAPP also made a strong contribution to racial reconciliation, by working side by side with the people and sharing their living conditions. The government of Zimbabwe still recognises this contribution with gratitude.

The work of DAPP in Zimbabwe has over the years, step by step, been developed on the basis of these experiences. The organisation has mainly concentrated its activities to Mashonaland Central, Mashonaland East, Mashonaland West and Manicaland, where the initial projects were carried out. New projects have been born out of the first ones and out of the identified local needs. The philosophy has been to work locally, with the communities, and to rely on the capacities of the organisation and the local communities. Funding has to a very high degree come from UFF organisations in Scandinavia and from the proceeds from clothes sales in Zimbabwe.

3.2 Structure of DAPP

DAPP was registered in Zimbabwe under the Welfare Organisations Act as Development Aid from People to People (Zimbabwe Branch), number w/o 22/80 in 1980. The stated objects of the organisation is "to render development aid to people and popular movements in the developing countries and take part in developing projects in these countries and (2) to publicise the activities of the organisation and give information on problems of development in general."

As a welfare organisation DAPP is exempt from certain taxes and duties. It is required to annually submit audited statements and reports of activities to the Director of Social Welfare at the Ministry of Public Service, Labour and Social Welfare.

Concerning the structure of the organisation it is only required to adhere to general rules concerning membership, election of board, activity and financial reports etc.

DAPP has fully complied with these requirements and has acted to the satisfaction of the Ministry. Reports by the organisation have a high quality, in particular the audited financial report, which is done by KPMG Chartered Accountants, affiliated to KPMG International.

The Ministry does not have any objections to the number of foreign members in an organisation. The desire is only that the board consists of a majority of Zimbabwean citizens, and that the organisation, when employing people, should give preference to employing nationals.

On the commercial activities of the organisation, the Ministry appreciates DAPPs high degree of self-financing, as this makes it more sustainable and independent of insecure donor funding.

DAPP today has 46 members. This is a recent increase. Over a number of years the membership has substantially lower. In 1992 the membership was 15, all non-Zimbabweans. In 1996 the number of members were 32 and in early 1999 35. To the mid-90s DAPP was clearly run and dominated by Scandinavians. For a number of years DAPP has been a Zimbabwean organisation only by registration, as it was run by a large number of Scandinavian project leaders and dominated by short time solidarity workers, reaching 100-150 at a time.

Still in 1996 the majority of members were non-zimbabwean, with 20 Europeans and 12 Zimbabweans, or members from other countries in the region. Since then DAPP has made efforts to increase the number of national members. At the moment it states that out of the 46 present members 23 are Zimbabwean, six come from neighbouring countries, while 17 are Scandinavians.

A person can become a member through a decision by the executive committee. There is no room for decisions on membership through a general meeting. The constitution of DAPP does not include any clause on on what conditions a member can be expelled, except for not having paid membership fee in time.

The only meeting of the organisation is the Annual General Meeting. At the AGM the Executive Committees report on activities and the audited accounts are presented and tabled for approval, together with any other questions raised. Election of new EC members is held every three years.

The executive committee is elected for three years and can, according to the constitution, have between 3 and 15 members. At present it consists of four people, of which three are Zimbabwean citizens, while one is Swedish. The Swedish member is also chair person of the Humana federation. One of the Zimbabweans is a former Danish citizen, who has worked with DAPP in the country for 20 years. He is chairman of the executive committee and also principal at the Frontline Institute the Humana leadership training centre, established in Zimbabwe in 1991. The chairman is also member of the federations international board of directors, and in charge of the farms that DAPP owns.

The EC runs the business of the organisation and can take any decision when at least three members are present or have agreed on decision being made through telephone conference or written ballot. Board meetings are held bi-monthly.

Extra ordinary meetings can be called when two EC members or 25 ordinary members have submitted a written request to the chairman. The association can be dissolved at a general meeting if of attending members decide to do so. In case of dissolution the EC is empowered to decide on how assets are used, in accordance with the objectives of the association.

DAPP comprises a national office, situated at the Frontline Institute training facility on one of the farms owned by DAPP, nine development projects and three commercial projects.

The national office, with a staff of five, undertakes daily management of DAPP. The main tasks are financial management and reporting, salaries and allowances, co-ordination of project activities, long term planning, relations with co-operating partners (donors), and contacts with the Federation headquarters.

The running of the projects themselves is decentralised, with responsibility put on the project managers. Financial reporting is done monthly and budget revisions are done at project management meetings quarterly or bi-annually.

For a full understanding of DAPPs structure the position of and influence by the various projects on the formal organisational structure has to be understood (see 3.3).

3.3 Democracy and Popular foundation of DAPP

As indicated above DAPP is an organisation with few members, of which a majority until lately have been foreigners. The policy of DAPP is not to look at the citizenship of its members. As part of an international federation and an internationalist movement, citizenship is regarded as of no importance.

The recent "nationalisation" of DAPP is explained as a maturation process, where the leadership is handing over responsibilities (and membership) to nationals as people with leadership qualities are being "raised" through the organisation.

DAPP is of the opinion that the goals of the organisation are best met through a small organisation, where most members also have management positions in the projects. The reluctance to admit members is explained as the danger that a more open membership can result in the organisation being taken over by people or groups with differing interests. This would jeopardise the development goals of the organisation and its membership in the federation. Moreover, the fact that DAPP has considerable assets increases this risk substantially.

The question is if DAPP still can be regarded as an independent organisation that runs its affairs in a democratic process.

Formally DAPP is fully independent and its affiliation with the Federation is freely chosen and could be changed through a simple majority decision. This would of course result in the immediate loss of financial contributions and administrative services etc. But having a financial base of its own (at least when the farms it owns start producing) DAPP has better qualifications to become economically independent of outside funding sources (be it UFF or any other donor) than most NGOs in Zimbabwe.

While the leadership of DAPP formerly could be said to have been to a large extent foreign based and directed by people within UFF organisations in the North, rather than by Zimbabwean nationals in DAPP, this at least in part has changed.

But the fact that DAPP keeps on around 15 non-active Scandinavian members indicates that the leadership wants to safeguard the close adherence to the Humana federation and its development policies. It is difficult to understand it in any other way, as the DAPP leadership declares, as a principle that what is important is that the members are employed within DAPP projects and have a management position.

As of now 2/3 of the members are employed in leading positions in DAPP projects. All Zimbabwean members are employed by DAPP, while most of the international members are employed in Federation affiliated organisations in other countries.

This situation means that DAPP, in the formal sense, lacks structures, which ensure accountability and transparency to a broader membership. As there is no distinction between the professional staff and the members there is no constituency which can hold the leadership accountable for its handling of DAPP affairs.

"It is not the members that are important, but the people in the projects. They are part of the work and part of the decisions made", is the stated opinion of the chairman of the DAPP board. Rather than seeing the overlap members/managers as a problem DAPP, as well as UFFiS, views this as a strength, as it insures dedicated members with good knowledge about project activities.

Looking at the democratic structures and management routines within the projects there certainly seems to be a rather high level of participation and discussion. Through the activities of the association a large number of people will be able to influence the work.

At the project level plans are discussed among staff and decisions on activities to be performed taken in concert. Project managers and key employees have monthly planning meetings and employees regard the management as flexible and attentive. In this respect it could be said that DAPP has established a democratic process within the projects and encouraged active, democratic participation by employees and within communities.

The project manager has a high degree of independence in relation to the board in the running of the project. Project managers within a geographic area or a sector meet regularly and there are also regular meetings between project managers and the board. Consultations with project managers are made before important decisions are taken by the board.

An important feature in DAPP is that it not only picks its members and project managers from among its employees, but that it also grooms these employees within the movement. Often an employee in DAPP has started out as a non-paid volunteer or in a lower position or has been trained at one of the schools. People with dedication and capacity are then promoted step by step through the organisation. Training is given within the Federation, at its vocational schools, teacher training colleges, the Frontline Institute and at co-operating schools in Denmark, Norway, England or USA. In this way DAPP can be guaranteed that employees in responsible positions are fully dedicated to the cause of the organisation and the Federation.

3.4 Ideology and strategy

The ideology of DAPP is a self-defined "humanism". According to the constitution of the association the objectives are to support poor people and popular movements against oppression and to create a better life for the poor. The constitution also stresses democratic, political, social and economic rights.

Today the leading principles of DAPP are derived from the Charter of the Humana federation, rather than from its own constitution, which objectives are regarded as out-dated, as they refer to the struggle against apartheid.

The strategy of Humana/DAPP is economic self-reliance on the basis of commercial, fundraising activities in all countries with affiliated organisations. This is not a policy that excludes other funding through partnerships.

The basis for the business ventures is the trade in 2^nd hand clothes, where Humana is one of the bigger players in southern Africa as well as in Scandinavia, with a multi-million dollar turn over. In addition to the clothes business, the Humana member organisations venture into various business activities that are commercially viable. Generally these businesses are created in the process of development work where needs and opportunities for commercial activities are found, e.g. carpentries, metal work shops, construction companies, bakerys, even commercial farms. These businesses are also seen as development projects as they train people and develop the local economy. They also support the development projects in a direct way by creating training and job opportunities. The companies are also contracted to produce goods and services for the development projects.

The strategy of self-reliance does not exclude financing partners. On the contrary UFFiS, DAPP and other Humana associations in later years have expanded their efforts to join in partnerships with other funding agents.

In its development work DAPP/Humana has a multi-sectoral approach, with an emphasis on education/training and rural development. Typical of DAPP is to concentrate its work in certain geographic areas where various projects will feed into each other. Generally DAPP will stay a very long time in a certain area and continue projects over a number of years. Institutions will be run and owned by DAPP, under agreements with government.

DAPP always seeks close co-operation both with central and local authorities, as well as with the communities in which they work. While independently choosing areas of work, DAPP will seek agreements with relevant authorities and look for government co-funding if possible. Government personnel, i.e. in schools, health institutions and agricultural extension, will be engaged in the projects when suitable.

By staying over a number of years in a certain area DAPP also develops a rather close co-operation with local communities. DAPP projects are generally developed on the basis of practical experiences. In co-operation with the Federation model programmes for community development, vocational training, teachers training, HIV/AIDS etc are developed. These models are introduced in the project area and then adapted to the local conditions in co-operation with the communities.

Characteristic of DAPP and other Humana affiliated associations is that projects are kept under the control of the organisation and not handed over to government.

 

 

3.5 Co-operation with government, civil society and local communities

As is reported in the chapter on the Hope and Rushinga projects DAPP keeps close and good contacts with government structures. The policy is to refrain from any political statements or to criticise the politics of the government, even when it is directly related to the areas of work. Rather than being supportive of government, or the ruling party, DAPP argues that there is nothing to gain from criticising policies. Instead it tries to work constructively at the local level in supporting efforts by communities to improve their lives. Whenever possible it seeks co-operation with local government.

While this policy in the short and concrete terms probably ensures a smoother implementation of activities, it also signifies certain limitations. DAPP does not involve itself in any civic education of a political nature. In its community development projects community action is encouraged, but stays shy of raising demands of rights and services.

It is well known that DAPP, and its sister organisations in e.g. Mozambique and Angola, keep very good relations with the respective governments and even the ruling parties. This is partly a natural consequence of having co-operated with the political leaders of today, in earlier times of struggle. But it is also a strategy, in order to smooth the way for the organisation through government bureaucracies.

While this certainly puts some limitations on the kind of work that DAPP can engage in, it is not the impression that DAPP is politically allied with the ruling party. There is no indication that DAPP in its work promotes the ruling party, or i.e. would accept that party members were favoured in project activities.

 

The a-political nature of DAPP/Humana is a logical consequence of its development philosophy. While the UFF organisations in an earlier period had a socialist political leaning, the "humanist" philosophy of today instead stresses that poor people can change their lives by engaging in their own personal and economic development.

Not only doesnt DAPP and Humana take any political stand (other than a very general stand in support of the poor in the South, against racism etc), it doesnt either formulate any development analysis, which puts its development activities in a wider socio-economic and political context.

At the project level there is a striking lack of analysis, be it in the planning, implementation, monitoring or post-project state. The learning by doing philosophy has some positive traits, but if the learning isnt taken to a higher analytical stage; it becomes superficial and limits capacity to improve development initiatives.

The impression is that DAPP/Humana is short of analytical capacity. There is an evident lack of analysis at all stages of any project cycle planning, implementation, monitoring and evaluation. This certainly limits its capacity to engage in a cross-fertilisation between practical experience of development work and analysis of development problems at a macro level, including experiences made by other development actors.

This weakness is strengthened by DAPPs, hitherto, avoidance of networking with other NGOs, research institutions and civil society. The long-standing dominance by Scandinavian UFF leaders, the grooming of local capacity through the organisation and an attitude of self-reliance, also concerning development policy and experience, has kept DAPP in a self-chosen isolation.

It is not surprising then that DAPP, in spite of being one of the most consistent and long-lasting NGOs in the country, is rather unknown among other NGOs or civil associations. One reason is that DAPP keeps its head office in the rural areas. But the main reason seems to be a felt self-sufficiency and an avoidance of becoming "corrupted" by outside influence. This limits the possibility for the DAPP projects to introduce experiences from similar NGO-projects and thus avoid mistakes and strengthen the quality of inputs.

The DAPP leadership today shows a more open attitude towards increasing its net-working. The Federation headquarter has been opened up for various outside conferences and work shops, and within the HIV/AIDS and Communal farmer programmes a certain amount of net-working has been initiated. This development is commendable. Not only for DAPP to expose itself to other views and experiences, but also for DAPP to share its own experiences.

Through its project activities DAPP is well founded in its operational areas, which is discussed further below. DAPP employs 250 people, yearly trains 420 people at its educational institutions, and reaches 20 000 families through the community projects.

3.6 Fundraising projects

DAPP projects can be divided into commercial/fundraising projects and social/development projects. These are all seen as projects supporting development, while the former also will create resources for the work of the association.

The mainstay of DAPP in Zimbabwe up to the early 1990s was the sale of 2^nd hand clothes. Before 1984 the sale of clothes in the northern countries financed the activities in the south. In 1984 the organisation started to sell clothes in Zimbabwe. There were very large unmet needs in the country as peoples buying power was increasing, while the national textile industry, which had been protected from outside competition, was both unable and unwilling to rapidly expand its production to cater for the needs of the population.

2^nd hand clothing from Europe both had a high quality and very competitive prices. The business rapidly picked up and by the end of the 80s DAPP was making large profits, in 1992 approximately eight million SEK. A number of outlet stores were opened up in the main cities and towns; at most there were 16 stores.

During the first years DAPP was in a unique position, as it was allowed duty free import and sales, while high duties kept competitors out. In 1991 government introduced an economic structural adjustment programme, which included the lowering of a number of customs duties. Other 2^nd hand clothing traders started importing. But DAPP was firmly established as the main company in the sector, especially in the rural areas, as a policy had been to direct sales towards the most needy.

At this time about 600 tons of 2^nd hand clothing was imported a year, quite a large part illegally. DAPPs part of this amounted to 318 tons in 1992. At the same time the national textile industry produced 10 000 tons, out of which approximately half was exported.

At this time, 1992-93, the national industry raised complaints against the 2^nd hand import, as it was seen to hurt national industry. Government acknowledged this threat and had by 1995 introduced high custom duties on imports. DAPP was because of this forced to radically cut down its imports and by 1995 the organisation got its last import permit, to import 250 tons.

Step by step DAPP closed its outlet stores and by 1998 there was only one store left, which is now also closed.

By that time DAPP had started to try collection of used clothes in Zimbabwe itself. A few DAPP containers were set up in more affluent shopping centres in Harare. But by 1999 the organisation concluded that this effort was not giving much profit. The few clothes that are collected are now directed to the Hope project in Bindura, where clothes are sold to contribute to the project.

DAPP has not given up hope that the import and sale of 2^nd hand clothing could be resuscitated. For several years this has been discussed with government, using the excellent relations DAPP has with various top politicians. DAPP argues that the need for clothing among the poor is so great that the local industry will not be able to respond to it. DAPP therefore would like to get the right for restricted imports for sale only in rural areas.

In anticipation of the restrictions on clothes sales, DAPP early on started planning for a diversification in commercial activities. In 1990 and 1991 it thus purchased three commercial farms in the heartland of its operational area in Mashonaland Central. The farms were purchased out of profits from the clothes sales.

The three farms are in part being developed as commercial ventures, and in part used for the development programme "From Communal farmer to Commercial farmer" (Chapter 6). Investments have been made in the establishment of fruit orchards (orange, mango and lichi), as well as plantations of eucalyptus trees.

One of the farms was in 1998 donated to the Humana federation. The international head quarter was established on the farm and that year inaugurated by the president, Mr Mugabe.

During the 90s large investments were made into the farms and profits were only started to be made in 1998-99. By 1999 the turnover was still only 3 million Z$ (appr. 650 000 SEK). But the prospect that the farms in the future can give substantial profits, are seen to be good as the plantations now start to produce. While only 65 tons of fruit was harvested in 1999, this figure will triple in 2000. In a few years time DAPP estimates a harvest of 1 500 tons of fruit for export.

The production of eucalyptus poles is now in full swing and has a ready internal market.

The strategy seems to be to possibly buy another few farms, both for the CtoC programme and for commercial activities. The expansion of commercial agricultural activities might then come into conflict with the governments land reform programme. In 1997 the DAPP farms were listed for compulsory acquisition by the state. They were later de-listed as they were seen to be run to finance social projects.

Over the years DAPP has established a few other smaller commercial ventures. Early on small scale production of building material, shoes, bread etc was started around the first DAPP training institution, the Ponesai Vanhu school. Most of these businesses turned out to be non-profitable, especially after the introduction of the economic reform programme 1991.

 

DAPP Commercial projects, 1998

Year of beginning

Number of workers

Number of trainees

Number of beneficiaries

Commercial farming orchards

1990

106

4

Commercial farming poles

1990

45

Clothes Collection & sale

1986

3.7 Development projects

DAPP Development projects, 1998

Number of employees

Number of trainees/year

Frontline Institute

1991

14

270

Ponesai Vanhu Techn. College

1981

22

112

School for street children

1994

6

40

Rushinga Child Aid

1994

22

20 000 +

Ponesai Vanhu Child Aid

1994

7

10 000 +

Kukwanisa Child Aid

1993

20

20 000 +

Kukwanisa Model farm

1993

26

112

Farmers Club

1994

10

8 000 families

Communal to Commercial

1995

10

170

HOPE HIV/AIDS

1998

16

700

25 000

In the early 1980s DAPP built a technical college in Ponesai Vanhu to train young people in practical skills. The college for many years was the centre for DAPP Zimbabwe. Around the school various small income generating businesses were started. In the Communal area around DAPP started outreach activities. At the college more than 2 500 students have received training.

In 1993 the construction of the Frontline Institute was finished. The Institute is the training centre of the Humana People to People Federation in the South. Each year 150 200 people from Humana Federation projects in the South are sent to the school for 6 12 months comprehensive training in project management. The DAPP national office moved here in 1996 from Ponesai Vanhu.

In 1994 DAPP started a school for street children at the technical centre in Ponesai Vanhu. In co-operation with the Ministry of social welfare 40 street children are taken in every two years for academic and practical training.

DAPPs main line of development work is rural development. The model programme for Child Aid, which now is run in several others countries, was developed in Zimbabwe. It is an integrated rural development programme, which over a period of 5-6 years intends to improve the living standard of peasant farmers and start processes of change in the communities.

In addition to this DAPP runs a Farmers Club programme where participating farmers, mainly women, receive extension services. The goal is to assist farmers to enter into cash crop production, to raise income and living standards.

As can be noted DAPP for a number of years had a more limited development practise, while it developed its clothes sales business. With the establishment of the commercial farms, DAPP entered into agricultural and community development at a larger scale.

3.8 Funding, assets and expenses

The Consolidated Financial Statement of DAPP in 1998 (annex 4) shows that the organisation that year had an income of 1 321 068 US$. The turnover of its commercial activities was 81 164, but operating expenses higher, resulting in a loss of 43 291 US$.

The main income of DAPP is school fees, from Frontline Institute and Ponesai Vanhu, amounting to slightly more than 700 000 US$ or 52% of total income. Donations from UFF in Sweden covered about 25% of income, at about 500 000 US$.

Total expenses, mainly project activities, ended at slightly more than one million US$.

The assets of DAPP are mainly the farms and the schools. These were in early 1998 valued at close to 800 000 US$. Due to devaluation the official value at the end of the year was only one third of this. Still the values of the farms are clearly closer to the first figure, with an even higher market value.

3.9 Prospects for organisational and financial sustainability

The Humana federation and its member organisations have a strategy of creating commercial, fundraising activities, mainly a worldwide 2^nd hand clothes business, that can sustain the movement and its development projects. In this they have succeeded. The organisations see themselves as part of a movement, depending on each other, with no intention of becoming independent or self-sufficient, neither economically nor ideologically.

It can thus be established that DAPP is to a high degree dependant on the Humana federation, this being a raison dtre of the association.

Financially DAPP always has been very dependent of Humana organisations in the north, earlier through the clothes business, today mainly through donations from UFF in Sweden, but also through school fees paid by other Humana organisations for students at Frontline Institute.

Still DAPP has the qualifications of becoming more and more financially sustainable, as the production on its farms picks up.

As such the organisation also has a structure, and human capacity, to survive as a development NGO in Zimbabwe. It has weak sides, a lack of highly trained professionals and of analytical capacity, but also strong sides, particularly a capacity to work with rural communities, a dedicated staff, discipline and an efficient structure.

 

 

3.10 Conclusion and recommendations

DAPP in Zimbabwe has been present in Zimbabwe for 20 years. It has developed from a solidarity movement without much of an organisational structure, to a firmly established organisation with a number of commercial activities and development projects.

DAPP has until very recently been dominated by Scandinavian project leaders and board/association members. The stated reason has been that it takes time to develop strong, competent local leadership, another reason being that the organisation has needed to protect itself from "take over". It is the impression that a reason also has been the desire to keep DAPP firmly in the folds of the Humana federation. To ensure this DAPP/Humana has a policy of only admitting as members, people that are employed by the organisation or within the Federation. These professionals are groomed through the institutions of the federation. Recruitment of members or professionals from outside is avoided, regardless if highly trained and experienced personnel are to be found in Zimbabwe.

The effect of such a policy has been, apart from the domination by non-Zimbabweans, the formation of a highly dedicated project leadership; managers that are capable to take on responsibilities, willing to work long hours under simple conditions and generally with salaries that are more modest than in many other NGOs. This policy has also strengthened the rural base of DAPP.

On the other hand this also means that project managers have low academic skills. This is also a consequence of the Humana philosophy of self-reliance and "learning-by-doing". DAPP does not emphasise academic training, analysis, and development experiences outside the movement or participation in the ongoing professional debates.

As a result DAPPs strong sides can be said to be a capacity to implement activities at the local level and a well established and rather close co-operation with local communities. Moreover, DAPP has a philosophy of staying over a long period of time in the project area. This in certain ways strengthens sustainability, as project implementation is not left in isolation. But sustainability also is dependent on how effective interventions are and on if the organisation knows when to move on.

On the week side DAPP is short of analytical capacity and has been unwilling to learn from other experiences, introduce research findings etc. There is reason to believe that the quality of development activities could be enhanced through a more open attitude towards other actors in the field of development.

DAPP as an association fulfils the national requirements on a non-profit welfare organisation. Its financial reporting is in good order. The association is run through democratic processes and its project management shows a high degree of openness and flexibility towards employees, as well as towards target groups.

DAPP today has a majority of Zimbabwean members. Most of the Scandinavian members are inactive and living abroad. It can thus be regarded as a democratic, national NGO. Still, there is no doubt that the remaining Scandinavian leadership and the international Humana federation, with its head quarter situated in Zimbabwe, keeps a strong hold over the running of DAPP affairs.

The fact that most DAPP members also are employed in management positions in DAPP projects is a matter of concern. This means that DAPP lacks structures, which ensure accountability and transparency to a broader membership. As there is no distinction between the professional staff and the members there is no constituency which can hold the leadership accountable for its handling of DAPP affairs.

As of yet it is not felt that DAPP has reached full organisational independence and sustainability, but that the process within the organisation is moving towards this.

During most of the 90s DAPP has also been highly dependent on financial support from Humana sister organisations in the north. This has been a period of investments into the commercial farms, as the income from clothes sales dwindled.

In the future DAPP will be able to establish a higher degree of financial independence and sustainability, as investments start to pay off. This should result in a capacity to fund a considerable part of its development projects through its own means, something very unusual in Zimbabwe or most other countries.

All in all it is considered that DAPP in Zimbabwe is a national organisation, albeit with very strong ties to the Humana federation, that should not be excluded from Swedish governmental NGO support on the basis of its organisational characteristics.

 

 

4. HOPE HIV/AIDS project

4.1 Context of the project

Zimbabwe is one of the worst affected countries in the world by the HIV/AIDS epidemic. Estimates are that about 25% of the sexually active population are HIV+. The HIV/AIDS epidemic is thus the most urgent humanitarian, economic and social problem the country faces. The official death rate in AIDS related diseases is around 1700 a week. But considering the infection rate and the large number of un-reported deaths it is probable that the number of deaths every week is closer to 2000-4000.

Life expectancy is rapidly falling, from a level of 61 years to an estimated 33 years in 2010. The number of orphans (children who have lost their mother or both parents) is estimated to be around one million.

The effects of the epidemic have up to now mainly been felt at the personal level, resulting in grief and increased poverty. In a country with an abundance of labour the economic effects have been slower in coming. But in the last few years alarm bells have been sounded in various sectors of society.

On the commercial farms, farm labourers have been dying in large numbers. Within the peasant farming systems it is reported that production is rapidly falling as labour power in the families is lost. The private sector is now feeling the pinch, as a number of people at professional and management level are lost every year.

The civil service is now starting to see the effects of the epidemic, as more and more civil servants disappear. This is viewed to have very serious consequences within the health delivery system, the educational system etc. The health system is already seriously threatened by the epidemic occupying 27% of the budget and 25-50% of the hospital beds.

The national response to the epidemic has been slow. After a few years of denial in the 1980s government admitted the existence and danger of HIV/AIDS. With support from various donors a National AIDS Co-ordination Programme (NACP) was launched. Since then a number of information campaigns, school educational programmes and media reporting has achieved a general awareness of HIV/AIDS, ways of infection and means of protection. In this work a number of NGOs have played an important role.

Government has not been able or willing to give the fight against AIDS highest priority. NACP has not been given the necessary financial and human resources to lead the fight against the epidemic. Instead a number of NGOs have, with donor funding, initiated project activities in a number of areas and locations.

 

While awareness about the disease is considered to be almost universal in Zimbabwe this, until now, has not resulted in any clear change of risk behaviour. The rapid spread of the disease can be attributed certain socio-economic and cultural conditions: a high degree of migration work, where the men move into cities for wage labour and have developed a culture of multiple sexual relations; low female socio-economic status resulting in inability of women to negotiate sex; increased poverty resulting in increased prostitution, and a high degree of sexually transmitted diseases.

1999 might have been the turning year. Individual concern then changed into collective concern and a more open discussion on the need for responsible action and behavioural change. Village, communities, local district councils, government ministries, business leaders etc, in 1999 came out with calls for concerted actions. Government also decided to introduce a new tax, a 3% AIDS levy, to raise funds to combat the disease and its effects.

The Minister of Health in early 2000 reported dramatic drops in the number of infections registered, even if these results are not yet confirmed.

4.2 Project preparation and planning

The Humana federation has developed a number of programme areas, based on experiences in various countries, mainly in southern Africa. For each programme area a model programme is developed, detailing the structure of the programme and its main content.

The work in the area of HIV/AIDS was first introduced by DAPP in Zambia in the mid-nineties. On the basis of this a model programme HOPE - was developed. In 1998 DAPP in Zimbabwe decided to take on such a programme, mainly within its area of operations through other programmes. The decision was taken, based on an understanding of the needs in the operational area and expressed desires by the target group.

An initial project document was drawn up in 1998, and consultations were held with local authorities. An application for funding was prepared by DAPP and submitted to Sida, through UFF Sweden. UFF Sweden was never involved in the actual planning of the project, only in the adaptation of the project proposal to Forum Syd requirements. The existing project documents are the application to Forum Syd and a presentation of the HOPE model, in the form of headlines, describing the various activities.

Even if no elaborate pre-project analysis was made, it can still be said that DAPP in introducing the project in its "home" area of operations had a good understanding of the local conditions and needs at the start up of the project.

The reliance on the model programme is very evident in the set up of the programme and has so far in certain ways hampered an adaptation to the local circumstances and a concentration of activities to areas of strength and stronger needs.

4.3 Project description

The HOPE model programme consists of five main areas, with a number of sub-activities:

1. Contact and training services a centre for information and contacts and for training of volunteers, peer educators, community leaders, healt personnel etc

2. Health services a clinic for voluntary counselling and testing and support to HIV+ living groups and individuals.

3. Outreach programme including school and work place programmes, information campaigns, home based care programmes, an orphan support programme and the establishment of HOPE clubs.

4. Operational research, involving nutritional therapy and impact surveys

5. Opinion forming activities at national level

The project started in late 1998 and was established during 1999. Sida funding of the project started in mid-99, and enabled the project to build up its structure.

The project area is the three districts of Shamva, Bindura and Rushinga in the province of Mashonaland Central. The target group is appr. 47 000 households living in the Communal lands and on commercial farms as well as urban people in and around Bindura and mine workers in the area.

A contact, counselling and testing centre was established in a centrally located, rented building in Bindura, the provincial capital. Satellite stations were established in three growth points (trading villages where district administrations generally are located), Nyava, Frontline Institute and Chakonda. At the end of 1999 one station was established in Chimanda, in Rushinga district. These centres are located in the rural communal farming areas, apart from the station at the Frontline Institute, which is situated in a commercial farming area. A fifth station, in Musiwa, is planned for 2000.

With the stations as a base extension workers develop information, training and organising activities in the local areas. Community leaders and local authorities are contacted and co-operation established. The schools in the areas are visited to identify orphan children and to conduct information activities. At the village level traditional and other leaders are contacted for an establishment of co-operation.

The Bindura VCT centre, which was opened for testing in January 2000, is the centre of activities. From the clinic co-operation with local authorities and civil society is established and training of volunteers, peer educators and counsellors is carried out. With the opening of the VCT it is expected that a large part of project resources will be dedicated to testing and counselling activities.

4.4 Strategy, objectives and expected results

The strategy of the project is to establish a network of volunteers and extension workers in the chosen rural areas. The stations should be focal points for HIV/AIDS activities in the areas and encourage the local administration to take on the challenge to fight the disease. The stations will also be informational focal points and be outlets for an increased distribution of condoms. The extension work aims at supporting community actions open discussions and information that results in behavioural change and protective measures as well as direct support to HIV/AIDS victims.

The Bindura centre has the same objectives at a higher level and in the urban area. In addition it gives anybody the possibility to find out his/her status.

The broad objective of the project is to increase knowledge about HIV/AIDS among all people in the districts. This should result in as many as possible finding out their status through testing. HIV+ people should receive counselling and support.

In this process the project intends to give counselling and support to HIV/AIDS victims and their families and communities, to encourage the establishment of income generating projects in support of the victims and to collect data on the effects of the epidemic on agriculture and living conditions in Shamva district.

 

4.5 Management and project personnel

The project is run by a project manager, with 20 years experience of working in DAPP. The project manager is also member of the DAPP executive board. Eight extension officers are in charge of the smaller centres or are stationed at the Bindura centre. Two counsellors run the VCT clinic in co-operation with a doctor, who will be contracted part time in co-operation with the district hospital. A similar arrangement is planned for a lab technician.

In the plans for 2000 the project envisages the employment of another eight extension officers to cover larger rural areas.

The manager has total responsibility for the running of the project according to plans and budget. DAPP supervision is done through regular meetings with the board and the project management group. Consultations are made with similar HOPE programmes in other countries. UFF Sweden is informed about the development of the project through quarterly reports and through occasional visits to the project.

 

 

4.6 Relevance of project in the project area

The study of the project in the Shamva/Bindura area has shown that relevant authorities Provincial Medical Director, hospital authorities, health ministry personnel, representatives of various other ministries, local government etc, all acknowledge that government resources are insufficient as a response to the HIV/AIDS threat.

The hospitals cannot cope with the demands from AIDS victims, who will be discharged for home-based care after initial treatment. Meanwhile the health system has not been able to set up any such home-based care system. The care for the sick will fully fall under the responsibility of the individual family and the local community. The extension services of the health system are seriously lacking. Health personnel rarely reach the villages, except during certain campaigns, e.g. immunisation drives. Even basic information campaigns have not fully covered the rural areas. Condoms are available but the distribution system needs to be developed and availability improved.

This situation is statistically confirmed by rising numbers of malaria, TB, AIDS related diseases, as well as rising general morbidity and infant and maternal mortality.

Various interviews with local representatives from different government authorities Ministries of National Affairs, Health, Lands, Education, Social welfare showed that the capacity and resources of government at the local level are seriously lacking. The authorities have seen their personnel being down-sized and budget allocations cut. To a high degree local authority personnel at the district level seem to be stranded in their offices without possibility to really interact and work with the communities. This most probably often also has resulted in a degree of apathy when salaries are meagre, transport is lacking and funds for activities are small or non-existent the motivation among civil service staff suffers.

A large number of NGOs have over the last few years been created in response to the HIV/AIDS situation. While a number of NGOs have initiated work in the rural areas, in co-operation with local authorities and communities, most work is concentrated in the urban areas, where most NGOs are also based. In the whole of Mashonaland Centre province with a million inhabitants only a handful of NGOs are active on the HIV/AIDS issue. In the areas visited only the commercial farm programmes of CFU (Commercial Farmers Union) and FOST (Farm Orphan Support Trust), a work place programme with ZAPSO ( Zimbabe Aids Prevention Services Organisation)) and the organisation People Living with AIDS were identified. Condom distribution through the MoH with support from PSI (Population Services International) also reaches the province. But for an effective promotion and distribution the condom programme needs the support of NGOs.

With the general HIV/AIDS situation in Zimbabwe in mind and the local constraints and needs verified there is a clear relevance of a broad HIV/AIDS programme in the project area.

4.7 Co-operation and net-working

 

The study of the project demonstrated that the HOPE project has been established through co-operation and networking with local authorities and parts of civil society. Across the board it is considered to be an important addition to the local efforts to combat the epidemic.

In Bindura the project was established through contacts with health authorities. An invitation to an opinion forming meeting was made, in which representatives from various churches, the local university, local government, the private sector and community leaders participated in the first ever open discussion of the HIV/AIDS problem with such wide representation. The meeting resulted in the formation of an advisory board to the HOPE project.

Various testimonies indicated that HOPE has filled a gap and has established itself as a co-ordination function in relation to local authorities. This is also the case in the few rural wards (districts are divided into wards with appr. 6000 inhabitants) where HOPE has established its work. Here local authorities see HOPE as a co-ordinator and facilitator of HIV/AIDS efforts.

Through the co-operation with churches HOPE has been able to open up a channel to institutions that have an important role in informational and counselling work.

A co-operation with the chaplain at the local university has resulted in a qualitative development of counselling training. Modern methods are combined with an understanding of traditional systems of counselling. As a symbol of this the VCT clinic has been named the Mbuya-Sekuru clinic (in respect of the traditional counselling roles of the grandmother and the grandfather).

HOPE has also developed certain co-operation with NGOs, like Population Services International, the Red Cross, the Farm Orphans Support Trust and the National Aids Coordination Programme.

Co-operation with the local private sector was started, with the additional intention of receiving material support to the project. A very limited support has been achieved so far. A few work place peer educators were trained. The private sectors interest in the HIV/AIDS work is still limited, and will probably not increase substantially until companies are hurt economically by the epidemic. This can be seen in the surrounding mine companies. These have larger work forces and have experienced negative effects, which are making them more interested in preventive efforts.

4.8 Participation by target group

DAPP has several years of experience of working with peasant communities, involving itself with small-scale activities. These activities are based on the forming of various kinds of groups that are run by the "beneficiaries" themselves, e.g. Farmers Clubs, family groups etc. These groups are supported and given training by volunteers and extension officers, most of who come from the same local area.

The Hope project is based on similar principles.

At the local level DAPP initially contacted traditional and district leaders headmen (traditional leaders over a small number of villages), government ward coordinators at the same level, district council members, village health workers as well as representatives from each village. Open meetings were held in various villages. Through these contacts and meetings, village representatives for the project were suggested. These were invited to training course and offered to continue working with the project on a voluntary basis. Slightly above 50 of these, mainly in the Nyava ward, have continued to actively work in co-operation with the local Hope extension officer.

Schools in the area were contacted and encouraged to organise support activities for orphan children.

The level of participation by the target groups in the operational area thus can be regarded as satisfactory. This study has not been able to investigate the degree of active participation by the peasant villagers themselves. But the impression is that villagers reached have been able to interact with the project personnel and that a continuous communication is at hand through extension workers and village volunteers, at least in the two wards where the programme has been most developed.

It has to be noted that DAPP has been working in the same area since 1994 with Farmers clubs. It thus had a prior knowledge of the area and was well known in many communities. Through this work the aspect of HIV/AIDS was raised by the communities themselves and the project can be seen as a response to this expressed need.

4.9 Relevance and validity of chosen project activities

An HIV/AIDS project can respond to different needs and concentrate its efforts to certain areas of intervention. The Hope project takes a holistic view and tries to intervene on a general level to have a certain impact in all areas. It is true that in the rural setting a multi-sectoral approach is needed. It has to build on the needs and priorities expressed by the villagers themselves and have the support of village heads and local authorities.

Thus it would be difficult for a project to concentrate its efforts on informational campaigns or condom distribution without trying to support the communities to respond to the effects of the disease and the care of the victims.

On the basis of experiences from similar Hope programmes in other countries, mainly Zambia, the Humana People to People Federation has developed a model programme for HIV/AIDS interventions. (4.3)

Such an approach, working from a blueprint for action, has the risk of imposing solutions and activities that are not always the priorities of the target group, or fully relevant to the particular situation.

Rather than presenting an established model any project should analyse the local situation, present the different areas of possible intervention and adapt them to the local needs. It is felt that this partly has been done in the consultation process, but that Hope was introduced and still mainly plans on the basis of the adopted model programme.

This programme covers most area, even national level campaigns. With the limited resources of DAPP and the Hope project it is not probable that the high set goals can be achieved. Rather, there is a clear risk that the interventions will be diluted to such an extent that the impact will be weak and local participation and efforts lost.

Hope has not produced any analysis of the situation in the project areas, of community responses and priorities or of level or timing of various interventions. The approach is rather to do something of everything and make the impact that is possible with the personnel and the resources that are at hand.

The Hope strategy to work in all-important areas and to mobilise the communities and local authorities in the fight against HIV/AIDS is well intentioned and necessary. Its success depends on the capacity of the project to get a momentum going in the areas of operation, as the project resources will hardly be enough to cover the needs and get strong and sustainable activities going.

Hope clearly expresses that its resources are limited and that the project does not intend to supply much of material resources. The material support to HBC, orphans or other areas is limited. The idea is to encourage communities and authorities to develop their own capacities and use available resources.

Already the reported results from the 1999 operations are well below set targets and indicates that intentions are greater than capacity. There are fewer clubs started, few clients reached, a very limited number of income generating projects run by the volunteers, a limited number of trained volunteers, clear limitations of Hope capacity to materially support the activities, to strengthen clubs and schools that are part of the programme etc.

At the same time Hope intends to expand its area of operations in a rather rapid way. The total area of operations is vast, being defined as three districts, with a population of several hundred thousand people. In 2000 Hope plans to set up several new extension stations and carry through campaigns that would take the project into a much larger geographical area. At the same time Hope is entering the first year of VCT work at the Bindura centre.

It is true that the expansion of the operational area is supported by the fact that DAPP already works in these areas through other programmes. Adding HIV/AIDS to these activities should be possible on a general level. It is also good that activities will be concentrated to limited areas within the districts, to set examples.

But there is a risk that Hope is stretching itself too thin. Already in the present operational area most activities are limited. There is a certain risk that the project will not be able to establish the critical mass that is needed to establish a sustained set of activities involving communities and local authorities, schools, clubs etc which need direction, training and supplementary support from Hope.

It is recommended that Hope during the establishment phase, i.e. through 2000, analyses the various interventions and adapts its project to the local conditions, resulting in a concentration of the project to a more limited number of activities. The geographical expansion plan should also be revisited and adjusted to an area that can effectively be reached and supported during a period of a few years.

As DAPPs strength lies in community work this should continue to be a priority area, especially as peasant communities still are largely starved of any initiatives. Under this initiative Hope can further strengthen and expand campaigns for behavioural change, training of village volunteers, HBC and orphan support. Furthermore, the community initiative would strengthen school programmes, the formation of youth clubs and intensified local awareness campaigns.

By establishing the Bindura VCT clinic Hope has chosen to concentrate its main efforts into pre- and post-counselling and testing.

The clinic is established at a pertinent time. The first VCT clinics in Zimbabwe were opened only in late 1998, and still in early 2000 only 7-8 clinics exist in the country. After years of denial and reluctance, it has been concluded, that there is a great demand for VCT clinics in Zimbabwe. The Bindura clinic is the only one in the province and the pressure on its services might become greater than planned for. It is already the view of NACP that the human resources that Hope has at the clinic shortly will be inadequate, as people will come for counselling services.

Hope will thus probably have to put increased resources into the clinic. It should be possible to attract donor funding and government resources for this.

The clinic should concentrate its efforts to testing and counselling and establishing itself as a provincial HIV/AIDS centre. Other health issues should be referred to co-operating clinics/hospitals.

Another area where Hope should limit its efforts is concerning national level campaigning. Again, DAPPs strength is in local participation, and DAPP has very little experience of national campaigning. Further it is new to the area of HIV/AIDS in Zimbabwe. Various other organisations have more experience and skill in informational work, net-working and national campaigning. DAPP itself is known as an organisation that has avoided net-working with development institutions outside government. It would hardly be an optimal use of skills for DAPP to go into such work.

With the limited resources it would also be advisable that HOPE, instead of expanding its work on the commercial farms, supported the work being done on these farms by FOST and CFUs unit against AIDS.

The Hope programme is visionary, but should be strengthened through co-operation with other organisations to reach the high set goals.

Increased pressured could be put on the health authorities to increase its support, in view of the 3% AIDS tax that government introduced in 2000, which should substantially increase state resources.

Concerning school programmes and orphan support a division of responsibilities could be reached with other institutions, i.e churches and NGOs.

There are a number of NGOs in Zimbabwe with more experience and expertise than DAPP concerning HIV/AIDS work, e.g. counselling, educational work, income generating projects etc. So far HOPE has lacked in net-working with these NGOs and feeding on their experiences.

 

4.10 Gender

As is well documented HIV/AIDS affects women in a more negative way than men. Women are victims of HIV in a more direct sense than men, as they have few possibilities to negotiate sex with their husbands. In the village it is normally the men that have introduced HIV, having attracted it in urban areas or at the local bar.

The disease also increases Womens workload. They are the caregivers to the sick and they are responsible for food production.

Womens position is thus worsened by HIV/AIDS and will be improved by a project combating the disease at different levels.

In the project both men and women have taken part in the consultations. Even if men, in traditional and government power structures, mostly hold leading positions women have clearly had an influence on community decisions to take on some action. It is true that women continue to bear the burden of related work, but the project actively has opened up a discussion at the community level on gender issues, where womens concerns about HIV/AIDS are also discussed.

Most volunteers active are women, who thus increase their workload. But their voice has at the same time been strengthened through the project.

In a gender perspective it would be good if Hope increased its efforts to get men active as peer educators and volunteers. These could in a more effective way influence behavioural change among men, which is at the heart of the problem.

4.11 Achievements

In 1999 HOPE was still in a phase of establishing its structures and the project centre. The measureable achievements are limited. One main accomplishment was the centre itself. It was put up through united DAPP efforts, with considerable volunteer support. It has been established as an attractive centre for HIV/AIDS work in Bindura and the province.

The achievements reached through the extension work are difficult to measure statistically. Qualitative analyses will need to be made to determine the effects on community responses and behavioural change.

The statistical report on achievements is not very impressive. 182 community volunteers were trained and another 415 people received some training on HIV/AIDS. In one of the operational areas a large number of pupils were reached through informational talks. There was very limited distribution of condoms through the community centres.

A few clubs, either at school or in communities were established, but the activities in the clubs seem to have been limited.

The community volunteers gave home based care support to a small number of AIDS victims. The number of small projects to raise food or income through e.g. nutritional gardens or poultries was limited. Analysis is lacking concerning what kind of income generating activities are viable in the area. An expansion of support to agricultural development through DAPP Farmers Clubs is probably more effective in the long term, if the negative effects of HIV/AIDS on poverty should be combated.

All in all the measured achievements are limited, indicating that the outreach work needs to be further strengthened. The project has so far mainly been effective in only two wards.

 

4.12. Finances

The total budget for HOPE during 1999 was 3.4 million Z$ (SEK 750 000). The Sida contribution covered about 1/3 of this. The main other contributions were from the Federation and UFF in Sweden.

The financial reporting for 1999 was not yet finalised at the time of the study. The financial report on the Sida contribution shows a use of funds in accordance with budget and plans. Sida has been the main funder of the Bindura centre.

The financial reporting is done in accordance with DAPPs established system. Monthly budget allocations are reported against verified costs and followed up but at the project and the DAPP centre level. Books are in good order.

The main cost is salaries, in 2000 amounting to appr. one third of all costs. The salary levels at HOPE are rather modest. At lower levels volunteers are used or small allowances paid out. DAPP salaries are paid based on a government salary scale for Zimbabwean personnel. In 1999 these salaries were clearly below the salary level in most national NGOs. Salary costs will probably rise substantially in 2000 as government salaries have been raised around 100%.

The project manager receives a salary of around SEK 10 000 a month, which can be presumed to be the market rate for an experienced NGO manager. This is still around 50% of the minimum salary that DAPP pays its international project managers.

The budget for 2000 amounts to around 6.5 million Z$. Approximately 27% of this is covered by the Sida grant, the main other sponsor being Oak foundation, a Swiss NGO. The Federation funds about 15% of the budget, mainly through the funding of the 6-8 foreign solidarity workers that will be attached to the project. PSI/NACP will also fund certain activities.

The funding of the project is still rather shaky and it can be presumed that the Federation will need to expand its funding. HOPE has not been able yet to attract any other main donor and is only budgeting for limited contributions from a number of donors/private sector.

On the expense side it can be concluded that administration costs are kept low, while the running of the Bindura centre and its VCT services will take a substantial part of the budget. Funding will come from Oak Foundation and PSI/NACP. The worrying effect of this is that various outreach activities get limited budgets, which will hamper community work.

 

 

 

4.13 Sustainability

An HIV/AIDS programme cannot be sustainable in the sense that outside contributions of resources, material and human, would not be needed. The sustainability of this programme depends on Hopes capacity to co-operate with health and other authorities on the one hand and to create sustainable initiatives at the local level on the other hand.

The constructive co-operation with NACP and MoH locally, and the fact that the VCT clinic and other initiatives are in line with official government policies, indicates that the project could become sustained under relevant authorities, if these authorities get the material and human resources needed. At this time this is clearly not the case, as the Zimbabwe economy is going from bad to worse, the state services are declining and the political situation is unclear. The sustainability thus depends on government policies and actions. The introduced AIDS levy should in principle increase government capacity, if the levy is used to its intended purposes. But in the medium term government will certainly need donor funding and NGO programmes to combat HIV/AIDS.

At the local level Hope has started to encourage initiatives of various kind. The sustainability of these is obviously not yet reached. But the kind of initiatives introduced, have a potential of becoming sustainable, as they are based on local initiatives and volunteers. The work needs to be further established in order for the communities, including schools, to shoulder this responsibility with limited extension and material support. The communities need to be empowered in such a way that they organise themselves for common action and put pressure on relevant authorities to receive the services they are entitled to.

It is too early in the project to establish if this sustainability will be reached. In line with what has been said above Hope needs to analyse this matter closely before expanding its area of operations too much.

As DAPP is known to stay over a number of years in project areas, the organisation is well fitted to take on this work.

 

4.14 Conclusion and recommendations

The HOPE project responds to a strong need in Zimbabwe, where HIV/AIDS is maybe the main developmental, social and economic problem. For many years to come Zimbabwe will need the efforts of NGOs to combat the epidemic and its effects.

The HOPE project also responds to a need in the project area. Few NGOs are implementing HIV/AIDS projects in Mashonaland Central, particularly in the rural areas. The government capacity to effectively respond to the challenge is very limited. The project has been welcomed both by local authorities and by communities. The fact that DAPP has worked in the area for several years through community and agricultural development projects makes it well fit to expand into HIV/AIDS work in the same communities.

The project is only leaving its establishment phase and it is still too early to conclude how effective the project is or will be.

The project contains two main components a centre and VCT clinic in Bindura, and outreach work in some wards in the districts of Bindura, Shamva and Rushinga. The clinic opened in early 2000 and it can be expected that there will be a growing demand for its services. The clinic also has the qualifications to become a centre for HIV/AIDS work in the province.

In its outreach work the project covers various areas with the main intention of supporting local initiatives concerning prevention, behavioural change, community response and care.

The quality and effectiveness of the project could possibly be improved through some adjustments during the first phase.

The project is based on a model programme prepared within the Humana federation. In the course of events HOPE Zimbabwe will need to critically analyse what components of the model are most pertinent to the local conditions and the capacities of the project. At this time there is a lack of analysis and analytical skill within the project. This could be strengthened through an increased networking with other organisations and projects involved in the HIV/AIDS work. Research and best practices should be taken in to increase quality and avoid mistakes.

Increased net-working should also result in a certain division of responsibilities, where other donors and NGO actors can come in and take on areas of work, be it condom distribution, HBC training, educational programmes or orphan support. Thus HOPE can improve quality and increase effectiveness in chosen areas of concentration. This could also open the way for additional medium term funding, as the funding of the project today is not secured.

The outreach community work needs to be strengthened further. It is somewhat worrying that the project intends to expand its activities to a much larger area. Even if DAPP already is present in these areas through other projects, there is a risk for a dilution of project activities that endangers impact. If pilot work in some wards is developed further a local model for action can be established and replicated.

 

 

 

 

 

 

 

 

 

5. Rushinga Child Aid project

5.1. Background

Rural poverty in Zimbabwe is wide spread. The government assessment in 1995 concluded that poverty in Zimbabwe reached 61%, while 84% of households in the Communal areas were poor. Rural poverty is closely linked to the colonial heritage, as the black farming communities were relegated to less fertile land with erratic and insufficient rain fall. These Communal areas today house about 7.5 million people, far above the carrying capacity in many areas, as environmental degradation increases.

The majority of peasant farmers in the CA:s are subsistence farmers on low productive land. Only 10-20% of these farmers are better off and are able to invest in and expand production. Most households do not have the financial resources or skills to develop out of a situation of subsistence livelihoods. Productivity is low as families are not able to invest in fertilisers, equipment and other inputs. Extension services have deteriorated.

Government made important investments in rural development during the 1980s. Small scale agriculture was supported, health clinics and schools were built. The capacity to sustain these efforts deteriorated in the 1990s.

Household livelihood strategies are built around subsistence farming and wage labour mainly through male family members working away from home, in the urban areas.

As Zimbabwe is a highly dualistic society economic development in the modern sector has very little positive effect in remote rural areas. Local production of basic commodities is less developed than in many other countries.

This situation, coupled with a less than dynamic political situation in the rural areas, where only the ruling party is visible and in full control of state functions, has also strengthened a dependency syndrome. There is a lack of participation by the poor in social and political affairs. People are expected, and expect, to wait for development through development projects, be it government or donor projects. Development work in the rural areas thus needs to empower people to take charge of their own development, in the process of funding specific projects.

5.2. Context of the project

The Rushinga Child Aid project is an integrated rural development programme situated in Rushinga district in the northeastern part of Zimbabwe. The project area is very remote and one of the 26 poorest districts in the country. During the liberation war people in the area were negatively affected by warfare. Infra structure was destroyed and people forced to live in "protected villages". In subsequent years the Renamo guerilla movement in neighbouring Mozambique, which made raids into the district, also affected the area.

The agricultural zones vary within the district, but mainly falls within Region IV, with low and erratic rain fall patterns and poor soils. The population is estimated at 95 000, in 10 wards. Most of the district is Communal Area and the large majority of the population is communal farmers.

 

 

 

5.3. Strategy and objectives

The objective of the project is to encourage poor peasant households to improve their livelihoods. This is achieved through informational, training and organisational activities and through direct support and co-funding of small development projects. The strategy is to co-operate with local authorities in improving public services and to enable groups of people to initiate development activities with the support of extension facilitators, recruited from the area.

5.4. Project preparation and planning

At the outset of the project in 1995 DAPP was not completely new to the area. In the 1980s UFF/DAPP participated in the construction of schools and clinics. Later DAPP set up outlet stores for 2^nd hand clothes. A centre for DAPP activities is Ponesai Vanhu technical college "down the road" in the neighbouring district. In this respect the choice of the project area can be seen as a natural expansion of DAPPs work.

Entering the area DAPP initially contacted local authorities to get acceptance for the proposed project and to discuss the local situation. An initial baseline survey was conducted. The survey gathered statistical information and established some baseline indicators for the project. Mainly it was a survey of peoples felt needs and attitudes, performed over a three-week period, with a random selection of respondents in various villages. Women were particularly targeted and a number of women took part as surveyors.

In the project preparation phase a number of meetings took place with village representatives and local authorities. In co-operation with the health authorities the health situation was studied.

According to DAPP the respondents to the survey and at the meetings highlighted needs concerning health, low quality schools, water, environment and lack of toilets.

Based on the survey and initial meetings, people were invited to village meetings where DAPP introduced itself and the proposed project. At this point DAPP also introduced its model programme, on which a number of Child Aid projects are carried out in various countries.

The model programme is a five-year programme, which step by step takes the participants through a number of subject areas. In the model programme these subject areas are health and hygiene, with an emphasis on children, access to safe water and sanitation, improved schooling and development of pre-schools, adult education, self-sufficiency in food production and human rights. As the model encompasses a number of basic elements DAPP concluded that the expressed needs in the Rushinga area all fell into the model programme

.

At the village meetings people were invited to take part in the programme and organise family groups, consisting of 15-20 families, as basic project units. Young people were invited to take part in the project as volunteers.

In this manner the project structure was established during the first year of operations. While the project in part affects all of the population it works mainly with the family groups who have "signed up" to take part in the full five year programme.

Family groups are organised at a higher level into zones containing eight groups. Five zones in turn form one area.

5.5. Organisation, management and personnel

Based on the initial survey, meetings and the recruitment of volunteers the RCA-project set up its organisational structure.

The project personnel consist of a project manager, three area leaders and 22 extension workers, one clerk and a centre supervisor. All personnel, including the project manager, stem from the area. Most of the extension personnel were recruited at the start up of the programme, starting out as volunteers. They have received various levels of training within the DAPP/Humana structures. Most of them have received six months of basic project management skills at the Frontline Institute, while some have received a full years training at the institute. A few have also been through training in Denmark and have worked at a similar project in Zambia.

A centre was leased in the district centre of Chimanda with a project managers office, one meeting room and reception and, later on in the project, a Resource centre, containing a library and a computer/ printer.

The extension personnel are assigned a ward where they will develop project activities with the family groups. Normally the extension officer will also live in the area of operation. A few extension officers are assigned specific tasks, like running the school educational programme or the pre school programme.

The project has a decentralised structure. Geographical distance also forces the extension officers to plan and run their weekly activities much on their own. The project so far only has bicycles for most of the extension staff, and three motorcycles. Area leaders will monitor the programme and function as a link between the manager and extension staff.

The manager is entrusted to run the programme in accordance with plans and budget. Regular meetings take place with DAPP management and other project managers within DAPP. Occasionally meetings and workshops will be organised with Child Aid project managers in the region.

The project set up has various positive features. Decentralisation of responsibilities enhances adjustments of the project activities to local conditions and increases possibility of participation in decision-making by the target group. The fact that the personnel stem from the area has ensured smooth relations between the project and the people and enhanced the appreciation of the local conditions by the project.

It is actually essential for a rural development programme to have this kind of local facilitators working at the basic level. Government many years back established such village development workers under the Ministry for National Affairs. These cadres today still play a role, but dwindling or non-existent government resources, a slow and un-responding bureaucracy and the fact that these representatives generally are tied to the ruling party hamper their work.

A common problem in any rural development programme, also those run by NGOs, is that an expensive personnel structure is set up, with people from outside the project area. Even if their capacity is high, the structure will be costly and small and will be regarded as foreign by the beneficiaries. With all the costs involved it often will not be able to stay over a long enough period to ensure the sustainability of the interventions.

On the other hand the Rushinga project wrestles with the problem that the locally recruited personnel has insufficient training and expertise. With hardly an O-level basic education and only 6-12 months of general project development training, they often lack skills and experience in specific areas, be it agriculture, environment, small business development or in socio-economic analysis. It is the impression that this weakness has hampered the project development.

5.6. Project description

The Rushinga project is divided into four areas with approximately 3 500 families that take part in the full five year programme. Another few thousand will take part in specific activities.

Through the Family programme various activities are developed step by step over a period of a few years. Regular meetings are held with the family groups, who also have elected one man and one woman as co-ordinators, who receive a short training.

Ingredients in the family programme is health and hygiene lessons and improvements through construction of dish racks, refuse pits and toilets; child hygiene and child nutrition; campaigns around common diseases like cholera and malaria; family planning. Further the programme includes information around HIV/AIDS and training in home based care. Training in budgeting and planning and marketing of products is given and people are encouraged to form savings and womens groups. These groups are encouraged and supported to start up small scale income generating activities. Typically these will be vegetable gardening, poultry, weaving & sewing, soap making or bee keeping.

In the school programme health and hygiene lessons are also an important part, as well as talks on HIV/AIDS. HOPE clubs are set up where issues on sexual relations, cultural practices, norms and traditions are dealt with.

The schools are also encouraged and supported to develop and expand nurseries, for the planting of fruit and other trees around schools and in homesteads. The project introduces grafting for qualitative improvement of fruit trees.

Solar power is introduced at some schools.

Schools are also improved through part funding and construction of additional school buildings and toilets.

Emphasis is put on a pre school programme. Old pre schools are resuscitated and new ones are built. In the family groups pre school participation is encouraged and community support organised.

Through an adult literacy programme, literacy tutors are trained and literacy classes carried through.

In its community development programme DAPP supports the implementation of small community projects, mainly small earth dams with adjoining shallow wells and nutrition gardens.

The construction of family toilets is an important part of the programme. With additional funding from other sources, DAPP encourages sanitary installations as part of the family programme.

Strengthening the economy of the family is a basic feature in DAPPs model programme. In Rushinga this implies an emphasis on agricultural development. The parallel Farmers Club programme mainly carries this part of the programme that DAPP is running in the area. Basic agricultural extension work is facilitated in co-operation with the government Agritex extension services. A special programme on improving food conservation methods has been introduced. At a large irrigation scheme in the area DAPP takes part, with Agritex in advising and training farmers to plan and develop their production and market their products.

5.7. Participation by target group

As outlined in 5.4. the RCA was established in a process of consultations with local authorities and the communities. Meetings with local authorities were followed by meetings with village leaders, a survey of the situation and peoples felt needs, village meetings where the programme was presented and the invitation to form participating groups. Volunteers were recruited from the area.

Ideally a rural development programme would need a more thorough analysis to be made of the local conditions, in a process where the communities are given the possibility to identify and analyse their situation and define priorities and solutions at the community level. Without such a process there is a risk that the project initiatives will be limited to the implementation of certain defined interventions and not be able to empower the people and lay the basis for sustainable work at the end of the project period.

Experiences in Zimbabwe and other countries clearly show that well intentioned and, on the surface, appropriate interventions, fail, or have limited effect, in the long run, when community participation already at the planning stage is not established.

 

This is not to say that the RCA has failed in its efforts to mobilise the communities in a participatory manner. The long term strategy of DAPP to stay in the area for a period of maybe ten or more years -, the use of local facilitators and the emphasis on community groups to plan and implement initiatives do facilitate participation.

The fact that the established programme is very similar to the Child Aid model programme, with the addition of two areas concerning food security and agricultural production, indicates that this process might not have been thorough enough. The fact that the project is developed under a set model time plan adds to this concern.

DAPP argues that the model programme is broad and open enough to include adaptations based on local experiences and flexible enough to put emphases on needs expressed by the communities.

It is difficult to establish the level of community participation and empowerment through a limited study of the project. The impression is that the empowerment process needs to be deepened. There is a danger that the project otherwise risks to become more of a service project with community participation, than a project that enables people to take charge of their own development.

In the Humana federation presentation of the Child Aid community development concept it is stated:

" The idea of Child Aid is to empower poor families in the rural areas to improve their living conditions, especially for the children, on health, nutrition, education and food security. Child Aid also hopes to equip the families with the will and courage to take responsibility for their own lives, to face the problems and find solutions to them"

This philosophy needs to be at the heart of the project.

Certainly various achievements in this regard have been made. A woman in a group explained: "what we are doing seem to be obvious things that we could have done before. But the difference now is that we are organised and are able to do what we should have done before". An effect of the project is thus that it has made individuals aware of their own capacities and able to organise responses with some training and a limited material support.

But rather than to look at quantitative results according to set plans the project will need to closely analyse and understand the empowerment process. The RCA should not be a service organisation that complements the insufficient interventions of government. To date the reporting emphasises quantitative results and lacks in qualitative analysis. This can be attributed the rather low level of appropriate training of most of the personnel and DAPPs philosophy of relying on its own capacities and not incorporating experiences, research and best practices from other development actors.

5.8. Gender issues

At the outset of the project DAPP recognised the strengthening of the position of women and children as a project goal. This is also clearly stated in the model programme.

Women were involved in the initial stages, both as surveyors and respondents in the base-line study. The project clearly states that a family is not represented by the male alone, but by both the man and the woman. When leaders of family groups are chosen the project emphasises that preferably both women and men should compose the leadership.

Women are generally more involved in the project activities than men are. This probably sometimes puts an added burden on women, adding to their workload. But it will also strengthen their voice in community matters.

Through the womens clubs women have been able to organise themselves and to enter into economic activities under their own control. According to several womens testimonies, they have been able to become less dependent on their husbands incomes. Through literacy classes a greater number of women than men have become literate. At one stage the project invited a womens rights organisation from the capital for six workshops with womens groups.

All in all, the project does acknowledge the importance of womens emancipation, through the strengthening of their abilities at the local level. A result is that women have become stronger in community affairs.

5.9. Relevance and validity of project activities

As has been described the Rushinga Child Aid community development programme, is an integrated programme. It intends to organise, advise and train people around a number of basic interventions that would result in an improved life situation. It covers a number of basic and vital areas health, education, agricultural development, environment, small-scale, infra-structural development etc.

Rather than the intervention areas themselves, the crucial question is how the project enables the people, through the groups, to identify their main problems and organise themselves around solutions or improvements. Further, if the interventions during the project period, establishes capacities and organisations that can uphold and further develop the initiated process of change.

As such the different interventions are of a poverty alleviation kind. To initiate a process of sustainable poverty reduction the project would need to more strongly emphasise economic development and socio-political empowerment.

5.10. Achievements

The study was not able to get a complete picture of project achievements, as the visit was short, quantitative results were not fully compiled, and qualitative analyses of effects was lacking.

Measurable goals stated in the project application were that all children would go to school and that all children would be immunised and get regular health check-ups; that all families would have latrines, vegetable gardens and access to clean water and that at least 1000 families would have doubled their income.

The mid-99 progressive report lists a number of achievements and the study gave a general impression of the effects of the project.

Health and hygiene education reaches all families and various campaigns against diseases like cholera and malaria have, according to health authorities, significantly improved the health situation. 400 700 families have benefited from the building of hygienic dish racks and refuse pits and the purchase of mosquito nets at affordable prices.

Most schools, around 20, have been reached by the project in the form of lessons on health, HIV/AIDS and sexual relations. A campaign against child abuse has been carried through. A number of clubs have been formed where health issues, social relations and development issues are covered and cultural activities introduced.

In co-operation with communities and schools, school buildings and toilets have been built, through two building brigades that have been set up by the project. Local youth are employed in the brigades. Ten schools have received solar panel, which has a positive effect on teachers preparations, students studies and community participation. According to local authorities project schools show improved test results.

A number of nurseries, mainly at schools, have been developed, and around 60 000 trees planted.

A number (30) of adult literacy tutors have been trained and about 900 adults have learned to read and write, while close to 200 have been trained in simple bookkeeping.

Twelve pre-schools have been improved or set up, benefiting more than 500 children. The parent support for pre-school participation has been greatly strengthened.

Financial constraints limit the number of infra-structural interventions. But ten small dams have been built through community efforts with planning support and cost for cement paid by the project.

The Blair latrines are one of the most visible, and appreciated, features of the project. 100 families have received support to build toilets.

The project has also introduced the idea of fuel saving stoves with smoke pipes. 25 stoves have been built.

About a dozen income generating projects have been set up, mainly by women in womens, or savings clubs. About 900 women have joined womens clubs and 45 savings clubs had been established by 1999.

DAPP in 1999 introduced the Farmers club programme in the area. This is an important complement to the Child Aid project, as it concentrates on improving the economy of the families, through the development of agriculture.

Some environmental interventions: soil conservation, reclaiming of gullies, contour ridging of fields and construction of weirs, have been carried through in co-operation with another NGO SAFIRE which is working in the area, and the Natural Resources Board.

Measured against the project plan most activities have been achieved. Steps have been taken towards fulfilling the goal of one toilet for each family, but the project cannot afford the subsidy given so far, for the rest of the families. The goal of safe water for everyone is also difficult to achieve, as the water table in many areas is so low that drilling of wells is necessary.

The project has hardly reached the goal of doubling the yearly income of 1000 families. But most families taking part in the project have at least increased their incomes and their capacity to improve their lives.

5.11. Sustainability

For sustainability of the project interventions the project needs to have succeeded in training the communities to run similar interventions on their own, made them strong enough to put demands on the relevant authorities and succeeded in influencing these authorities to better fulfil the tasks they are responsible for. The families would also need to have strengthened their economic base, i.e. agricultural production, to be able to move forward on their own.

Some aspects of the programme might reach a sustainable level at the end of the five-year programme, e.g. health and hygiene awareness, pre school participation and running of pre-schools, some agricultural training. But various other areas will probably need further attention and support.

The viability of the income generating projects is not yet established. Certainly some of the projects seem to give people an additional income. But most projects are of a traditional kind that might not find a sustainable market. The project needs to further investigate viable IGPs and support the communities to establish those and the market systems around them. The experience in Zimbabwe, as elsewhere, is that IGPs generally fail, or give very small extra incomes, while creating an extra workload for the women.

Viable projects will need availability of credits. The savings clubs have laid a small basis for this. The idea of expanding these into some kind of village bank could be further developed. Such a bank wuold need project support over quite some time in regards to organisation, training and monitoring and the introduction of a revolving fund.

In the schools the educational work of RCA and the formation and running of clubs need to be taken over by the schools themselves. This handing over of responsibility does not seem to have taken place yet, with schools appreciating the interventions as a service, more than taking them on as school responsibilities.

Local authorities to date very much appreciate the services of DAPP. To achieve a stronger performance by the authorities themselves an increased pressure on them by DAPP and by the communities would be needed.

A continued presence of DAPP in the project area is needed to reach a sustainability of the interventions. Such a presence is also planned for, through the expansion of the Child Aid project to more families, the Farmers Club project and the HIV/AIDS HOPE project. DAPP would need to develop a clearer analysis on the balance between sustainable results and level of project presence and costs.

DAPP recognises that sustainability can only be achieved if the families and communities can raise their incomes through agricultural development and other economic activities. A continued project should thus concentrate on developing these areas. Much can be achieved through training and organisation. But certain important interventions, especially clean water and irrigation systems, would need much larger investments.

5.12. Problems and potentials

The project is run on a small budget, 76 000 US$ in 2000. The advantage of this is that the project cannot offer any ready-made solutions, but has to build on a slow process of learning, organising and participation. The disadvantage is that certain infra-structural projects cannot be implemented. With the Child Aid community organisation in place, the project would probably be able to support the implementation of such projects under community ownership, were they funded. A co-operation with the existing Poverty Alleviation Action Programme could be tested.

The project structure suffers from a lack of transport (vehicle) and a low level of professional training of extension workers. Advancing the skills of the personnel and improving the presence of the project management in the field would strengthen the quality of interventions.

As the project is an integrated programme it has made interventions in a number of areas. But the impression is that these interventions have not yet created the foundations for a sustainable process of change. As mentioned in 5.11 an increased focus on crucial areas economic development through improved agriculture, local enterprises with markets for expansion, water availability and the continued strengthening of community groups, to enable them to plan and organise activities, individually and as communities is recommended.

The monitoring of the project seems to concentrate too much on quantitative achievements. Qualitative monitoring, analysis and evaluation needs to be improved in order to adjust project interventions and also to fully understand the social and economic processes that the project is a part of.

With the local structure in place, DAPP could enter into increased co-operation with other NGOs and donors, in the implementation of development interventions.

It is problematic that DAPP has a strong tendency to be "self-sufficient", also concerning development policy, analysis and interventions. There are a number of other actors in Zimbabwe with similar experiences of rural development. It is felt that DAPP could strengthen its understanding of rural development problems by increasingly interact with other institutions, sharing experiences and developing best practices.

Finally, DAPP and any prospective donor would benefit from an evaluation of one of its Child Aid projects, especially looking into impact of different interventions and sustainability.

 

 

6. From Communal to Commercial Farmer

6.1. Background

The independence struggle in Zimbabwe centred around the demand for land. Under the colonial system the black majority had been relegated to less fertile areas in so called Tribal Trust Lands (today Communal Areas). Large scale commercial farming was developed in fertile areas with good rainfall, under the ownership of a few thousand white farmers.

After independence the government introduced a land reform. Up to the mid-90s several million ha of land had been distributed to more than 60 000 farmers. Still, the land reform process had been slow and inefficient. Resettled farmers received little support and were generally unable to much improve their production. The state was not able to implement a well planned and efficient reform. In the process a lot of land was leased or sold to members of the new black elite.

In 1997 government decided to intensify the land reform. In a process of much political debate consensus was in 1998 reached on a planned reform that would result in the ultimate distribution of about five million ha of land to 90 000 150 000 farmers. Foreign donors expressed their support to a reform based on a number of principles, i.e. compensation to former owners, poverty orientation, gender considerations, a fully transparent process, implementation in balance with capacity and resources, the introduction of a land tax and simplified rules on sub-division, and the introduction of complementary reform models. The complementary models would build on a co-operation between the resettlement farmers themselves and non-governmental or community organisations.

Political infighting, a lack of organisational and financial capacity and a reluctance by donors to fund the reform, as long as the government structure is unclear and inefficient and the process lacks transparency, has slowed down the process.

 

6.2 The Communal to Commercial Farmer programme

In 1995 DAPP introduced the Communal to Commercial Farmer programme. The programme is based on the understanding that communal farmers benefiting from the resettlement programme do not have the resources or skills to fully take advantage of the access to more fertile land. Neither can they expect to receive the necessary training or extension support from government institutions.

The main objectives of the programme are to train communal farmers in commercial small-scale agriculture on fertile land and thus prepare them to run such enterprises as resettled farmers. The project can also be seen as an integrated project where NGOs, government, commercial farmers, donors, financial institutions and communal farmers co-operate on the issue.

6.2.1 Selection process

The concept is to select a number of willing communal farmers, settle them on a training farm, allocate them land and over a 3-5 year period give them necessary training and support, to enable them to run a profitable agricultural venture on their own, when resettled on a piece of fertile land.

In 1995 DAPP went through a selection process. In a number of districts farmers could apply to take part in the programme. The farmers were also recommended by Agritex, kraal (village heads) and local chiefs, headmen and district councilors. The farmers were interviewed and tested and a selection was made of the most fit and dedicated families. Basic requirements were land-lessness, farming experience, unemployment, age 18-45, dedication to farming, two adults per family and a willingness to stay in the programme for five years. An additional requirement was that the male and female head of each family accepted joint responsibilities and rights.

At the end of the selection process 85 families were selected and settled on the three farms owned by DAPP. The main CtoC programme was set up at River Estate, where 52 families were set up in a village, that the participants built at the outset of the programme.

The village has a linear setup to enable the installation of services. Each stand has a tap of water, solar panel, kitchen, toilet, rubbish pit, granary, dish rack, chicken run, small orchard, vegetable garden.

6.2.2 Organisational structure

The project is led by a project manager, with the support of three assistant managers and three formen at the three farms. A project council, consisting of the DAPP project management, representatives from Agritex and the farmers, run the programme. Under the council there are three committees for marketing, land and pre-school/health issues, with representatives elected by the farmers. The farmers themselves form a village assembly with all adults as members, electing their village chairman.

6.3 Training programme

The farmers were allocated 3 ha of land each, with ha for domestic food production and the rest for commercial cropping.

Over a five year period the farmers have received continuous training and advice. Through three formal lessons a week they have learnt improved crop production and animal husbandry, conservation, forestry, financial management etc. Training is done in co-operation with the government extension service Agritex. Parallel to this the farmers have received training in health and family issues and academic training to complement their basic education, in particular benefiting the women.

The training has enabled the farmers to achieve a Master farmers degree in three years and an advanced Master farmers degree at the end of the five year period.

The farmers have been trained to plan, finance and run their own businesses. Investments are made by the farmers themselves. The programme has only initially organised and overseen loan arrangements with lending institutions like Cottco, the cotton company and the Agricultural Finance Corporation.

The main inputs from DAPP were

Agricultural lessons and adult literacy twice a week

DAPP financed toilets

DAPP provided staff

DAPP paid running costs, including Agritex allowance

DAPP provided tillage tractors

DAPP built preschools, maintained roads, provided solar energy, water

DAPP provided land

6.4 Programme project costs

The costs of the programme are summarised in the table:

Establishment costs

Z$*

Land (255 ha 3 ha arable per family)

4 550 000

Buildings, farm infrastructure

900 000

Other infrastructure, etc

2 667 000

Labour costs

440 800

Total, establishment costs

8 557 775

Project running costs

Lease and water payments from farmers 25%

138 550/year

DAPP contribution

449 450/year

Total over five years

2 940 000

Grand total cost

11 497 775

Cost per family

123 503

*One Z$ = 0.22 SEK

As can be noted the farmers contributed to 25% of the running costs through a yearly lease. The main establishment costs are one time costs and do not carry over to the second and consecutive training programmes.

 

 

 

6.5 Achievements

The participating farmers have, through the five year programme, received master farmer training and can demonstrate an ability to run profitable small scale commercial farming enterprises. They have a much stronger ability not only to farm, but also to plan, budget and run a commercial enterprise. In addition they have an improved understanding of environmental issues, health issues and an improved general education and socio-political awareness. The programme has also strengthened the role of the women and increased the understanding and acceptance of gender equality. In addition all children attend school and all farmers have become literate.

The farmers have been able to substantially improve their economic standard. Their family assets have risen from an original of about 2 500 Z$ to 50 000 100 000 Z$. Most families have a number of consumer goods, like TV, radio, furniture, and have savings for future investments.

Visits to the farms confirm these very positive achievements by the project.

 

 

6.6 CtoC training in the Zimbabwe context

6.6.1. Agricultural training

Agricultural training of peasant farmers in Zimbabwe is very limited. The Ministry of Lands and Agriculture has an extension arm, Agritex. Agritex has a national coverage and trains farmers in groups through field training programmes. In principle peasant farmers should be able to reach a master farmers degree through Agritex courses. But the capacities of Agritex are severely limited and the services it gives today is patchy and insufficient. In many areas it is not present at all, and in others their presence in the field is limited because of lack of transport, human and material resources.

There is also some higher agricultural training, but few or no poor farmers will have a chance to go through such training.

The Commercial Farmers Union and the Tobacco Association has a training scheme. Through this 3 500 communal farmers each year will receive training in tobacco growing, and get some extension support. 30 million Z$ a year is put into the programme by the commercial farmers and the government. Through a smaller programme (3 million Z$) the CUF assists communal farmers with advice and training.

A few NGOs will have projects on training of communal farmers in different agricultural skills.

The CtoC programme is thus unique as a complete training programme for communal farmers.

 

 

 

6.6.2. CtoC in relation to the land reform

A fundamental weakness of the land reform programme in Zimbabwe is that the communal farmers, benefiting from resettlement, do not have the resources, nor the skills, to move onto more fertile land and develop the capacities of that land. Without those human and material resources a majority of them will not substantially improve their livelihoods, land will be under utilised and the national agricultural production will be threatened.

In this respect the CtoC programme is a very appropriate contribution to a more successful land reform, though the training always will benefit only a small minority of all resettlement farmers.

The programme has been studied by relevant authorities, local politicians, by farmers organisations and donors related to the land reform. There is unanimous support for the project and the training concept.

Certain problems, discussed below, are still not solved and might create difficulties for the programme and the participating farmers to become beneficiaries under the land reform programme.

6.7 Resettlement models

6.7.1 Government model

At a land reform conference in 1998 government and donors agreed to start an Inception Phase of the land reform during a two-year period. During this phase different resettlement approaches would be tested.

The main resettlement model would be the existing government model, which would be improved in the process. In this model resettlement farmers are selected in the different districts through traditional authorities and local government institutions. Certain criteria are applied, i.e. lack of land, poverty, shown ability to farm etc. The selected group, normally from the same area, will then be moved onto a farm acquired by government. Government extension agencies will divide the land in individual homestead plots, arable land and communal grazing rights. The farmers receive title deeds and are able to purchase the land after ten years, with leasing costs deducted from the purchase price. In the process the farmers will receive government support for infra-structural development.

6.7.2 Complementary approaches

For the long term strengthening of the land reform process, government and donors agreed to test various land reform models. These would also have the objective of promoting participatory approaches, learning and capacity building, test cost-effective approaches etc. Up to 30% of land in the Inception Phase would be resettled this way. The approach opens up for NGOs, civil society organisations, farmers associations, community based associations etc. to plan and implement resettlement.

Neither the government model nor the complementary model had by early 2000 come very far, the main reasons being the economic and political state of the country. The organisational structure of the land reform management is still not fully set up and functional. Sida is funding the establishment of this structure.

A number of complementary approaches have been sketched out, but no concrete implementation has taken place. The funding for these projects will come from donors, who still await various clarifications of the process. The World Bank has agreed with government on a Learning and Innovation Loan (LIL) of five million US$, that in part would finance some complementary projects.

 

 

6.8 CtoC as a complementary model project

It is generally agreed that the CtoC project fits well into the complementary approach model and DAPP has registered its interest in supporting their trained farmers to be resettled under such a model. The relevant authorities have agreed and DAPP has discussed the matter with the World Bank and applied for the financing of the resettlement through LIL. If an agreement on financing is not reached the farmers that now are finishing their training, will have to either go on the market and themselves buy a farm, or move back to their home areas, and apply for resettlement under the government model.

6.9 CtoC expansion plans

DAPP is in the process of expanding its CtoC programme. During 2000 a farm in neighbouring Mufurudzi will be purchased by DAPP. DAPP has agreed with the highest land reform authority, the Inter-Ministerial Committee on Resettlement and Rural Development, and local authorities on the procedures for the selection of 600 communal farmers. These will be settled on 1 656 ha arable land on the Mufurudzi farm for a 3-5 year training programme.

Meanwhile DAPP intends to continue the programme on the River Estate. The plan is to upgrade the farm to a Master Farm, including an irrigation system on 72 ha and the establishment of 20 ha irrigated land for export production. This production would create a sustainable funding of the model farm. Every 3-5 years about 52 farming families would move onto the farm for CtoC training.

In addition to this DAPP plans, if financial resources are available, to introduce the CtoC programme on other farms. These farms would be bought by the group of farmers, but held in trust by a fund under DAPP management. At the end of the training period, the farmers would stay on the land and buy their individual lots, including infrastructure, from the fund. The money would enter into a revolving fund, which would be used for the similar purchase of a new farm and the establishment of a new training programme.

DAPP has approached Forum Syd for the funding of the upgrading of River Estate and the resettlement programme through a revolving fund.

6.10 Costs

As described above (6.4) the cost of the initial programme has been estimated at 123 000 Z$. In the project proposal presented to Forum Syd the cost of the resettlement training programme on a new farm would amount to about 257 000 Z$ per family. If the cost of land is deducted (as the farmers are supposed to buy the land with their own money at the end of the project, and the money goes to a revolving fund) the cost per family would be 146 000 Z$.

These costs can be compared with the average cost that government has planned for beneficiaries under a complementary resettlement approach. The planned cost is 4 500 US$ or 155 000 Z$, including land, infrastructure etc.

This would indicate that the CtoC programme falls well within comparable costs. The resettled farmers would have to purchase the land out of their own pocket, but would have created this wealth during the training period.

 

6.11 Conclusion and recommendations

In isolation the CtoC programme is an excellent training programme, that is cost effective and that answers to a very great need in Zimbabwe. It fits very well into the land reform process in Zimbabwe, a process that can be expected to last another 10 20 years at least. The programme is also appreciated by the various stake holders involved.

Seen purely as a training programme for communal farmers it will enable the farmers to improve their farming and enter into commercial production. But for full benefits to be reached the programme needs to be fitted into the resettlement programme. Despite its obvious advantages, the programme might very well encounter a number of obstacles, based on the politicised beneficiary selection process, rules and regulations on the buying of farms etc.

DAPP is aware of these problems and is actively working on reaching agreements with relevant authorities and also with donor agencies. In the process of possible Swedish funding of CtoC these matters should be clearly presented, discussed and monitored.

Concerning the proposals presented to Forum Syd this study finds good reason for a continued discussion for possible funding.

The proposal to establish a model training farm, including some irrigated land, is relevant. On new, better land, the farmers will generally need to have knowledge about irrigation. But the project needs to calculate and show what kind of irrigation system is feasible for the training. To introduce a system that is not affordable for the farmers, when they establish themselves, is questionable.

In assessing the proposal Forum Syd should look closer into the cost sharing and ownership arrangements. As all installations will be the property of DAPP long term guarantees should be put in place that ensures that installations will be used for CtoC training for the full depreciation period. The use of installations and equipment for other DAPP commercial activities should also be clarified. A higher degree of own funding of installations could be negotiated.

Concerning the Resettlement programme project some issues need to be clarified. It is not in accordance with Swedish policy to allocate funds for the purchase of land, neither directly for the farmers nor under a DAPP managed fund. The position of Sida has been not to fund land purchases. This matter needs to be clarified, firstly concerning the legal ownership under the proposal, secondly in relation to Swedens policy.

In both project proposals the suggested personnel costs should be further clarified, as they seem to be on the high side, unless foreign project management is considered. Administration costs in Sweden are also on the high side.

As Sweden, through the Swedish embassy, is closely involved in the land reform process, and intends to support the reform financially, the DAPP project proposals would benefit from being put into the context of that support. Possibly DAPP could receive direct Sida funding through Sida assistance to complementary approaches in the resettlement programme.

The Swedish Co-operative Centre is working in Zimbabwe in co-operation with Zimbabwe Farmers Union. SCC support is mainly directed to the decentralisation of the ZFU structure, training through study groups, a drought mitigation study programme and a programme for the development of farmers co-operative business ventures. A net-working between SCC and DAPP/CtoC would possibly enrich the CtoC project. In the case of substantial Forum Syd funding of the proposed projects SCC could possibly be included as a monitoring agent.

 

 

ANGOLA

7. Ajuda de Desenvolvimento de Povo para Povo em Angola (ADPP)

7.1 Background Origins of ADPP

UFF Denmark started working in Angola in 1984. In 1986 UFF-D reached an agreement with the Angolan government on the construction of a technical training school in Caxito. Under agreements with the government Danish and Swedish solidarity workers in 1988 and 89 worked in a health and education project and an agricultural centre in Caxito. In 1987 UFF-D started selling used clothes in Luanda.

Up to 1989 UFF was only present in Angola as individuals, without any local representation. At this time UFF also regularly sent solidarity workers to Angola for 6 months 1-year volunteer work, in refugee camps, clinics, schools etc.

In 1989 UFF-D looked for a legal way to establish an organisation in Angola. The Ministry of justice was presented with the proposal of constituting ADPP as a local organisation.

Even though there was no law regulating the formation of independent organisations in Angola at this time, when the country was a one party state in war, ADPP functioned as such under the regulations for mass organisations. At this time there were very few international NGOs in the country and no national NGOs.

As part of the peace agreement in Angola in 1991 various reforms, increasing political and human rights, were implemented. A law on associations was drafted. ADPP made necessary adjustments of its constitution and was in October 1992 registered as one of the first national NGOs in Angola.

With peace (which only lasted a short period) and a more open political environment a large number of NGOs were registered. Today there are 300-350 such organisations registered. The majority of these are more or less inactive. It is estimated that maybe around 50 are developing work of some significance, with only 20 or so having a national coverage. ADPP is thus one of the bigger NGOs, with national coverage.

In the last five years quite a large number of international NGOs have also entered Angola. A very large part of any NGO work is concentrated on humanitarian assistance and reconstruction, with a few engaged in development projects.

7.2 Constitution and Organisational structure

ADPP is constituted in accordance with the Law on Associations. The law allows the establishment of national associations also by foreigners, resident in the country. The association is also allowed to affiliate itself with an international organisation, if this is beneficial for the accomplishment of set goals.

Three Danish citizens, resident in Angola, registered ADPP in October 1992.

The organisation has the overriding objective of "solidary promotion of improved living conditions for the most needy".

Members can be those that adhere to the objectives of the association, and who are accepted through a vote by the general assembly, after deliberation by the board. Exclusion of members has to be ratified by the general assembly.

The association consists of a general assembly, an Administrative council (the board) and a Fiscal council. The Fiscal council is elected and does not have to consist of members. ADPP has chosen the international auditing company Price Waterhouse Coopers as Fiscal council.

A directorate, elected for three years, leads the General assembly.

The board consists of 3 7 members elected for three years, and is entrusted to run the affairs of the association.

Compared with the DAPP constitution in Zimbabwe, ADPP has some clauses that strengthens the democratic control of the association, mainly the right of the general assembly to decide on the admittance and exclusion of members; the exclusive right to decide on the acquisition or sale of immovable property and the functions of the general assembly directorate to run certain affairs of the association.

7.3 National base and democratic functions

7.3.1 National character

Even if ADPP is registered as a national NGO, the question remains if it can be viewed as such. The fact that only 11 out of the present 31 members are Angolan citizens indicates a dominating role by foreigners in the association. All members of the board, except one, are also foreigners. The chairperson is also on the board of the Humana federation.

All the 20 foreign members of ADPP live in Angola. Most of them, mainly Danish and Swedish, have been in the country for 8 12 years. They are thus very knowledgeable about Angola and development work under difficult circumstances. At the same time they constitute a very strong leadership group, with shared alliances between the Humana federation and ADPP em Angola.

At the formal level it can thus be concluded that non-Angolans dominate ADPP. This dominance is probably enhanced by the influence of the Humana federation through its close personal relation with the ADPP leadership.

On decisions of direction of the ADPP work in general, concerning priorities or engagement and non-engagement in various lines of work, etc. it is likely that such decisions are taken by the ADPP board in close co-operation with the Humana federation. As 2/3 of ADPP income derives from 2^nd hand clothes through Humana federation sister organisations in the North, the dependence of ADPP is further strengthened.

This in many ways can be seen as natural. ADPP was built and developed by UFF in Denmark and Sweden. It is still economically, ideologically and concerning human capacity very dependant on sister organisations in the north. Through the establishment of the Humana federation in 1996 the equal status of the various national associations was formalised. The Federation HQ would function as a service provider, planning and evaluation centre and as the hub of the Humana network. But as the northern associations, and the HQ, is stronger than the southern associations in all aspects except field development work, they still play a very dominant role. One could make a comparison to the missionary churches that, after decades of northern control, only in the 1970s devolved responsibility and control to the churches in the south.

The nature and evolution of the dominance over ADPP by members from the north and by the Federation HQ is difficult to establish.

ADPP argues that the foreign dominance of ADPP has been necessary to build up a small, but efficient structure, able to implement the large and varied development activities of the organisation. It is explained that one wants to see a slow process, where national capacity is built, which can take over responsibilities step by step.

In this context it should be kept in mind that ADPP equals membership and employment at manager level under the association.

Another reason given is thus that it has been hard to find competent Angolan managers. This certainly in part is true. The educational levels in Angola are low, due to decades of war. Few Angolans have higher education, or are experienced and efficient managers.

ADPP also argues that it would be difficult for ADPP to afford to employ those competent people that can be found. International NGOs and the UN system, as well as international oil companies pay high salaries and attract the best.

These are valid, but not fully convincing arguments. If competence and salaries were the only deciding factors ADPP would certainly be able to employ a larger number of national managers and accept them as members. The salary level of the international staff is based on a UN scale. In Angola this amounts to salaries, including benefits and allowances, of 40 000 65 000 US$/year, for the present staff.

In Angola national project managers in other NGOs often receive salaries of 15000 20000 US$/year.

A not fully accurate comparison of three of the main NGOs in the country, with a national presence gives the following picture:

 

Members

Int. members

ADPP

31

20

AAD

52

5

ADRA

138

3

ADPP argues, with reason that this should be looked at in relation to the full structure of the organisation, with ADPP having a large number of activities and employees:

Employees

Students

ADPP

1 300

2 000

AAD

300

0

ADRA

300

0

 

 

The most probable reasons for the ADPP leadership to keep a strong international presence in ADPP would be

the desire of the Humana federation and northern federation member organisations to keep a control over its functions

a policy to groom leaders and managers within the federation and avoid recruiting educated and trained people from outside

a reluctance by the present leadership, with many years in leading positions, to leave room for new managers and leading members.

a genuine belief that citizenship of members or leaders is of no importance.

On these points one can make the observation that the historic origin of ADPP, as an organisation created from abroad, has resulted in a lack of understanding of the independent role of a national organisation. The "internationalism" of Humana overrides national independence. Looking at the development of DAPP in Zimbabwe this might be seen as a process where the national character of the local organisation with time is strengthened.

7.3.2 Democratic character

As is the case in Zimbabwe, the fact that ADPP equals membership with employment at management level, means that ADPP lacks structures, which ensure accountability and transparency to a broader membership. As there is no distinction between the professional staff and the members there is no constituency which can hold the leadership accountable for its handling of ADPP affairs.

In practise the national and democratic functioning of ADPP looks somewhat different.

The activities of the association are fully centred on the various commercial and development projects of ADPP. In each geographical area a project managers group, sometimes with a provincial co-ordinator, will have responsibility over the projects. Each project has a project manager, who will have far reaching responsibility to run and develop the project.

It is the impression that decisions at the project manager level are developed and taken in a democratic process, with delegation of powers.

It is also the impression that the management at the single project level is flexible and attentive. Decisions are normally taken in co-operation with staff, be it teachers at teaching institutions or extension personnel. There is also a fair or good amount of community input into the activities and decisions of the organisation.

ADPP emphasises this aspect and argues that the "membership" or participation by Angolans and the democratic nature of the association is realised in the project activities.

Concerning financial management ADPP has a well-developed system in very good order, with close follow up of all income and expenses. The auditor, Price Waterhouse, has had no reason to raise objections to the financial reporting.

 

 

7.4 Activities

7.4.1 Development projects

 

ADPP has project activities in seven out of 18 provinces, with a presence in ten. Large parts of the country have for many years been closed or impossible to work in due to the war. ADPP is thus mainly working in and around the coastal cities.

Sector: schools for children

Year beginning

Trainees/Stu-dents in -98

Beneficiaries in 1998

Childrens town in Caxito

1986

430

Childrens town in Huambo

1991

444

School for street children, Luanda

1991

495

School for street children, Benguela

1994

175

Sector: Child Aid

Child Aid, Caxito

1989

3000 families

Child Aid, Benguela

1993

2750 families

Child Aid, Cabinda

1994

1 953

2000 families

Child Aid, Huambo

1995

Children in

2278 families

Ambriz United

1997

Pre-schools

600 families

Sector: Vocational schools

Benguela

1993

57

Cabinda

1995

54

Huambo

1995

58

Caxito (women)

1995

39

Viana

1997

60

Sector: Teacher taining

School in Huambo

1995

Total no

School in Caxito

1996

Students

School in Benguela

1997

in 1998

School in Cabinda

1998

378

Scholarship programme

1985

81

Relief Aid

1990

250 000

HOPE HIV/AIDS, Benguela

1997

100 000

Environment, Quissala farm

1991

Environment, Tombwa

1993

ADPP in 1998 had 1 122 Angolan employees. In 1998 it had 34 project leaders from Angola, Denmark, Finland, Great Britain, Holland, Island, Peru, Sweden and USA. The number of Angolan project leaders depends on the definition of who are project leaders. According to the board 10 out of 31 were Angolans in early 2000. (annex 6). Most national project leaders have come in during the last two years.

As is noted the largest sector by far in ADPP is the educational sector. ADPP trains teachers, gives vocational training and runs schools for disadvantaged children. In 1995 ADPP entered into an agreement with government on the construction of 16 teachers colleges, one every year. Government would partly finance the construction and would pay all teachers salaries. The programme has come one quarter of the way, with large investments by ADPP. With some difficulties central and local government seems to honour their part of the agreement.

Various other partners have been involved in the establishment of the first four colleges, among them private companies, UN agencies, embassies and the national Community Rehabilitation Programme.

The other large sector for ADPP are the so-called Child Aid projects, which are community development projects, in line with those in Zimbabwe, but more urban based, supporting small scale development activities in poor areas.

The Child aid projects have in part been funded through the UN fund for humanitarian assistance.

7.4.2 Commercial, fundraising projects

More than 60% of the funds for the ADPP development projects in Angola come from the sale of 2^nd hand clothing. The business started in 1987 in Luanda. Today ADPP has two receiving and sorting centres in Luanda and Benguela.

In 1998 ADPP received 4 731 tons, or 16 500 000 pieces of clothing from UFF sister organisations in the North. The total income from clothes sales was that year 5 420 000 US$, after shipping and handling costs. Included in this profit is the value of the exemption from customs duty that ADPP enjoys, amounting to 800 000 US$.

Clothes received are sorted, graded and packed in big and small bales ( 4-500 kg and 45 kg respectively). These bales are sold to traders, mainly women. ADPP also has a few stores of their own, and sales stations in a few provinces.

A smaller part, at the moment about 5%, is donated for emergency relief, under an agreement with the Ministry of social affairs. The goal is to raise this amount to 10% but, according to ADPP, the organisation cannot afford this at the moment.

The clothes sales business secures permanent jobs for about 160 people. ADPP estimates that another 1 800 jobs are created in the trading and handling of the clothes.

ADPP also runs three other commercial ventures: a catering business in Luanda, a clothing factory and a construction company. The catering business is the most profitable, while the clothing factory gives a small profit. In total the two businesses contributed with 55 000 US$ to ADPPs development projects in 1998.

The construction company is considered to be viable, but not very profitable at the moment. One reason given is that contracts in the construction business often are won through bribes, which is unacceptable to ADPP. The company mainly works under contracts with international organisations. In 1998 it gave employment to 215 workers.

ADPP also owns a plantation where production is limited. The banana production at the plantation was closed down, due to the war, some years back. Instead food is grown there, as well as at farmland owned in Huambo, where also timber is grown.

The commercial ventures are not purely to raise funds but can at the same time be seen as development projects, supporting economic development and training people in various skills.

7.5 Funds and financing

The total turnover of ADPPs development and commercial activities in 1998 was 9.4 million US$ (annex 5). On the income side the clothes business contributed about 64%, including the value of its customs duty exemption. Contributions from Humana organisations in the North were about 8%. Through co-operation with UN agencies about 10% of total costs were covered. Provincial government contributed another 10-12%.

As can easily be noted the different schools erected and run by ADPP draw a very high cost, approximately 5.4 million US$ in 1998. If program costs are calculated against the number of students at the various schools, it turns out that the children at the childrens schools each cost 700 US$, while the cost per student at the vocational and teachers schools was 3 700 3 800 US$! To quite a large extent this high cost in 1998 is due to the exchange rate to the US$ that year. The real cost is calculated to be around 2 000US$ per student. ADPP also calculates that running costs will be lowered when the schools are well established. It still indicates a high subsidy of the training institutions, which cannot be expected to be taken over by government in any near or even distant future. With another twelve teachers training colleges to be constructed ADPP is taking on a very high cost for this area of work, which will be difficult to sustain even with continued high incomes from clothes sales.

7.6 Co-operation and net-working

The policy of ADPP is to work in cooperation with relevant authorities. At national level ADPP keeps good relations with government ministries, and also with the ruling party. This, and years of experience, facilitates the bureaucratic work related to project activities.

In general it is the impression that ADPP with great skill co-operates with national, provincial and local authorities, paving the way for development projects, where agreements on cost sharing and sharing of responsibilities are reached, i.e. the agreement on construction and running of the teachers colleges.

Still ADPP concentrates on the lines of activities that have been developed through the Humana federation. It can thus be said to complement and expand development activities where government is weak, but concentrate on its own chosen lines of work.

In contrast to DAPP in Zimbabwe, ADPP has a wider networking with national and international NGOs and the UN agencies. Reasons for this are that ADPP has its head office in Luanda and is the maybe most experienced NGO in the country, able to advise "new comers".

It is also the policy of ADPP to participate in meetings and discussions on humanitarian assistance and development work. At times ADPP participates in joint humanitarian activities. In some cases it also serves as an implementing agency, funded by i.e. Unicef or WFP in food for work programmes.

7.7 Conclusion

ADPP is a nationally registered NGO with many years of experience of development work in Angola. Its experiences of work under difficult and changing circumstances make it one of rather few NGOs that have a capacity to run humanitarian and development projects in the field.

ADPP has close and good relations with government structures and co-operates with these in the implementation of projects. Still, it has an a-political philosophy, not entering into political criticism, but neither acting in alliance with political interests. Its development philosophy can be regarded as "nave" in a socio-political context, which, coupled with a lack of interest and skill in broader analysis, risks to limit the long-term effectiveness of its development interventions.

The various activities of ADPP are all relevant in a country devastated by war. While most aid in Angola today is directed towards humanitarian assistance, ADPP, through its various schools, and in the community projects, is involved in development work with a vision towards the future. This is commendable. At the same time ADPP is establishing a lot of structures, with high running costs, that will depend on ADPP management and financing for a number of years, even if partnerships with government, the private sector or other donors is developed further.

This study has not had the intention to fully estimate the effectiveness of ADPPs work. The impression various visits to projects give is that the ADPP personnel is dedicated, well organised and rather efficient in the running of daily affairs. Cost efficiency has not been estimated. While in various projects it is noted that budgets are slim in relation to project activities, this is not the case in the education sector. Another exception is the cost for international project managers. With about 20 international managers at a cost of more than 1 000 000US$/year, this staff takes up about 12% of the total ADPP expenses or about 20% of programme running costs.

The national character of ADPP is ambiguous. With 2/3 of members and 2/3 of project management being foreigners, mainly from Denmark, ADPP cannot be seen as a fully national NGO. No doubt the international leaders, with a strong input from the Humana federation board and international HQ, dominate all main decisions, even if these also are discussed beforehand at lower levels.

The total overlap of ADPP members and employees at management level, results in a lack of accountability and transparency to a broader membership. ADPP does not, formally, have any constituency which can hold the leadership accountable for its handling of ADPP affairs.

On the other hand ADPP in its projects involves a large number of Angolans. At the project level Angolans will have an important influence on decisions through consultations and discussions.

Decisions on co-operation with or funding of ADPP, should thus consider this mixed picture. The determining factor should preferably be an assessment of the ability of ADPP to carry projects through in an efficient, cost effective and transparent way.

 

 

 

 

8. HOPE HIV/AIDS prevention project in Benguela

8.1 AIDS in Angola

HIV/AIDS prevalence in Angola is not as high as in most neighbouring countries. This can probably mainly be contributed to the isolation of the country due to the war situation. There is however reason to believe that a more rapid increase has begun. This increase can rapidly spread across the country in case of a peace situation, where soldiers come home and people move back to their original homes, bringing HIV with them.

As of May 1999 only 5 112 AIDS cases had been reported, but UNAIDS/WHO estimated that about 52 000 angolans have developed AIDS in the country. In 1998 it was estimated that close to 160 000 people were infected with HIV.

The National AIDS programme (NAP) estimates that 3.4% of the adult population was HIV-infected in 1998.

A study commissioned by UNAIDS and UNDP in 1999 projected the probable development of HIV and AIDS in Angola. Two scenarios were developed.

In scenario one it was assumed that government would be successful in running a large scale prevention programme and that the war would end. Under this scenario it was estimated that HIV prevalence would reach its peak in 2004, with 6.39% infected.

In scenario two it was assumed that government commitment and prevention programme would not be sufficient and the war would continue. The prevalence would then reach its peak in 2009 with an infection rate of 10.05%.

In view of experiences in neighbouring countries and the present situation in Angola, with millions of displaced people, inefficient government structures, serious limitations in the health and education systems, the second scenario would seem more realistic.

A number of limited HIV/AIDS activities are being carried out in the country, mainly by NGOs, churches etc. Government does not yet have any nation-wide, comprehensive programme and the health system has huge problems even without working on the HIV/AIDS issue.

Only in early 2000 the president of the country clearly expressed the priority of fighting the epidemic. The government also in 1999 produced its first strategic plan on HIV/AIDS. The plan includes increased co-operation with and co-ordination of HIV/AIDS activities performed by various institutions, NGOs, churches, the international community etc.

8.2 ADPP in Benguela

ADPP initiated its first HIV/AIDS project in Angola in the coastal city of Benguela in late 1997. Benguela is a medium-size trading city connected to the port town of Lobito 30 km to the north. The city has over the years received large numbers of refugees from the interior of the country, but has itself not directly been involved in the warfare.

ADPP established itself in Benguela in 1993. Through the Lobito port 2^nd hand clothes were imported and a sorting and trading centre was set up in a large factory building. From this centre a number of outlet stores and sales centres were opened in the southern parts of the country that could be reached during the war situation.

In 1993 ADPP also built a vocational school in the area and started a Child aid project in the outskirts of the city. In 1994 a school for street children was started. In 1997 ADPP started constructing a Teachers training college, adjacent to the vocational school, on a 20 ha piece of land, that was let to ADPP by the provincial government.

ADPP is the NGO with the largest activity in Benguela. At the local level ADPP participates in the co-ordination of humanitarian assistance under UTCAH, the government agency for this co-ordination.

A visit to the various projects and to local authorities confirms that the ADPP projects are well organised, professionally run and highly appreciated by various authorities.

UTCAHs position is that ADPP is doing a very satisfactory work in various areas and the Ministry of planning informs that the government intends to increase co-operation with NGOs, with ADPP as an important actor.

ADPPs projects clearly complement under-funded and often inefficient government structures. The provincial delegate for health states that the health budget is more illusory than real, set against the needs, and that ADPP efforts in the area of HIV/AIDS fills a void.

In the education sector both national and local authorities express great satisfaction with ADPPs large commitment. In particular the Teachers training colleges are very appreciated as the government admits a lack of training institutions and of good teachers, especially in the rural areas. It is the impression of the relevant authorities, as well as of i.e. ADRA (one of the largest NGOs with an emphasis on rural development and agriculture) that the teachers formed at ADPP schools are of high quality. What is appreciated is that these teachers are trained to take on work in remote rural areas and to involve themselves in community development work.

On the question of the sustainability of the ADPP projects in Benguela it would be safe to say that most of them will need several years and a changed political situation to become sustainable, in the sense funded by government or local institutions. In the schools government has agreed to pay teachers salaries, and is in part fulfilling this commitment, even if ADPP at times has to "lend" the money, waiting for government funds. At the construction of the Teachers college ADPP agreed on 30% funding from government and 50% from UNDP. As government hasnt honoured its undertaking yet, parts of the school buildings are not complete. This indicates the problems for ADPP to ensure government funding and responsibility, but also a pressure from ADPP on government to increase its responsibilities.

ADPP heavily subsidises the students at both the teachers college and the vocational school. Education and boarding is free, costing about 2000 US$/year per student. They are only expected to contribute ten percent, mainly through work. It will take many years before government will be able to take on such expenses. ADPP intends to run the schools "indefinitely".

The Child Aid community development programme can be said to be more sustainable. The various interventions in hygiene, water, sanitation, organisation etc. create improvements that last beyond the project. For a more sustainable impact and poverty reduction, the project would need to further strengthen the uplifting of economic activities, in agriculture and related small scale enterprises.

As is normally the case, all projects in Benguela are managed by international staff. Nine people, mainly from Denmark and Sweden, manage and co-ordinate the projects. ADPP does not intend to change this situation in the near future. Apart from the cost, this creates a sustainability problem, and ADPP would be advised to introduce a stronger system for counterpart training of new managers, and to consider employing people with higher professional skills. In the long term ADPP informs that a number of new project leaders will be formed on the basis of teachers trained at the colleges.

8.3 Context of the project

The introduction of an HIV/AIDS project in Angola was based on decisions taken by ADPP and the Humana federation to expand its work in this field, and on a general understanding that HIV/AIDS is a growing problem in Angola, that would affect all development activities. The pilot programme in Zambia laid the basis for a Model programme formulated at the Humana HQ and adopted by the international board. On advice by Humana, ADPP Angola took on the introduction of the programme and chose Benguela as the centre of project activities. While an intensive programme is developed in Benguela and neighbouring Lobito, ADPP also has started to introduce HIV/AIDS awareness work in all its projects.

At the point of introduction it was not based on any thorough analysis of the Angolan situation or the specific needs and priorities an Angolan HIV/AIDS project would need to respond to.

8.4 Project planning, strategy and objectives

The establishment of the HOPE project in Benguela was preceded by various meetings with health authorities at national and provincial level. The Ministry of Health recommended an emphasis on information and education, but also welcomed the establishment of an STD/HIV centre with testing facilities.

The planning of the project initially centred around the establishment of a project in line with the model programme. This includes a central contact and training centre, with HIV testing facilities, a school information/training programme, outreach programme to communities, work places etc., the formation of HOPE clubs, recruitment of volunteers and training of peer educators, an orphan support programme and a research programme.

The strategy is to raise awareness about HIV/AIDS through informational activities, training local volunteers and groups that can carry the community/school/workplace work further. The establishment of a centre would increase visibility and become a rallying point for HIV/AIDS work in Benguela. Included in the strategy is to make a testing and training facility available to combat STDs and encourage behavioural change through status awareness.

The objectives of the project, as presented to Forum Syd, are to reach all people with information and increased knowledge; to make testing available and support positive living. Non-infected people should stay free from HIV.

Target groups are youth, workers, people active in churches and other social activities, high risk groups like truck drivers, commercial sex workers, people with STDs and soldiers.

Measurable achievements are presented as the outreach of informational material, number of peer educators trained, number of task forces, clubs etc formed, counselling outreach to HIV infected and their families. Surveys and collection of statistics would measure the impact of the project on the spread of HIV and STDs.

8.5 Organisation, management and personnel

HOPE Benguela is one of several ADPP projects in the province placed under the provincial ADPP co-ordinator. The project reports to this co-ordinator and to the ADPP HQ in Luanda. Yearly budgets are decided by the ADPP board, based on budget and activity plans from the project manager. Budget disbursements from HQ are made weekly to the project account. Each project is accounted for separately within ADPP.

The HOPE project manager is a Swedish citizen with over ten years of work with ADPP in Angola and the region. Second in charge is a centre manager, also from Sweden. She runs the project centre and is in charge of programme implementation at the centre and in outreach work. Responsible for the STD/HIV clinic is a medical doctor with a staff of three nurse/counsellor, lab technician and nutritionist. In early 2 000 the doctor and nurse is in place, a lab technician is about to be employed, while the hiring of a nutritionist is planned for the end of the year.

The operational area of the project is Lobito, Benguela and the town of Baia Farta with an estimated population of 1.5 million. The plan is to sub-divide the area into zones with local "task forces" and HOPE satellite centres in place, in Benguela in 1999, Lobito in 2 000 and Baia Farta in 2001. At the moment two extension officers are in charge of extension work in the four Benguela zones and one zone in Lobito. Supporting staff are generally two solidarity workers, who stay for six months as part of their educational programme in a northern country. The extension officers are all Angolans with a short teaching background. One of them is currently being trained at the Frontline Institute in Zimbabwe.

In the project areas mainly the poorer residential areas there are plans to set up four local small stations in Benguela and five in Lobito during 2000. These stations will be situated in i.e. clinics or churches.

8.6 Project activities and achievements

The project activities are divided into 5 areas in accordance with the model programme:

Contact and Training Centre

Health services

Operational research

Opinion forming activities at national level

Outreach programme

The fifth area is sub-divided into school and workplace programmes, community action, clubs and an orphan programme.

The project has not been active in area 3, with only one small survey made. Nor has it gotten involved in any orphan programme, as this is not yet a specific AIDS problem in Angola, where more children are orphaned as a consequence of war.

Activities in area 1 and 2 are performed at the HOPE centre. The centre includes project offices and a meeting hall. At the back of the main building a small clinic has been set up in a separate building. At the time of visit the clinic had not yet received equipment for lab tests etc.

Statistics from ten months in 1999 show that about 1 500 people had been reached by different activities at the centre: 400 consultations on STD/HIV made, 20 people had received training in counselling, and another 115 as peer educators. Over 600 people had been reached in various HIV/AIDS workshops.

In the outreach programme the project estimates that 100 000 people in some way had been reached through campaigns, albeit many in a superficial way like reading a poster. More than 5000 people had attended speeches. At workplace programmes 1 200 people had been addressed att 33 sites and 112 people attended courses or workshops. In the school programme 150 teachers and 600 pupils had been trained as peer educators. Eight clubs had been started.

A special effort has been made to reach the soldiers at the local garrison. An agreement on HOPE activities was reached with the commander. Informational activities have taken place and a training programme is planned.

All in all HOPE estimates that it by November 1999 had recruited 130 activists, teachers and members of clubs and task forces that had made some commitment to actively work with the programme. 800 people had participated in different courses of more than one day, while 7 400 had participated in short training courses.

8.7 Relevance of project activities

Like in Zimbabwe the HOPE project in Benguela consists of two main areas of work health and testing/counselling interventions at the centre and outreach activities.

The establishment of the clinic was based on the model programme of Humana. It was made possible by the grant from FESA (a humanitarian support fund tied to president Eduardo dos Santos) to establish and equip the clinic.

In discussions with health authorities ADPP was recommended to concentrate on preventive work in the way of information and education campaigns, raising knowledge and awareness. According to ADPP this advice was followed during the first two years of activities, opening the way for a testing facility.

There is no experience within Angola on how a testing clinic is received. In other countries such clinics have come up at a much later, too late, stage of the HIV/AIDS epidemic. The main reason has been that people are known to be very reluctant to go for testing, trying to avoid the truth if infection is suspected

It is probable that the Benguela clinic will see a sub-optimal use for some time. People who will go for testing will be those in better social positions. As the health system in general is run down the clinic might also receive many STD patients, which can be treated, but at this point probably will avoid HIV testing. The provincial Department of Health and FESA has decided that HIV tests will be free of charge. FESA funding has been promised for five years.

The Angolan National Strategic Plan to combat HIV/AIDS sets forth that counselling and testing facilities will be part of the strategy. The fight against HIV/AIDS has also been placed as a second priority, after malaria.

Still, in the Angolan context a strong emphasis on educational and informational work is necessary. There is a great lack of information about HIV/AIDS. When the country is at war, a large part of the population is displaced and people are dying from a number of other causes than AIDS, (and where most people are probably not even aware that anybody is dying of AIDS) the basic informational campaign work has a lot of ground to cover.

It thus seems that HOPE has put too much emphasis and financial resources into the project centre and clinic.

The initiated outreach work is then highly relevant and should be the priority of any HIV/AIDS project for quite some time in Angola. At this stage of the epidemic the need for interventions in the area of care and support for victims is also limited.

Through 1999 HOPE aimed at reaching a broad audience. It thus didnt specifically approach the high risk groups. The intention is to direct more attention towards these in 2000. The work with the military has already been initiated.

 

 

8.8 Project implementation and performance

After two years of project activities it is still in its initial implementation stage. To break ground in the fight against HIV/AIDS in a country like Angola is a difficult task. Both formal and informal institutions are negatively affected by the war situation. People struggle to survive and cope rather than to plan for the future and organise.

Much effort has been put into the establishment of the centre and the outreach structure, which still is far from finished. The impression of the project results is that these are still rather patchy, without yet reaching a strong impact, which under the circumstances is rather natural. The project management acknowledges that it has been difficult to establish support structures in the communities. In schools interest to develop a more continuous work and include HIV/AIDS information and educational on sexual relations has not yet been established. Activities depend on personal commitment.

The churches are very important institutions in Angola, especially in relation to HIV/AIDS which concerns morals and sexual relations. HOPE has found an interest in some churches and trained peer educators and counsellors. But there is also reluctance among many church leaders to for example propagate the use of condoms.

To establish local activities HOPE also works on creating community task forces where community leaders take on to run informational and educational work. Some achievements have been made, but the structures are still weak.

The limited successes of the project so far are natural, as the project is doing pioneering work. At the outset of the programme hardly any activities on HIV/AIDS were taking place in Benguela, apart from the odd presentation. The HOPE project has been able to expand activities many-fold and opened up for dialogue and participation by the communities. HOPE also has become a catalyst for other activities, being contacted for advice by various authorities, organisations and individuals.

Still, some shortcomings can be attributed to a lack of project preparation. In 1997 a partly non-conclusive study was made on HIV/AIDS prevalence, high-risk groups and possible collaborating partners. No, or very little data, was available, but some interest of co-operation was found in i.e. the health and education sectors and the churches.

The project personnel had no previous experience of HIV/AIDS work, but built on its community mobilization and education experience, and is learning through trial and error about how to best reach the target groups.

There is an apparent lack of informational and educational material, adapted to various Angolan target groups. The project in 1997 found that such material was more or less non-existent. The project thus has been lacking material to distribute and should possibly have made a greater effort to initially develop more basic material.

The ministries of health and education, as well as UN organisations are now in the process of producing material.

 

The availability of condoms is a basic requirement in HIV/AIDS outreach work. In Angola most people either have no access to condoms or cannot afford to buy any. The project has distributed a few thousand condoms but has not been able to rely on any system for receiving and distributing/selling condoms. The problem is nation-wide and other international organisations, like Population Services International, USAID and UNAIDS are now working on ways to make condoms available in Angola. Here HOPE is actively supporting the efforts.

8.9 Budget and funding

The budget for HOPE in 1998 was 322 000 US$. Main costs were the managers salaries and costs for the establishment of the HOPE centre. Funding mainly came from ADPP, through the clothes sales.

In 1999 the actual budget turned out to be approximately 140 000 US$, one reason being donors emphasise on emergency programmes. The salaries to the two expatriate project managers took more than 60% of the budget and almost the full funding came from ADPP itself. In response to the lack of funds "cheaper" activities, like short seminars and courses, with the maximum use of available human resources, were increased.

HOPE has set up, and received acceptance from the board, a budget for the year 2000 of slightly above 500 000 US$. This budget must be seen as an optimistic budget, as the funding is far from guaranteed. Without additional funding it is probable that the budget will have to be cut down by 30 40%.

 

8.10 Co-operation, networking and participation

HOPE is based on a high degree of co-operation and participation. Co-operation with the relevant authorities was established at the outset of the project. Regular meetings are held where pertinent issues are discussed.

The set-up of the outreach activities depends on an increasing co-operation with any other community organisation or institution. Initial discussions were held in the communities with local, traditional authorities. In the process HOPE has discussed its programme with churches, schools, existing associations etc. The impression is that HOPE is attentive to views presented.

8.11 Gender

HOPE has not made any specific analysis of gender relations and concerns in relation to HIV/AIDS. The interventions so far have been general, containing discussions on gender relations, but without any specific activities to deal with the issue. As gender relations is at the heart of the issue of HIV infection, the project would need to strengthen its understanding of this issue in order to increase quality and effectiveness.

There is a gender balance within the project structure and training and recruitment of volunteers and peer educators has reached both sexes.

8.12 Sustainability

There is no reason to assume that any HIV/AIDS project in Angola, run by NGOs and funded by foreign donors, could become sustainable in the near or medium term. The country is still in a war situation with a run down economy, an inefficient and generally corrupts governmental structure, an under-funded health system and growing needs in many areas.

While government today seems to start to take action against the epidemic, it will not for several years have the resources, organisation or human capacity to take on responsibility for the work NGOs are performing. Even if the government programme strengthened the fight against HIV/AIDS the work of HOPE and other NGO initiatives will be needed, and will need funding outside of government.

The outreach work of HOPE has qualifications to become sustainable, in the sense that the local initiatives and action groups that are created can continue their work, without much financial or other support.

8.13 Conclusion and recommendations

The HOPE project in Benguela was initiated at a time when very little work was done in Angola to combat the growing HIV/AIDS threat. Infection levels are still low in a regional comparison. But there is a danger that the epidemic will spread quickly in the years to come. In 1999 the government adopted a strategic plan to fight the epidemic and the president in 2000 declared that the fight against HIV/AIDS was a national priority.

In this context the HOPE project is highly relevant. The intention of ADPP to include HIV/AIDS work in all its projects and areas of work, based on the Benguela experience, increases the relevance of the project.

Achievements in the project are still patchy. In trying to reach a very large group of people the project at this point seems neither to have achieved to disseminate enough information to have a lasting impact, nor to have created the necessary network of volunteers and peer educators to establish the outreach work.

Still, the project concept of reaching out broadly and engaging people in volunteer work and support groups has the qualifications to establish structures and networks that can carry on a long-term work.

The establishment of an STD/HIV clinic at the project centre demands financial and human resources into an area of work that at this stage maybe should not be a priority. The need is greater to reach a large number of people, especially the young and high risk groups, with campaigns that can result in protective behaviour at an early stage of the HIV epidemic.

The project suffers from a lack of preparatory work. No local analysis or base line study of the operational area was made before the project started. The personnel had no prior experience of HIV/AIDS activities. A learning by doing approach has been used, with some success, but with lower efficiency than would have been possible with a more careful planning and preparation.

The project also suffers from the fact that information and education material still is lacking, as the project early on didnt put an emphasise on the availability of material. Likewise the non-availability of condoms is a problem. The project should make it a priority to find solutions to these bottlenecks.

Possible funding of the HOPE project should thus focus on the outreach aspects of the programme. Demands should also be put on ADPP to strengthen its analysis of the present situation and the planning of interventions directed towards youth and high risk groups. ADPP should also strengthen efforts to get government and relevant international NGOs and donor organisations involved in the setting up of systems for the distribution of condoms.

Decision on funding should also take into consideration the findings about ADPP concerning its democratic and national character. If it is found that these characteristics prevents funding through Forum Syd, Sida can be approached for funding through the embassy, as there are channels for support to NGO-work in the area of HIV/AIDS under the general agreement on cooperation between Sweden and Angola.

 

References

 

Deklarationen Humana People to People, 1998

DAPP in Zimbabwe yearly reports, 1994, -95, -96, -97, -98

ADPP in Angola yearly report 1998

Quarterly and yearly reports from HOPE Bindura, HOPE Benguela and Rushinga Child Aid projects

Applications from UFF I Sverige to Forum Syd

Various presentations and document from DAPP and ADPP

UFFiS yearly reports 1995, -96, -97 and 98

versyn av Freningen UFF

Studie av SIDAs fraktbidrag till UFF I Sverige

Effekten av frsljningen av begagnade klder i utvecklingslnder

Review of UFF project: Vocational Training Centre in Sofala, Mocambique

Socio-economic and Demographic Impact of AIDS in Angola

Plano Estrategico Nacional para as Doencas Sexualmente Transmissiveis

 

 

 

 

 

 

 

 

 

 

 

 

TERMS OF REFERENCE

STUDY OF following projects, (1998-456) Improved standards of living, (1999-485) HIV/aids prevention, (2000-152) From Communal to Commercial Farmer, (2000-153) Resettlement Program in Zimbabwe

and

(2000-151)HIV/aids prevention in Angola

 

Definition of the assignment

The assignment is to make a study of projects supported by UFFiS (U-landshjlp frn Folk till Folk i Sverige) in Zimbabwe and Angola.

Background

The applicant Swedish NGO (SwNGO) is U-landshjlp frn Folk till Folk i Sverige (UFFiS). SwNGO has been active in the field of international development since 1979. Its work in third world countries is primarily centred around support of:

Sale and distribution of secondhand clothing ( in a period up to 1997), childhelpproject, leadership training, scholarship program, project for streetchildren, rural development programs, HIV prevention, etc in Zimbabwe.

Selling used clothes, support of vocational school and teachers college and enviroment project in Angola.

Selling used clothes, teachers college and project for streetchildren in Mozambique.

Fund-raising and a village development program in India.

The organisation's information and public awareness work in Sweden is effected through the SwNGOs magazine and through UFFiSs shops around Sweden.

UFFiS has a total membership of 72 persons. Of these 50 are active members. The membership participates in Annual General Meetings. A sum of approx. SEK 9 million has been raised through the organisation's own initiatives for the projects, during the last financial year.

The geographic focus for this study is in Zimbabwe and Angola.

In Zimbabwe UFFiS is co-operating with DAPP in Zimbabwe, see below, with whom they are, amongst other things, working with two Forum Syd-Sida funded projects.

In Angola UFFiS is co-operating with ADPP, see below. They have not yet any Forum Syd-Sida funded projects, but they plan to apply for funding for a project.

UFFiS has from 1998 been supported/not supported by Sida the following projects:

Proj No. Proj Name NGO's own SIDA's

Contribution Contribution

1998-156 Treeplantation in Tombwa Rejection

1998-157 Improved standards of living Rejection

1998-158 Community centers Rejection

1998-456 Improved standards of living 133 000 548 000

1998-535 Information campaign on HIV/aids Withdrawn

1999-100 HIV/aids prevention Withdrawn

1999-485

1999-501 HIV/aids in Southern Africa Withdrawn

2000-151 HIV/aids prevention Withdrawn

2000-152 From Communal to Commercial Farmer Withdrawn

2000-153 Resettlement Program Withdrawn

2000-400 Information campaign on HIV/aids Withdrawn

The local partner (LoNGO) in Zimbabwe is Development Aid from People to People in Zimbabwe (DAPP in Zimbabwe). DAPP in Zimbabwe is a local membership association, registered as a Welfare Organisation, founded in 1980. DAPP in Zimbabwe has 35 members many employed within their projects, a duly constituted board consisting of 3-4 members, at present 4. Ib Hansen is president at present. DAPP in Zimbabwe have annual meetings and elects a board every third year. The organisation has been engaged in developmental activities since the beginning of the 80s.

Partnership between UFFiS and DAPP in Zimbabwe commenced in 1980. As mentioned, DAPP in Zimbabwe and UFFiS have two (2) Forum Syd-Sida funded projects in Zimbabwe:

1998-456 Improved standards of living for 3000 families, is a two year support to a five year development program, with theoretical and practical education, aiming at self-reliance for 3000 families. This phase of the project is planed to phase out during 2000. UFFiSs own contribution to the project amounts to SEK 133 000.

1999-485 HIV/aids prevention, is a three year project with preventive measures and support to affected, aiming at an enhanced knowledge about HIV/aids and a decrease of contaminated. This will be attained through education, information campaigns, counselling, etc. UFFiSs own contribution to the project amounts to SEK 293 000 Material support is not included in this contribution, although the material support is substantial, i. e. because of the collecting and selling of used clothes. Economic support associated with the project for administrative costs in Sweden amount to SEK 61 000.

UFFiS and DAPP in Zimbabwe is applying for funding through Forum Syd-Sida for two other projects:

2000-152 From Communal to Commercial Farmer

2000-153 Resettlement Program

 

 

The local partner (LoNGO) in Angola is Ajuda de Desenvolvimento de Pova para Povo em Angola (ADPP). ADPP em Angola is a local membership association founded in 1991. The NGO has 33 members, of whom twelve are Angolans, a duly constituted board consisting of five members. ADPP em Angola has annual meetings and elects a board every third year. The organization has been engaged in developmental activities since the beginning of the 90s.

Partnership between UFFiS and ADPP em Angola commenced in 1991. As mentioned UFFiS and ADPP em Angola have no Forum Syd-Sida funded projects in Angola, but they are applying for funding for one project:

 

2000-151HIV/aids prevention

DAPP in Zimbabwe, ADPP em Angola and UFF in Sweden are members of the Fedreration of Associations connected to the International Humana People to People Movement, often called Humana People to People.

A detailed projection regarding the activities funded in 1998-456 and 1999-485, together with sums allocated and time frames allotted to the project are reflected in the memorandum and budget, available on request.

 

Reasons for the Task

This task is being undertaken because of a recommendation from Sida/SEKA to initiate a study of UFFiSs local partners and their Sida-funded projects in Zimbabwe before further applications are dealt with.

A main task is to certify that the local partners in the projects are local organisations with a democratic structure and a genuine support in the target groups.

The task is being performed to certify that the projects are progressing towards achieving its objectives and also certify that these objectives are in harmony with Swedish Development Co-operation aims, with emphasis on democratic aspects.

Also to report on and assess the efficiency, economic and other, of the projects.

The conclusions/findings made will be used by all partners involved, including Sida, for further discussions and dialogue. It also will help Forum Syd/Sida in the

decisionmaking process about further project applications.

 

Scope and Focus of the Task

The study shall comprise the following aspects (NB, on all relevant issues gender aspects are to be included):

- the effect of the projects on the target group

- the local partners in the projects; is it local organizations with democratic structure

working for social development based on democratic principles?

- cost efficiency of projects

- relevance of the projects, how can the projects address the existing problems?

- the different participation levels of the target groups in projects

- secondary effects of the project, positive and negative, including environmental aspects

- relevance; can the projects solve the problem it was set up to solve? Are the means adequate? Are the projects in harmony with Swedish Development Assistance aims?

- validity: are the projects well justified? Are the chosen activities the right ones?

- sustainability (short & long term) of the projects for the target groups and society

- unforeseen effects of the projects, positive and negative

- the development potentials of UFFiS and the local partners to administer and implement development projects

- analysis of achievements, problems & constraints and potential for eventual project success

- experiences gained and lessons learnt: possibilities to use these experiences in other similar development conditions

The report is assumed to highlight positive as well as negative aspects, and to make suitable recommendations including alternative approaches to achieve project objectives.

 

Methodology & Time Frame For The Task

Part of the assignment is to be conducted in Sweden. The following tasks shall be performed in Sweden:

- preliminary study of documentation and project files.

- interviews with people in Sweden who have been involved within the UFFiS and with the projects, as well as with desk-officers at Forum Syd and Sida.

- statistics and data are to be collected.

Part of the evaluation is to be conducted in Zimbabwe and Angola, the following tasks should be included:

- field visits and interviews with people connected with the projects.

Preliminary findings, conclusions and suggestions should be discussed with representatives of DAPP in Zimbabwe and ADAPP em Angola before departure.

The written draft of the report shall be submitted to the local organisations DAPP in Zimbabwe and ADAPP em Angola and to UFFiS for comments.

 

The tasks should be completed within a period of approximately five weeks. We propose that one week will be spent in Sweden in connection with preparatory work, three weeks in the field, and one week should be utilised for compiling the report and debriefing in Sweden.

Reporting

A written report of the evaluation in English should be submitted to Forum Syd of the latest 20^th of February 2000.

A verbal report of the findings shall presented at a meeting with program officers at Forum Syd and representatives from UFFiS.

The written report shall be typed on an IBM compatible computer using Word program, and submitted to Forum Syd on diskette or as an attached document by e-mail.

The written report will be distributed to all interested parties.

The report should maintain such a standard and quality that publication of the same is possible without any further editing.

 

The content of the report shall as a minimum be:

1. Table of contents

2. Executive summary (preferably not more than two pages)

The Executive Summary should be self-contained and self-explanatory so that it can be used separately and:

- give a brief description of the organizations involved and their projects evaluated

- explain the purpose and focus of the study expressed in the Terms of Reference

- give a brief account of the evaluation methodology and by whom the evaluation was conducted

- give a summary of findings, conclusions and recommendations (this should be the main part of the executive summary)

Background information

- the functions, roles and responsibilities of the participants, including the target groups, partners, the local administration in the project area, the central authorities, UFFiS, other donors, other partners and NGOs in the same sector etc. should be presented in the report.

- the development context of the projects

- the projects: the goal hierarchy, inputs, activities, expected outputs, effects and impacts

4. Scope and focus of the study, methodology

- the reasons for the evaluation and scope and focus of the study as outlined in the Terms of Reference

- various approaches and methods used in conducting the evaluation (describe what was done, by whom, when, where, how)

- limitations placed on the study including the reliability of the statistical and other data being used.

5. Findings, conclusions and recommendations

The findings, conclusions and recommendations should be presented in clearly defined sections addressing each of the concerns outlined in the Terms of Reference.

Conclusions should be stated clearly and supported by the evidence and analysis presented.

 

6. Appendices

- Terms of reference for the evaluation

- List of References (literature and background papers)

- List of persons met and places visited

- Tables, diagrams, statistical information (optional)

7. Annotation

In addition all authors of the evaluation report shall include an annotation on the evaluation report for the purpose of an international evaluation report bibliography maintained by the DAC Evaluation group.

The format of the annotation shall be as follows:

Five to ten lines in sentence format summarising the following information: program objectives, report objectives, major sections of the report (i.e. component parts) and type of information presented; evaluation methodology; and any other significant information.

Additional sections may be added, as seen appropriate

 

 

 

 

 

 

 

 

 

Annex 2

Programme for Forum Syd study of DAPP Zimbabwe and ADPP Angola

Monday 17.01.00 Visit to Hope centre, Nyava

Visit to school and village group, Nyava

Introductory meeting, Humana Federation Head Quarter

Visit to district peer education workshop, Chakonda

Tour of HOPE centre, Bindura

Tuseday 18.01 Meeting Collin Boyd, National Foods

Meeting Dr Mlambo, Bindura University

Meeting Irene Mutumbwa, FOST

Meeting Patrick Ngilazi, Positive Living Programme

Meeting Mr Chitsike, ZFU

Meeting Dr Sayed, Bindura Hospital

Visit PP Mine location

Meeting Mrs Mukaronda, HOPE nurse

Wednesday 19.01 Discussion with Bob Dzere, project manager

and Ib Hansen, DAPP chairman

Meeting Mr Bepura, Bindura mayor

Meeting Mr Chikona, Prov. Head, Min. of National Affairs

Meeting Dr Charimari, Prov. Medical Director

Meeting Mr Colins Mutyambezi, ass. District nursing officer

Discussion with Ib Hansen and Bob Dzere, DAPP board

Thursday 20.01 Travel to Rushinga

Meeting with Luckson Soda, Project manager

Visit to preschool

Visit to primary school

Visit to womens Savings club

Meeting Mr Chikwema, district Educational officer

Meeting Mr Maduyu, district Social services officer

Discussion with Luckson Soda and Maria Thorlund, Humana

Friday 21.01 Visit family group at Chaparadza dam

Meeting Mr K. Kwenda, chief executive officer

Meeting Mr Chisadza, PAAP

Visit Chimadza womens club

Visit Farmers club irigation scheme

Visit Mashoko savings club

 

Saturday 22.01 Visit Farmers club, Rutope

Visit Mumurwi Farmers club

Visit CtoC programme River Estate

Discussion with Lovemore Maowe, project manager CtoC

and Ib Hansen, chairman DAPP

Monday 24.01 Interview Dr Grant, CFU

Interview Mr Goche, Ministry of Foreign Affairs

Interview at Danish embassy

Interview Mr Chunga, Presidents offfice

Discussion Mr Bcklund, Forum Syd

Tuesday 25.01 Interview Dr Hungwe, Min. of Lands and Agriculture

Meeting at Swedish embassy

Meeting Mr Labra, CREATE

Meeting Ms Serima, ZAPSO

Meeting Mr Miribidi, Director for Social Welfare

Interview, Mrs Mahlangu, Zimbabwe Aids Network

Wednesday 26.01 Interview Mr Moses, NACP

Meeting Mrs Mujuru, Minister of Water

Interview, Mr Mudehwe, NANGO

Discussion, Mrs Nyathi, ACPDT

Thursday 27.01 Debriefing with DAPP Zimbabwe

Friday 28.01 Departure for Angola

Introductory meeting with Rikke Viholm, chair person ADPP

and Luis da Costa, administrator, member of the board

Saturday 29.01 Meeting with Rikke Viholm, Luis da Costa and Lene Christensen, finance director

Interview Ewa Nunes-Srenson, Swedish embassy

Interview Ulla Innala, Africa Groups of Sweden

Departure for Benguela

Meeting with Agneta Danhe, ADPP co-ordinator, Benguela

Sunday 30.01 Drive to Dombo Grande

Visit to emergency aid project among refugees, meeting with

Eugenie Han Min Rojes, project manager ADPP

and Bernadino Lavare and others

Dinner, Mario Guerra, Ministry of Information

Monday 31.01 Meeting with Anneli Barregren and

Evaristo Waya, HOPE Benguela, dr Malungo

HOPE seminar at police station

Visit task force meeting

Visit refugee camp with HOPE activity

Planning meeting

Tuesday 1.02 Visit school for street children, Maria Berglund, Martha Silva

Visit Teachers college, Anne Dorte Hjrup, Nancy Gottlieb,

Delfina Alberto and students

Interview Abilio Eduardo, Coordinator, ADRA

Interview Melo Costa, provincial director, UTCAH

Interview Luis Antonio, Prov. Director of Education

Interview Dr Bento, Prov. Delegate for Health

Planning meeting, Anneli Barregren,

Meeting HOPE youth club, Evaristo Waya

Wednesday 2.02 Drive to Vale do Cavaco

Visit Child Aid project, Eugenie Han Min Rojes, Gabriel Cabo

Visit Vocational school, Jeanette Rasmussen

Visit Clothes Sales project, Neil Clark and personnel

Debriefing with HOPE Benguela

Departure for Luanda

Meeting Lene Christensen, Luis da Costa

Thursday 3.02 Meeting Lena Sundh, ambassador of Sweden

Meeting J A Martins, advisor Ministry of Assistance

Interview Palmira Tjipilica, Gen. Director, UTCAH

Interview Jose van Dunem, vice minister of Health

Interview Rosalino Neto, AAD Dep. Secretary general

Interview Jaime Franco, Nat. Director, Min. of Education

Debriefing with ADPP Angola

Friday 4.02 Departure to Sweden

 

 

Annex 3

 

 

Persons met during the review

Zimbabwe:

Maria Darsbo, Chair person, Humana People to People Federation

Ib Hansen, Chairman, DAPP Zimbabwe

Maria Thorlund, Operational manager, Humana People to People Federation

Victor, DAPP member, teacher Frontline Institute

Hope project:

Bob Dzere, Project manager, HOPE project, member of DAPP board

David Karingamupembe, extension officer, HOPE

Casper Rajabo, extension officer, HOPE

Wilson Maswende, extension officer, HOPE

Christine Matshe, Small projects officer, HOPE

Monica Mukaronda, nurse, HOPE

Diana Chikwenga, extension officer, HOPE

Mr Ngadya, Agritex officer, Nyava

Shiela and Jane Mashonganyika, Anna Nzvere, village volunteers, HOPE

School personnel, Nyava Primary school

Collin Boyd, Manager of National Foods, Bindura

Dr Mlambo, Chaplain, Bindura University

Collins Mutyambizi, District nursing officer

Patrick Ngilazi, Positive Living Programme, HOPE

Dr Sayed, Bindura district hospital

Mr Chitsike, Zimbabwe Farmers Union, Bindura

Irene Mutumbwa, Farm Orphans Support Trust

Mr Bepura, Mayor, Bindura

Dr Charimari, Provincial Medical Director, Mashonaland Central

Mr Chikona, Provincial head, Min. of National affairs

Mrs Serima, Zimbabwe Aids Prevention Service Organisation

Mrs Thembeni Mahlangu, Zimbabwe Aids Network

Rushinga Child Aid Project:

Luckson Soda, Project manager, member of DAPP board

Miss Christine, Programme officer, RCA

Personnel at pre school, Chimanda

Mr Mandova, head master, Chimanda Primary school

Mrs Katikiti, Mrs Magara and womens group

Mr Chikwema, District Educational officer

Mr Maduyu, District Social Affairs officer

Kasima Kwenda, Chief Executive officer, Rushinga Rural district council

Mr Chisadza, PAAP officer, Rushinga

Mr B. Kowo, spokesman for family group, building dam

Nyarai Kowo, extension officer, RCA

Noel Charuma, chair person, School development committee, Chaparadza school

Moleen Chikohore, supervisor, pre school, Chaparadza school

Timothy Truzumba, extension officer, RCA

Obert Chikono, extension officer, RCA

Mr Mitisi, chair person, Farmers club

Janes Mawoyo, extension officer, Farmers club

Members of Tosiwa savings club

Eva Mufutumari, extension officer, RCA

Commercial to Communal Farmer programme:

Lovemore Maowe, Project manager, CtoC

Mr Kudakwasha, extension officer, Farmers club

Edward Nyamuranga, kraal head, Rutope ward

Group 3, Farmers club, Rutope

Mumurwi Farmers club

Farmers group at River estate

Meetings in Harare:

Dr Grant, Deputy director, Commercial Farmers Union

Mr Goche, Deputy Minister for Foreign Affairs, MP for Shamva

The ambassador of Denmark

Anja Skydt, programme officer, Danish embassy

Mr Chunga, acting head of Land reform process in the Presidents office

Dr Vincent Hungwe, Director of Lands, MoLA

Mrs Mujuru, Minister of Water and Rural Development

Philip Moses, National Aids Co-ordination Programme

Mr Miribidi, Director for Social Welfare

Mr Jonah Mudehwe, Executive director, NANGO

Talent Nyathi, director, ACPDT

Stellan Bcklund, Coordinator, Forum Syd

Mr Labra, CREATE

ANGOLA

Rikke Viholm, chair person ADPP Angola

Luis da Costa, administrator ADPP Angola

Lene Christensen, Finances ADPP

Manuel Franscisco, Clothes sales, ADPP Luanda

Meetings in Benguela:

Agneta Dahne, ADPP co-ordinator, Benguela

Anneli Barregren, HOPE project manager, Benguela

Evaristo Waya, extension officer, HOPE

Feliciana da Silva, extension officer, HOPE

sa Niklasson, HOPE centre leader

Eugenie Han Min Rojes, Child Aid project manager

Bernadino Lavare, ADPP water and sanitation

Venancio Movie, Child Aid

Dr Malungo, HOPE centre

Maria Berglund, School for street children

Martha Silva, School for street children

Anne Dorte Hjrup, Nancy Gottlieb, ADPP Teachers college

Delfina Alberto and students, ADPP Teachers college

Gabriel Cabo, Child Aid

Jeanette Rasmussen, Vocational school

Neil Clark and personnel, ADPP Clothes Sales

Mario Guerra, Ministry of Information

Abilio Eduardo, ADRA

Melo Costa, Provincial Director, UTCAH

Luis Antonio, Prov. Director of Education

Dr Bento, Prov, Delegate for Health

Meetings in Luanda:

Lena Sundh, ambassador of Sweden

Ewa Nunes-Srenson, 1^st secretary, Swedish embassy

Ulla Innala, Africa Groups of Sweden

J A Martins, advisor, Ministry of Assistance

Palmira Tjipilica, Gen. Director, UTCAH

Jos van Dunem, Vice minister for health

Rosalino Neto, Dep. Secretary general, AAD

Jaime Franco, Nat. director, Min. of Education

 

 

Annex 4

Zimbabwe Results 1998

Division of income

Donations from UFF in Sweden

24,27%

Donations from UFF in Denmark

1

Clothes sales in Zimbabwe

6.7

Government of Zimbabwe

0.03

School fees

52.2

Income enterprises farms

6.8

Donations Sida

3

Donations, various

1

Rentals

5

Total

100

 

Division of expenses

Administration

2 %

Establishment and running costs Farms

11

Establishment and running costs DAPP schools

56.2

Establishment and running costs Child Aid

14

Establishment and running costs Communal to commercial farmer

8

8

Information

0.8

Total

100

 

Annex 5

ANGOLA - ADPP

Income 1998 in US$.*

Sale of 2^nd hand clothes and shoes

4 620 439

Exemptions from customs duty on 2^nd hand clothes and shoes

800 000

Contribution from ADPP Catering and ADPP Clothing Factory

55 000

Humana Holland

328 829

UFF Sweden

53 037

Humana Spain

84 434

Humana Belgium

73 300

Humana Germany

147 164

Provincial Government of Cabinda

674 848

Cabinda Association (Sonangol, Chevron, Elf, Agip)

250 000

Prov. Government of Benguela

57 496

UNDP

405 428

Association Black 18 (Sonangola, BP/Amaco, Shell)

153 000

Foundation of NDVN

62 730

World Food Programme

350 000

Unicef and others

42 494

Total contributions

8 163 199

 

Expenses 1998 in US$*

Schools for children establishment

26 501

Schools for children program costs

1 065 621

Vocational schools establishment

232 811

Vocational schools program costs

996 030

Teachers college establishment

1 641 194

Teachers college program costs

1 451 787

Child Aids establishment

208 665

Child Aid Program costs

1 070 069

Tree planting and environment establishment

123 130

Tree planting program costs

356 316

HOPE HIV/AIDS establishment

44 220

HOPE program costs

277 737

Relief and refugee aid establishment

1 848

Relief and refugee aid program costs

121 319

Administration, research, program dev.

518 167

ADPP scholarship programme

284 697

ADPP Solidarity worker programme

322 905

Service fee for Humana people to people

448 587

Contribution to construction of Humana HQ

227 500

Total expenses

9 419 104

*all revenue from 2^nd hand clothes is in KZR and registered in USD at official exchange rate, which in 1998 was very low. The effect is that expenses look higher than actual costs. Total budget in 1999, with a more correct exchange rate will give a substantially lower turnover, maybe 35% less.