March, 2010 (Portuguese) and September 2010 (English version)

CARE/SCORE - SRENGTHENING CIVIL SOCIETY ORGANISATIONS FOR

RURAL EMPOWERMENT
Evaluation of the Gender and HIV-
AIDS component of the CARE-SCORE
project in the Province of Inhambane
___________Final Report___________
By
Armindo Tomo
Public Planning and Decentralization consultant
Email: armindotomo@yahoo.com
Mobile: (+258) 84 39 84 402)
Fax : (+258) 293 21 147



1

ACKNOWLEDGEMENTS


First we would like to send our thanks to the SCORE-CARE team in Vilankulo
for the valuable contributions that made this work feasible.

We would like to individualize our thanks to Jorge based in Mabote, Feliciano
Magesso in Mapinhane-Vilankulo and Moiss in Inhassoro who demonstrated
professionalism and willingness to guide all the field work

We also thank Mr. Raymond who during his short visit has offered to provide
constructive criticism to improve the quality of the evaluation process.

We thank the visited District Permanent Secretaries and the District Department
Directors for their open and exempt opinions on the performance of the SCORE
project

Last but not least we would like to thank all members of the CDL and OCBs
including the Chefes das Localidades that offered valuable part of their short
time to analyze the successes and failures of SCORE as well as suggesting on
how to improve the situation.



Armindo Tomo
Consultant







2

ABBREVIATIONS

CARE International Non-Governmental Organization
CCL Local Consultative Council
CDL Local Development Committee
CEDES Ecumenical Committee for Sustainable Development
CTD Technical District Council
FOPROI NGO Forum of the Inhambane Province
HIV Human Immunodeficiency Virus
IDPPE Institute for Development of Small Scale Fisheries
OCB Community Based Organisation
OIIL Investment Budget for Local Initiatives
ONG Non-Governmental Organization
OSC Civil Society Organisation
SCORE Strengthening Civil Society Organizations for Rural
Empowerment
SDAE District Department of Economic Activities
SDEJT District Department of Education, Youth and Technology
SDPI District Department of Spatial Planning and Infrastructures
SDSMAS District Department of Health, Woman and Social Affairs
AIDS Acquired Immunodeficiency Syndrome











3

TABLE OF CONTENTS

SECTION PAGE
I ABSTRACT 4
II BACKGROUND 5
A. Evaluation problem 5
B. Key concepts 6-13
C. Stakeholders and their information needs 13-14
D. Participants and their tasks 15
E. Projects objectives 15
F. Gender and HIV/AIDS logical framework 16
G. Location and planned longevity of the project 16-17
H. Resources used to implement the project 18
I. Project expected measurable outcomes 19
III EVALUATION STUDY QUESTIONS 19
IV EVALUATION PROCEDURES
A. Sample 20-21
B. Data collection 22
C. Summary matrix 22
V FINDINGS
A. FINDINGS OF THE INTERVIEWS 23-29
B. ANALYSIS AND DISCUSSION ON THE FINDINGS 29-33
VI CONCLUSIONS 33-34
VII RECOMMENDATIONS 34-35








4

I. ABSTRACT
The report hereby presented is the result of the summative evaluation of the
gender and HIV / AIDS component of the Project CARE-SCORE. The
evaluation was undertaken in three districts namely Mabote, Vilankulo and
Inhassoro throughout March 2010.
The assessment intended to measure the degree in which the project has
attained the planned outcomes and impacts from its conception to its final
stage. The evaluation comprised six main phases:
1. Develop a conceptual model of the gender component of the SCORE
project and identify key elements for evaluation
2. Develop evaluation questions and define goals / measurable outcomes
3. Develop the evaluation design
4. Collection and compilation of the data
5. Analysis and interpretation of data
6. Preparation of the final report
The collection of data was done through open interviews to entities previously
selected and that was organised in three groups, viz beneficiaries, partners of
the District Government and other organizations.
Although the SCORE has observed some difficulties in management, was
noticeable change in the CDL and OCB target group in the field of gender and
HIV / AIDS.
Women who received support of SCORE showed high levels of affirmation and
empowerment, especially those that received sub-grants. Thus we conclude
that the intervention of the project in the three Districts was in line with most of
the goals outlined in the matrix of the project. By this way the implementation of
the SCORE has been efficiently exemplary
One recommendation to be stressed is the need to make efforts so that the
situation of women's empowerment and participation that was built by the
project intervention will not disappear due to the termination or change of the
project.
Finally it is recommended to intensify the coordination between SCORE and
District Governments through timely reports of the measures planned for each
year.
5


II. BACKGROUND
A. EVALUATION PROBLEM
The evaluation of the gender component of the Project SCORE regarding the
attainment of the expected products and impacts is the way to cover the deficit
of information about the performance of the project throughout the period of its
implementation (June 2004 - March 2010). There has been identified the need
to know:
1. How did the project respond to the challenges faced by women when
participating in CDL - not only in terms of presence but also contributing
in ideas that have been implemented?
2. What forms and types of participation of women in particular can be
observed in the groups supported by the project? And what differences
are there when compared to other groups who did not receive support?
3. To what extent women have benefited from the sub-grants provided to
the OCB under the project?
4. To what extent the training delivered to OCB and CDL have influenced
the participation of women?
5. What is the perception of the beneficiaries about the promotion of
citizen participation and women in particular in terms of achievements
and failures of their inclusion in decision-making in the planning
process and local public administration?
6. Are the results obtained with the implementation of the plan reasonable
in relation to the cost of resources used?
7. Are the results and changes achieved lasting and sustainable?
8. Is the project replicable and transportable?

To answer these questions is in fact necessary to conduct a summative
assessment or evaluation of products / impacts which consists in collecting
information about outcomes, outputs and changes resulting from the
implementation of strategies and activities that make up this project.


6

B. KEY CONCEPTS
SCORE is a project in the field of democratic governance and by this it aims to
empower organizations in rural communities for better participation in social and
economic development of their districts, recognizing their rights in the district
planning process while ensuring effective participation of communities in the
decentralized planning process. In this situation and to better establish the
conceptual limits in which the evaluation took place, the key concepts adopted
for this work are then presented.

Governance
The term governance refers to the process of decision making and the ways in
which decisions are implemented or not. In any system, the Government is
leading, but others may influence the process. Non-governmental actors such
as religious leaders, civil society, trade unions, financial institutions and
community-based groups can play important roles.

A good governance system is characterized by the following:
Participated - a stimulating broad participation of citizens in decision-making;
Consensus oriented - to reach decisions on the basis of general agreement;
Transparent - open to scrutiny in decision-making;
Effective and efficient - providing adequate basic services to citizens and;
Fair and inclusive does not exclude sectors of the population, especially
those who are most vulnerable or marginalized.

The SCORE project when empowering citizens to increase their capacity to
participate in making decisions on social and economic development of their
communities, has greatly contributed in creating a fair system of governance. In
Mozambique the reform of local governance backs 1978. It began as part of the
process of dismantling the colonial system, which began after the National
Independence in 1975. The laws on administrative reform replaced the colonial
administrative structures and built a new system of governance structured at
central, provincial and local levels. After independence, Mozambique has
adopted a centralized administration system where each and every
7

development issues were planned and decided at central level. Nowadays this
policy has been replaced by political openness, and multiparty economy based
on market laws.

Decentralization
Despite variations in definitions and indicators of good governance, most
institutions agree that good governance typically includes efforts at
democratization and decentralization, the introduction of free and fair elections,
political parties, creating a civil society, free and independent press. A most
important component of democratization in many parts of the world is
decentralization. Decentralisation is the process of transferring the authority,
resources, personnel and responsibility of central government to provincial and
local levels. Countries seek for decentralization for a variety of reasons
including a desire to make government more responsive and accountable to the
needs of the population and / or responding to pressure of donors to reduce the
budgets of the central government.

Decentralization is based on the notion that various levels of government have
different knowledge and skills to address the problems. For example, policies
for national defence and monetary policy are clearly best placed at the national
level but the policies regarding schools, protection by local police and some
public services are often better at local level with community participation.
However, critics of decentralization argue that it weakens parts of the state
which, for the sake of peace building and human security, need to be
strengthened. There are three general types of decentralization: political,
administrative and fiscal. There are also four major forms of decentralization:
Devolution, Delegation, Deconcentration and Economic Decentralization.

The political decentralization usually refers to the situation in which political
power and authority are transferred to the sub-national levels of government.
The most obvious manifestation of this kind of decentralization is the existence
of any sub-national elected and empowered governments. These governments
may exist from the level of Municipalities to States. Devolution is considered a
8

form of political decentralization. Devolution refers to transfer full and complete
responsibility, decision making, resource management and revenue for a local
public authority that is autonomous and completely independent of central
authority. The units that receive the devolution are often recognized as
independent legal entities and are ideally but not necessarily elected. Political
decentralization requires a constitutional, legal and regulatory framework to
ensure accountability and transparency. It is also necessary to reorganize
institutions and develop links with civil society and private sector. Also political
decentralization requires universal participation and a new approach to
community institutions and social capital.

Administrative decentralization aims at transfer of authority in decision making,
resources and responsibilities for the provision of a certain amount of public
services that were managed by some institutions of central government to other
levels of government, agencies and offices.

Administrative decentralization is often simultaneous with the public sector
reform. There are two major forms of administrative decentralization:
deconcentration and delegation.

Deconcetration refers to transfer of authority and responsibility of a central
government level to another lower level but keeping the same hierarchy of
accountability from units / departments to local agencies or ministries of the
central government which have been decentralized.

Deconcentration can be seen as the first step toward a decentralization of
government towards improving the provision of public services for citizens.

Delegation redistributes authority and responsibility to local units of government
or agencies that are not necessarily arms or local offices of the delegating
authority.

9

Fiscal decentralization is possibly most understandable degree of
decentralization since it is directly linked to the budgetary practices. Fiscal
decentralization refers to the reallocation of resources to sub-national levels of
government. Typically arrangements are negotiated for allocation of resources
between central and local authorities based on several factors including
interregional equity, availability of resources at all levels of government and
local capacity for monitoring and fiscal management.

Economic decentralization or divestment happens when the responsibility to
plan and manage or other public functions are transferred from government to
voluntary institutions, private or non-governmental organizations with a clear
benefit and public involvement. Usually involves the hiring of partial provision of
services or administrative functions, deregulation or full privatization.

In the case of Mozambique, the weak technical and financial capacity has
resulted in a deterioration of social infrastructure and economic disability of the
Executive Councils in providing basic public services for citizens. In 1983 it was
publicly recognized that the Mozambican administrative system was overly
centralized. Thus, the People's Assembly passed Law 2 / 87 of January 19
which authorizes the Council of Ministries to make statutes for the
administrative and financial autonomy in the country.
In 1994 the National Parliament approved the Law 3/94 on the institutional
framework of Municipal Districts.
In 1997 the National Parliament passed the legislation on Local Authorities
including the legal and institutional framework of the Local Authorities (Law 2/
97) and Law on Local Finances (11/97). According to Law 2/97 local authorities
are established as territorial units endowed with representatives (a municipal
assembly), executive body (municipal council) with administrative and financial
autonomy.
From now until the present day has been developed new instruments and / or
reviewed the past to reach by decentralizing better public services for the
population. Some examples are Law 8/2003 of May 19 on the Local State
10

Organs and its regulation - Decree 11/2005 of June 10; Decree 6/2006 of 12
April on the organic structure of the District Government and its Organic Statute.

Empowerment and Participation
The concept of empowerment rises from the idea of giving people the power,
freedom and information to enable them to make decisions and actively
participate in the organization.

Empowerment is based on four main bases:
Power - to empower people by delegating authority and responsibility at all
levels of the organization. It means to give importance and trust people, give
them freedom and autonomy to decide;
Motivation - providing motivation to the people to encourage them continually.
This means recognizing the good performance, reward results, allowing people
to participate in the results of their work and celebrate the achievement of goals;
Development - provide resources to people in terms of training and
professional development. That means training continuously, providing
information and knowledge, teach new techniques continuously create and
develop talent in the organization and
Leadership - providing leadership in the organization. This means guiding
people, set goals and targets, opening new horizons, to evaluate performance
and provide feedback.

Participation includes the involvement of citizens in decision-making,
implementation of development programs, sharing of the benefits of these
programs and their involvement in the evaluation of its efficiency. Participation
may be seen as a mean to the extent that they use various methods and
techniques to ensure that the ideas and aspirations of citizens are incorporated
into development plans. While when it empowers people by helping them
acquire skills, knowledge and experience in order to take more ownership and
responsibility for its development, is a goal.


11

In theory one can distinguish different levels of participation:
Manipulation - is the lowest level and applies to situations of lack of
participation;
Information - people are informed about certain actions and decisions;
Consultation - people are consulted and may decide about certain issues or
development projects, construction of mutual consent - the actors interact,
analyze problems and develop solutions in a shared, decision making - people
make decisions that are legal or binding to all;
Partnership - people working together to achieve joint goals where each party
has its share and,
Self-management - people take the initiative to carry out actions which lead to
its development.

Whatever the form or level in which participation takes place, is advantageous
in that, among other things:
Increase the effectiveness of development projects when the activities
are based at the local level of knowledge and understanding of problems;
Develop the skills and local skills to enable them to manage their own
development;
Increases coverage and responsiveness;
Improves the targeting of benefits for the poor;
Ensure the sustainability of development projects by increasing
ownership and
In gender perspective, raises the status of women

In Mozambique the participation of citizens in social and local economic
development is legally recognized by various instruments, one of them are the
Decree 11/2005 of June 5 which regulates the Law 8 / 2003 of May 19 on the
Local Organs of State. On this matter, the Decree 11/2005 of June 5 in Article
103 stipulates that the District Development Plans are elaborated with the
participation of the resident population through the local consultative councils.
Article 104 of this Decree defines the local community as a set of individual and
collective entities in a given unit of territorial organization, namely Province,
12

District, Posto Administrativo, Localidade and Povoado, comprising families that
aim to safeguard common interests such as protection of residential areas,
agricultural areas, places of cultural importance, pastures, water sources,
hunting and expansion areas and so on. Further in Article 110, the Decree sets
out mechanism for community organization, namely local council, local forum,
community committees, community funds, etc.

The community committees are particularly defined in Article 113 as a
mechanism of organizing people to enable communities in identifying and
finding solutions to their problems.
.

C. STAKEHOLDERS AND THEIR INFORMATION NEEDS
In this evaluation the actors are defined as persons or entities, individuals or
collectives who benefit, provide services, regulate or contribute in the
implementation of SCORE in its gender component. These actors were
identified during the workshop with the representatives of SCORE and were
considered sufficient for the required information. Each of them, due to its
characteristics that distinguish it from other offers information of particular
interest for the evaluation. To facilitate the identification and characterization of
the actors the following table was completed. More important is to note that in
general each of these actors have different roles and responsibilities but were
selected only those that have particular relevance for evaluation

These actors were identified during the workshop with representatives of
SCORE and were considered sufficient for the required information. Each of
them, due to its characteristics that distinguish it from other offers information of
particular interest for evaluation. To facilitate the identification and
characterization of the actors was completed in the following table. More
important is to note that in general each of these actors have different roles and
responsibilities but were selected only those with particular relevance for the
evaluation.

13

Stakeholders Identify contact persons
/ reference for each
actor and audience
Describe the interests, expectations, etc.. that can play a key role as a criterion in the
phase of analysis and interpretation of the assessment




1




District
Government
District Administrator He/she is the representative of the central authority of state administration in the district
(Art.31 Decree 11/2005 of June 5) and responsible for the institutionalization of local
councils at district and lower levels (No2 Art.117 of the same Decree)
District Permanent
Secretary
He/she is responsible for coordinating the implementation and monitoring of the district
government decisions (N
o
1 Article 53 of Decree 11/2005 of June 5)
SDEJ His/her function is to ensure the proper functioning of the institutions of literacy and non
formal education (No1 Art.6 Decree 6/2006 of April 12)
SDSMAS His/her function is to promote and guide the implementation of measures to ensure
gender equity (N
o
2 Art.7 Decree 6/2006 of April 12)
SDPI His/her function is to promote the construction and management of drinking water sources
(Art.5 Decree 6/2006 of April 12)
2 Localidade Chief of the Localidade He/She is the representative of the central authority of the state administration at the
Localidade (Decree 11/05)

3

CDL and
OCB
President CDL representative
Deputy-president Responsible for executive coordinating of the CDL
Member Provide information as a simple member without leadership role
4 Other NGO and Cooperation
Agencies
They provide information exempt of government scrutiny
People from outside External observation which allows exemption on critique

14

D. PARTICIPANTS AND THEIR TASKS
For this evaluation were basically considered three groups of stakeholders:
The evaluators with the role of designing and implementing the
evaluation model;
The SCORE technical team responsible for counselling and provide
with information on the views and expectations of CARE, equipment and
guidance in general and the
Respondents to provide information regarding the performance of the
project.
Among those interviewed are the direct beneficiaries and indirect beneficiaries.
The direct beneficiaries are the members of the CDL and OCB particularly
women. Indirect beneficiaries include officials from the District Government,
Chefes das Localidades and representatives of cooperation partners.

E. PROJECTS OBJECTIVES
The main purpose of the SCORE project is to develop and promote models of
decentralized service delivery, locally recognized that can enhance the security
of rural livelihoods while doing the mainstreaming of HIV / AIDS and gender. It
is, therefore, a capacity building project whose main target group are members
of civil society organizations such as the Local Development Committees
(CDL), Local Consultative Councils (CCL), groups and associations of
producers with a focus on women, youth and vulnerable groups. In preliminary
discussion with the technical team of SCORE was possible to identify the
objectives of the gender component and HIV-AIDS SCORE which, translated in
the form of results are:
Improved knowledge on the existing links between gender, HIV / AIDS
and providing decentralized services in rural areas in Mozambique;
Increased capacity of CSO, local government and the private sector to
have access and to provide quality services to citizens and,
Strengthened links between CSO, government and private sector to
facilitate the provision of effective public services.


15

F. GENDER AND HIV/AIDS LOGICAL FRAMEWORK
To begin the evaluation of the project a seminar has been organized where one
of the objectives was to develop in a participatory way the conceptual model of
the project. The conceptual model serves on the one hand to ensure a common
understanding of the structure of the project, the main connections between
actors and results or expected outcomes and, on the other hand, this
conceptual model allows focusing on the critical elements of the project. In this
order the project gender and HIV/AIDS log frame has been created (Annex 1:
Logical Matrix for the SCORE gender and HIV / AIDS component).

G. LOCATION AND PLANNED LONGEVITY OF THE PROJECT
SCORE is a CARE Mozambique project implemented in three districts of
northern Inhambane, Vilankulo, Inhassoro and Mabote June 2004 to March
2010. At the level of districts, the project supports organized communities in
CDL or OCB. Following the first seminar with the SCORE project's technical
team, it was recognized that there are differences in the characterization of the
geographic areas where the project operates and even in the target group. The
diagrams that follow illustrate these situations.















Localidade of Belane
CDL of Chiculecule
CDL of Chipanela
Povoado of
Chiculecule
Povoado of
Mangove
Povoado of
Massango
Povoado of
Ngongane
Povoado of
Chipanela-Sede
Povoado of
Huluquela
District of Vilankulo
16













In the case of the District of Vilankulo a CDL corresponds to a Povoado also
known as Crculo Povoado and comprises various Clula Povoado. The
Crculo Poviado is headed by a community leader of 1
o
escalo while the Clula
Povoado is headed by a community leader of 2
o
escalo. In the Localidade
there is always a chief to represent the state administration.

In Inhassoro Povoados often coincide with the CDL in terms of geographic area
and the leaders vary from rgulos, cabos de terra to community leaders.

In Mabote, where the aldeias are predominant often coincides with the CDL and
the chief of the aldeia is the chief of the Localidade as well.


H. RESOURCES USED TO IMPLEMENT THE PROJECT
For the implementation of SCORE there is a team of technicians and logistics
including transport. It is likely that the materials (vehicles, office equipment, etc.)
are reasonably available and accessible to the project but was not examined in
this evaluation.
Localidade X
Povoado of Y= CDL
Povoado of Z = CDL
District of Inhassoro
Localidade of Chitanga
Povoado of Macurra= CDL= Aldeia Povoado of Chitanga = CDL= Aldeia
District of Mabote
17

I. PROJECT EXPECTED MEASURABLE OUTCOMES
Through Annex 1, it is possible to observe that the project had established both
quantitative and qualitative goals. The columns of indicators and the results
provide evidence of it. It is important, however, to stress that the evaluation is
not concerned to check whether the log frame is properly designed or not.

III. EVALUATION STUDY QUESTIONS
The issues of study or evaluation that had been previously agreed with the
SCORE project are:
1. How the project has responded to the major challenges faced by
women when participating in CDL - not only in the presence but also
contributing ideas that have been implemented?
2. What forms and types of participation of women in particular can be
observed in groups supported by the project? And what differences
are there compared with other groups without support?
3. To what extent women have benefited from the sub-grants provided
to OCB under the project? Should not have received a satisfactory
manner, why?
4. How the capabilities of the OCB and CDL have influenced the
participation of women in those organisations?
5. What is the perception of the beneficiaries about promotion of citizen
participation and women in particular (achievements and failures)?
6. Are the results obtained with the implementation of the plan
reasonable in relation to the cost of resources used?
7. Are the results and changes achieved lasting and sustainable?
8. Is the project replicable and transportable?







18

IV. EVALUATION PROCEDURES
A. SAMPLE
After identifying the major stakeholders and relevant information to the study,
we defined the sample for evaluation. The SCORE project is qualitative in
nature, intended to introduce changes in the area of governance and
particularly in the women empowerment. The assessment questions are also
qualitative and thus the predominant method in evaluation is qualitative. At the
level of district government all the actors were considered for the interview
because their number (13 elements) is feasible in terms of resources and time
available for evaluation. Differently the CDL have between 12-17 members. It is
not feasible to interview all of them not only due to scarcity of resources but
because does not make sense given that the answers seek explanation for the
study questions. Then, for each CDL a maximum of 5 (five) elements were
considered for interview. Among them is Chefe da Localidade, president and
vice-president of the CDL, one woman and one man members of a working
committee within the CDL or OCB. The reasons for this selection are that they
are able to describe objectively the organization under study, due to its position
of leadership. Then in the group of CDL and OCB were found 45 people for
interviews.

In the group of other organizations were considered three (3) elements to
interviews with two (2) of FOPROI and 1 (one) of the Decentralization Program
of the German Cooperation. The final sample was 71 (seventy-one elements)
(46.5% women) (Annex 2: List of respondents).
19

1. CDL and OCB
District Place Target Interviewed Sample
Tue
Wed Thur Fri Sat Sun 2
a
3
a
4
a
5
a
6
a

9 10 11 12 13 14 15 16 17 18 19
VILANKULO
Macuhane CDL President of the
CDL/OCB; Deputy-
president of the
CDL/OCB;
Chefe da Localidade;
1 woman e 1 man both
heading a working
committee in the CDL or
OCB
/
5 X
W
e
e
k
e
n
d

W
e
e
k
e
n
d


Machoco CDL 5 X
Mapie OCB - horticulture 5 X
MABOTE
Sede CDL 5 X
Chitanga CDL e OCB-subgrant 5 X
Maloca CDL 5 X
INHASSORO
Cachane CDL e OCB-subgrant 5

X
Mabime CDL 5 X
Vulanjane CDL 5 X


2. DISTRICT PARTNERS
VILANKULO
Sede Office of the Administrator Administrator 1
X



Sede District Secretary Permanent Secretary 1
X X

Sede SDPI Director 1
X

Sede SDMAS Director 1
X

MABOTE
Sede Office of the Administrator Administrator 1


Sede District Secretary Permanent Secretary 1
Sede SDEJT Director
Sede SDMAS Director 1
INHASSORO
Sede Office of the Administrator Administrator 1


Sede District Secretary Permanent Secretary 1
Sede CTD/IDPPE Mr. Horcio 1
Sede SDAE Director 1

X

Sede SDEJ
Representative of the
Director 1 X
Sede SDSMAS Director 1 X
20

B. DATA COLLECTION
The data for this evaluation were obtained through discussion in a seminar with
the technical team of the project, interviews with District Government members,
CDL and OCB members and external stakeholders. The interviews were
conducted based on a list of general questions previously prepared. The
procedure adopted allowed the interviewee to explain whatever he/she wants
about the topic of the interview. The respondent uses the list of general
questions to guide him or herself during the interview but not to use that to ask
direct questions to the interviewee. The general questions that guided the
interviews are presented in form of evaluation questions in the following
summary matrix.

C. SUMMARY MATRIX
As mentioned before, the collection of data did not used questionnaire with strict
formulation. It privileged open discussion. Each of the general questions is
linked to variable (s) of study as follows:
General Question Interview Corresponding study variable
1 Gender equity in training and leadership of the CDL
and OCB
Direct participation
2 Women's participation in training / training oriented
to women
Empowerment
3 Activities of CDL / OCB versus performance of
women and decision making
Decision making
4 Meetings to discuss gender issues and HIV / AIDS
(discussion forums)
Empowerment
5 Training sessions containing topics of gender and
HIV / AIDS
Empowerment
6 Involvement of women in managing funds and
income or participation in savings and credit
Access to resources and means
7 Participation in literacy courses / literacy course
content
Empowerment
8 Role of local leaders in promoting gender equality
and actions to combat and prevent HIV/AIDS
Behaviour changing
9 Existence, operation and leadership of water
committees and working committees of the CDL
Resource management
10 Knowledge regarding HIV and government
institutions that provide services in that sector
Empowerment




21

V. FINDINGS
A. FINDINGS OF THE INTERVIEWS
The interviews took place in the communities covered by the intervention of
SCORE in the districts of Mabote (Mabote-Sede, Chitanga and Maloca)
Vilankulo (Macuhane, Machoco and Mapinhane) and Inhassoro (Mabime,
Vulanjane and Cachane). The list of respondents is attached (Annex 2).
Before going into details, a general appreciation from the district government is
presented:
In Mabote has been established a government focal point to coordinate
activities regarding orphans and vulnerable children;
Partners including CARE do not send in advance their annual plans to the
District government. This situation weakens the coordination and leads to
duplication of activities;
In HIV/AIDS campaigns are differences between the strategies of each
involved. CARE and SDEJ-Mabote for instance, focus on prevention through
the use of condom while Samaritans Purse favours abstinence. This
situation if not well coordinated may result in confusion in the target group to
whom the messages are prepared to;
In Mabote the crculos de interesse at school make difference in children's
education but unfortunately are not equipped. Therefore it is recommended
that partners support the revitalization and expansion of these initiatives;

The District Governments call for more intense coordination and reporting on
the progress of the partners activities;

Communication still to be a challenge in that the technicians based at the
Districts are not interlocutors between the District Government and CARE
sub-office in Vilankulo. In this situation when the Government is to
communicate to CARE has to direct the message to specific project and
sometimes they dont know which project deals with such issue.

The interview results are then presented according to the general issues that
formed the guide of the interviewer.




22

District of Inhassoro








1. Gender equity in training and
leadership of the CDL and
OCB
In the OCB of Chichocana 65% are women (55
women and 30 men), women assume leadership
with a president and treasurer
In the CDL of Cachane 65% are women (9 men
and 8 women), women assume leadership with a
vice-president, treasurer and one counsellor
Over 50% the public servants in the District of
Inhassoro are women, and women assume
positions of Chefe da Localidade, director of
schools, heads of departments among others
60% of the members of CDL Vulanjane are
women (12 women and 8 men), women assume
leadership with Vice-president and secretary
In the CDLof Mabime women represent 20% (3
women and 12 men). Women take the lead with
secretary and assistant secretary
2. Women's participation in
training / training oriented to
women
Over five sessions a year on gender equity at
each OCB and CDL




3. Activities of CDL / OCB
versus performance of
women and decision making
Association for promotion of agriculture:
Increasing of cultivation areas, acquisition of
agriculture materials and inputs; Women
contribute with ideas and work to local economic
development
There is community organization that facilitate
involvement in a range of activities such as
management of natural resources, fire control,
water management; education and health
4. Meetings to discuss issue of
gender and HIV / AIDS
Role of women in local development Preventing
and combating HIV / AIDS Stigma against people
infected by the virus HIV / AIDS Training on OIIL;
Organization and functioning of CBOs and CDLs;
Gender
5. Training sessions containing
topics of gender and HIV /
AIDS
Prevention and combat of HIV/AIDS and
stigmatization against people infected by HIV.
Training on OIIL, organization and functioning of
CBO and CDL and gender
6. Involvement of women in
managing funds and income
or participation in savings and
credit
OIIL funded projects for women; Monitoring
indicated that women have fewer cases of funds
mismanagement; Women involved in xitique
(saving); women head households; women
engaged in commercial activities, firewood
cutting, coal production and sale of fish,
agriculture, chickens and selling stones
7. Participation of women in
literacy courses / literacy
course content
More women participate in literacy than men, men
seem to be very busy
23


8. Role of local leaders in
promoting gender equality
and actions to combat and
prevent HIV/AIDS
Leaders support and integrate CBO and CDL;
they encourage communities and CBO to join the
CDL and to engage in various economic activities
9. Existence, operation and
leadership of water
committees and working
committees of the CDL
There are several in almost all localities,
especially the water committees

10. Knowledge regarding HIV and
government institutions that
provide services in that sector
Knowledge about HIV / AIDS prevention and
combat, CARE, German Agro Action, CEDES


District of Vilankulo









1. Gender equity in training
and leadership of the CDL
and OCB

The CDL of Machoco has 13 members of which 5
are women and eight are men; Women assume
leadership with a vice president and executive
secretary. All members were elected to the
positions they occupy. They were also presented
to the population. One women interviewed said
they were elected because the community
recognizes her to have responsibility and respect.
In the CDL of Macuhane five members are women
and eight are men. The vice-president and
secretary are women. A women interviewed said
that with the CDL already have opportunity to
discuss major issues such as water, health and
education of children in the community. In some
cases there are power struggles between the
various community leaders
The OCB of Mapihe is said to have 17 members
but at the day of the meeting were only 6 persons
(1 man and 5 women). It was not clear how this
OCB is managed
2. Women's participation in
training / training oriented to
women
In all locations visited it was reported trainings
delivered by SCORE on HIV-AIDS, gender and
associations to all members not only for women.
The people interviewed reported that the CDL is a
school for them.



3. Activities of CDL / OCB
versus performance of
women and decision making

In all places visited the CDL works on agriculture,
water supply, preventing and fighting HIV-AIDS.
They also reported to have received training on the
prevention of malaria and cholera. The CDL is
attached to the management of water sources
especially in relation to contributions, improved
procedures for management and procurement of
spare parts. The contributions vary from 25 to
50.00 MT in each quarter or semester
24

4. Meetings to discuss issue of
gender and HIV / AIDS
There was revealed the existence of any
organization or forum created to discuss only
aspects of gender and HIV / AIDS
5. Training sessions containing
topics of gender and HIV /
AIDS
The issues of gender and HIV / AIDS are,
according to respondents, cross-cutting issue in
any training
6. Involvement of women in
managing funds and income
or participation in savings
and credit
It was noted that women are engaged in
commercial production of pineapples and xitique.
7. Participation of women in
literacy courses / course
content literacy
In all CDL visited women were confirmed to
participate in literacy courses. In CDL Machoco are
3 women attending literacy classes.
8. Role of local leaders in
promoting gender equality
and actions to combat and
prevent HIV/AIDS
They play a key role in motivating people to
address HIV / AIDS and gender. But they also are
not sufficiently informed on these issues due to
lack of training
9. Existence, operation and
leadership of water
committees and working
committees of the CDL
In each source of water there is always a
management committee and integrates women.
Women are not responsible for technical activities
such as replacement of parts. Participate more in
decision making on management in general
10. Knowledge regarding HIV
and government institutions
that provide services in that
sector

People said that they cannot confirm to have seen
one infected by HIV because they dont have
access to the results of HIV test. But people get
sick and die after losing much weight.

District of Mabote
1. Gender equity in training
and leadership of the CDL
and OCB
In the CDL of Maloca attended seven elements (3
women and 4 men), women assume leadership
with a president
In the OCB of Chitanga all members are women
and are dedicated to production of bread, small
livestock and xitique
In the CDL of Chitanga there are 18 members
among whom seven are women
2. Women's participation in
training / training oriented to
women
In all places we visited were reported trainings by
SCORE on HIV-AIDS, gender and association
oriented to all members not only for women. Other
organizations such as the Samaritans and German
Agro Action have organized training sessions.
3. Activities of CDL / OCB
versus performance of
women and decision making

In the CDL of Maloca the most important activities
is water supply. There is also awareness about
HIV/AIDS. The OCB of Chitanga produces bread
and has animals (chickens and goats). In the OCB
of Chitanga the concern is with water, community
health prevention of malaria and HIV/AIDS
25

4. Meetings to discuss issue of
gender and HIV / AIDS
There was revealed the existence of any
organization or forum created to discuss only
aspects of gender and HIV/AIDS
5. Training sessions containing
topics of gender and HIV /
AIDS
The themes of gender and HIV/AIDS are,
according to the respondents, cross-cutting issue
in all training undertaken.
6. Involvement of women in
managing funds and income
or participation in savings
and credit
In the OCB of Chitanga saving is very advanced.
With the selling of alcoholic beverages and
chickens women save through xitique and they
said that it makes difference because they began
to acquire valuables for their families.
7. Participation of women in
literacy courses / course
content literacy
In all places we visited women participate in
literacy but men dont. The absence of men in
literacy is attributed to a lack of time but some
people are not of the same opinion saying that they
spend free time in drinks.
8. Role of local leaders in
promoting gender equality
and actions to combat and
prevent HIV/AIDS
They play a key role in motivating the other to
address HIV/AIDS and gender. But they also are
not sufficiently informed on these issues due to
lack of training.
9. Existence, operation and
leadership of water
committees and working
committees of the CDL
In each source of water is a management
committee and integrates women. Women are not
responsible for technical activities such as
replacement of parts. Participate more in decision
making on management in general. In the CDL of
Chitanga are problems of water for livestock that is
why animals and humans drink water from the
same source.
10. Knowledge regarding HIV
and government institutions
that provide services in that
sector
There is no access to information on the HIV/AIDS
incidence. Thus people dont have any proof or
confirmation about the disease.


B. ANALYSIS AND DISCUSSION ON THE FINDINGS
The results obtained during the interviews are analyzed by the method of
content analysis in comparison with the evaluation questions.

1. How the project responded to the major challenges facing women's
participation in CDL not only in the presence but also contributing
ideas that were implemented.
Several times during the interviews it was mentioned that the CDL is an
excellent opportunity to open a space in which people and especially women
26

can participate in social, political and economic development of their
communities. Before the establishment of the CDL people from the Povoados
could not efficiently communicate in an organized way with the structures of the
level of Localidade, Posto Administrativo and District due to lack of
communication platform. Based on the rules of gender equity for the constitution
of the CDL, women have assumed greater prominence and leadership in the
communities. What does matter is the fact that women take a leading role in the
CDL is indicative of a change of behavior of people in general in favor of
enhancing the role of women or is it more in compliance with the guidelines of
the donor. For all intents and purposes, the leadership of women in CDL can be
an example that will lead to changing people's behaviour in relation to this
matter.

The lack of young women at the CDL may concentrate women's participation to
the older women who has traditionally always been a protagonist in many
community affairs, i.e., it cannot bring behavioural changes in people with
regard to gender because older women always played a role of respect even in
the midst of men. The fact that the CDL and OCB women play a prominent role
enables greater focus of the problems of this social class, e.g. water supply,
education and community health, etc.

Taking the example of water sources management, women have no power of
decision on the application of fund contributions even to decide what should be
the value of contributions. This is due to the fact that the activity of maintenance
and repair of equipment is dominated by men. Men are tinkerers, mechanics,
and plumbers and to know how much it costs to repair a pump is easier for men
than women. There were no reports of women who were trained to repair the
water holes. This is not to say that is bad that men dominate this set of jobs and
keeping the water sources as well. But being an area that requires contributions
of money is easier to bring problems of mismanagement.


27

2. What forms and types of participation of women in particular can
be observed in groups supported by the project? And what
differences are there compared with other groups who did not
receive support?
Women participate in discussions and decision making in the CDL and OCB.
They participation is most evident in the OCB made up solely by women or they
are the majority. An example can be found in the OCB of Chitanga dedicated to
xitique, bread production and animal husbandry, all under the leadership of
women. In the OCB of Mapihe the situation is different, there appears to be lack
of instances of participation of women in number but are there as members.
One can generally say that women's participation has been through provision of
information, consultation and self-management. The latter form is manifested in
the case of OCB consisting solely of women. Taking into consideration that
women are empowered both to have voice at the local authorities so as to gain
skills and knowledge for life, it can be said that SCORE addresses women's
participation both as a mean and an end.

3. To what extent women have benefited from sub-grants provided to
OCB under the project?
From the interviews there are indications that women benefited from the sub-
grants. It is not yet the time to evaluate the impact of benefit in these women's
lives because the purchase of goats for instance was made but the cycle of
reproduction and transmission of offspring has not yet expired. There are
exceptions to the OCB of Chitanga dedicated to baking because there are
always dividends on sales. But in this OCB is not clear the business future of
the bakery since they indicated that they sometimes use the profits to support
orphans and vulnerable children. In the OCB of Mapihe is even more worrying
because it was unclear the business future and even the management of
shares, risks and benefits has not been properly clarified.



28

4. To what extent the training delivered to OCB and CDL have
influenced the participation of women?
Due to small failures in SCORE internal coordination, was limited number of
trainings conducted in this intervention. But the limited that have been delivered
developed skills and approaches that culminated in empowerment of women in
communities. Some women argue strongly that are members because they
have been elected to positions in CDL only by recognition of their merit. The
sub-grants reinforced the role of women as it was possible to practice the
theory. Is not yet clear whether the strong participation of women is coupled
with the fact that most of them are widows or unmarried.

5. What is the perception of the beneficiaries about promotion of
citizen participation and women in particular (achievements and
failures)?
The CDL is still new mechanism. Have not done a proper echo at the level
of Local Councils. Therefore, women who are part of the CDL do not have
the greatest opportunity to influence decision making within the Localidade
and higher levels. But in general people say that CDL is the efficient
mechanism for establishing permanent communication between citizens and
local governments.

6. Are the results obtained with the implementation of the plan
reasonable in relation to the cost of resources used?
Given the results observed at the Povoados is fair to say that is reasonable,
even without knowing how much in terms of budget has been spent. The
placement of SCORE technicians at Districts was crucial to the achievement of
success and there are many doubts whether another mechanism for
implementing the project would have these results.

7. Are the results and changes achieved lasting and sustainable?
The observations lead to conclusions that OCB are more likely to survive in the
absence of SCORE than CDL. The difference is that the CDL does not produce;
coordinate development activities while the OCB produce and may have funds
29

for the operation itself. Coordination is often viewed as additional task, and
spends time of the principal tasks, which does not correspond to truth but is
the practice. Another situation is that the CDL are not a provincial approach is
still confined to the three SCORE Districts. This complicates somewhat the
support of District Governments.

8. Is the project replicable and transportable?
From the observed results can be stated that the constitution of CDL in
particular is replicable and transportable. It is very clear how to constitute the
CDL and its place within the institutions of participation and community
consultation at district level. It can even be said that the place of the CDL is
empty in most districts in Inhambane.

VI. CONCLUSIONS
Under the conditions of implementation of SCORE can be concluded that
the approach of the CDL and OCB is exemplary in promoting women's
participation in local development actions. Many women who assume
leadership in the CDL and CBOs are not part of the leadership of the
CCL and thus had no opportunity to influence the decisions taken in the
levels of Localidade and above;

The promotion of gender equity through CDL and OCB has increased
the possibilities of affirmation of women in social and economic
development especially for those women who had business initiatives
such as xitique;

Not having many places in the CCL (10-20 members), the CDL and OCB
represent opportunities for women to emit their voice to higher levels to
influence decisions on public investment and governance in general;

The direct support provided through the SCORE to OCB contributed to
making the empowerment and participation of women into something
30

more effective rather than mere consultation, as provided by Local
Consultative Councils;

The intervention in the field of gender and HIV / AIDS cannot be seen as
a complete mainstreaming of these issues to the extent that action has
not yet realized that help public and private institutions to integrate
policies, strategies and budgets that reflect the needs and contributions
of men and women;

The project (SCORE) has not been efficient in coordinating with other
actors both internal (other CARE projects) or external (district
governments, other NGOs).


VII. RECOMENDATIONS
The component of gender and HIV / AIDS SCORE has produced
encouraging results in terms of participation and empowerment of
women. So, to save this progress is recommended to adopt mechanisms
to ensure continuity of the support;

In order to attract more support for the approach of the CDL and OCB as
platforms for women's empowerment, it is recommended that SCORE
engage in divulgation of the approach to other governmental levels,
cooperation agencies and other ONG.

Is also recommended that the CDL is legalized as a formal participatory
and consultative groups recognized by the district government;

With regard to external mainstreaming gender and HIV/AIDS SCORE
should negotiate its activities in the planning stage with the internal and
external partners to ensure that they can register activities and budget on
31

their plans. This would allow for example that the toolkit that is mentioned
on the log frame is known and perhaps adopted by other stakeholders;

The coordination with the District government is positive but not yet
satisfactory. So if that is possible, the SCORE planning exercise should
coincide with the preparation of PESOD for along with the other actors
take a decision on the specific operation of each project. This could avoid
overlapping of activities and budgets and increase the confidence level
by the District Governments.