2016 Final Report Redone

END OF THE YEAR REPORT 2017
BUILDING ALLIES FOR SUSTAINABILITY AND EMPOWERMENT

&
COMMUNITY LED RESPONSE AGAINST GBV
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Sustainable Rural Community Development Organisation Malawi, P. O. Box 126, Nsanje, Malawi, AFRICA
Website; http://surcodmalawi.weebly.com/ email; surcod_development@yahoo.co.uk
Cell +265888745752 Executive Director
TABLE OF CONTENTS
No Topic Page
Grossary 3
1.0 Introduction 4
1.1 Building allies for sustainability and empowerment 4
1.2 Community Led Response Against GBV 4
2.0 Project implementation Activity 5
2.1 Base project 5
2.1.2 Overview of activities 9
3 Constraints and Strength 12
3.1 Constraints 12
3.2 Strength 12
3.3 Remarks 13
4.0 Project implementation activities 13
4.1 Community led response against GBV 13
5 Overviews of activities 14
5.1 Commemoration of 16 days of activism 14
5.2 Establishment of Chididi GBV Network 18
5.3 Supporting Chididi CVSU 18
5.4 Palaregal Services 19
5.5 Role modelling for Girls education 19
5.6 Structured meetings for mother groups 19
5.7 Mainstreaming 20
6.0 Strength 20
6.1 Weaknesses 21
6.2 Remarks 21
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GLOSSARY
BASE : Building Allies for Sustainability and empowerment

COLR : Community Led Response
CHB : Case Handling Body
CBE : Community Based Educators
IO : Implementing Organization
VSL : Village Savings and Loans
VLSA : Village Savings and Loan Association
CBO : Community Based Organization
ADC : Area Development Committee
VDC : Village Development Committee
GVH : Group Village Headman
TA : Traditional Authority
WFP : World Food Program
SURCOD : Sustainable Rural Community Development
VF : Volkart Foundation
CVSU : Community Victim Support Unit
CPF : Community policing Forum
CAG : Community Action Group
DCDO : District Community Development Office
PVSU : Police Victim Support Unit
SWO : Social Welfare Office
GBV : Gender Based Violence
SBV : sexual Based Violence
DV : Domestic Violence
VT : Village Tribunal
MC : Marriage counsellor
DEM : District Education Manager
DEMO : District Education Management Office
PTA : Parents Teacher Association
SMC : School Management Committee
MIS : Management Information System
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1.0. INTRODUCTION
1.1. BUILDING ALLIES FOR SUSTAINABILITY AND EMPOWERMENT
SURCOD moved towards empowering local structures in Chididi. In this new approach the
organization was gradually losing off some of its responsibilities to project allies to the community
existing structures which are the three Community Based Organisations (CBOs): Kankhande, Chididi
and Kachere CBOs. These CBOs are found in GVHs Mpangira, Mkhutche and Mchacha respectively.
SURCOD and the three CBOs signed Memorandum of understanding before relationship heightened.
The project allows CBOs to manage and monitor village savings associations. Village savings
associations are small groups of people that have agreed to save their surplus money to be
redistributed some months later. Members are allowed to obtain loans that they repay with an agreed
interest at the end of a consented period.
Funds amounting to MK 16,624,000.00 were committed through Volkart Foundation in the year
2016,(estimated at $31,969.23 during the budgeting process) so far the project has utilised an overall
rating of 104% from the budgeted amount of MK16,624,000.00 to MK17,268,257.00. The increase in
the budget is due to the gains on exchange dollar to kwacha.
By December 2016, BASE project had 29 associations. 25 savings associations managed to
successfully share out their capitals. 2 associations will redistribute their capital in January 2017 after
their cash books are put in order. The other two will go as far as July since their cycle starts differently
from the rest.
The project through the CBOs identified and trained Community Based Educators that were equipped
with basic skills to monitor and manage savings associations. Each cluster was allocated 2 CBEs. In
total the project was blessed with 6 CBEs: a lady and 5 guys.
The goal of the project was to help about 1 080 households achieve an improved level of economic
and social security by the end of 12 months. Results that were anticipated are:
At least 60 sustainable VSLAs operate autonomously without Implementing Organisation
continuing project support.
CBOs are able to attract support to expand their economic empowerment programs (VSLAs).
CBOs develop the capacity to provide VSLA training services to other needy community
organizations.
Here below were the objectives of BASE project:
To devolve responsibilities of running VSLAs to community based organizations.
To help CBOs develop their capacity to implement a large scale VSLA program.
To attract men to become clients for VSLAs.
1.2. Community Led Response Against GBV

CORL was about mitigating against GBV issues. The project advocated for the rights of women
through strengthening CHBs found in communities to provide primary justice to the offended women,
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especially. Case handling bodies included CVSU, CPFs and village tribunals. The project also worked
with potential hotspots of violation of human rights like public schools. Project's stakeholder in
schools were mother groups. A mother group is a combination of women and representatives from
PTA, SMC including a head teacher and a Village Head.
Mother groups dealt with set of interventions aimed at preventing violation of human rights from
occurring or preventing its reoccurrence. CVSU and CPFs responded to victims of injustices
facilitating disclosure and offering direct services to the victims and affected people. Among the
services offered by CVSU and CPFs was to refer the matter/case to formal police for further action.
The project facilitated the formation of Chididi GBV network whose purpose is to provide strong
watch dog role over issues of sexual and domestic violence. The network advocates against harmful
cultural practices, conducting rallies to sensitize community on GBV and provide advisory role to
CPFs and CVSU. The network comprises 12 people that are from CPFs, CVSU, faith community,
Mother groups and savings groups.
The goal of the project was to develop robust network for strong interventions to prevent and
effectively respond to GBV including sexual and domestic violence in Chididi by the end of 2016.
The project was expected to yield the following results:
Clearer societal acknowledgment of the unacceptability of gender based violence including
domestic and sexual violence.
Greater recognition and a broader understanding of gender based violence including domestic and
sexual violence.
Greater confidence in high quality and consistent services at village level.
Increased safety for victims.
Increased accountability of the perpetrators.
The following objectives helped to achieve the goal:

To increase understanding, recognition and practical information on GBV, sexual and domestic
violence throughout society in Chididi.
To increase understanding and recognition of GBV, domestic and sexual violence in community
governance structures and the existing local organizations.
To raise awareness among young people of GBV, domestic and sexual violence.
2.0. PROJECT IMPLEMENTATION - ACTIVITIES

2.1. BASE
The project performed well in one pocket and miserably missed out on others regarding anticipated
results. For example the project managed to provide training opportunities to the CBOs to
independently run savings associations. On the other hand, the project had not managed to expand the
savings associations to 60. However, the knowledge CBOs/CBEs had gained in the trainings remains
a reliable replica that they will formulate further associations in subsequent years.
Similarly, on objectives, two objectives were successfully met while one was not. The project has
done well enough to devolve responsibilities of running savings associations to CBOs. The project did
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ran different threads of activities to develop knowledge capacity of CBOs to implement large scale
VSL program but it has not been able to attract men to become VSL clients.
The project has managed to enable 348 households achieve improved level of economic and social
security. However the project had expected to improve 1 080 households by the end of 2016. The
project could have managed to reach 1 080 households but the decision was quashed by project
stakeholders. Stakeholders wanted the project to strengthen knowledge capacity of CBOs first before
going out to formulate further VSLs as they feared provision of shoddy services since they had not
learned enough. Therefore the project held 29 savings associations. Between December 2016 and
January 2017, 26 associations had liquidated their capital successfully. Table 1 below shows how 26
VSLs had fared in 2016:
TURNOVER
SN ASSOCIATION SIZE SAVINGS ACCUMULATIVE
INTEREST PERCENTAGE
1 MADALITSO 18 347,000.00 470,200.00 123,200.00 35.50
2 CHIMWEMWE 21 494,000.00 648,400.00 154,400.00 31.26
3 NYAMADZERE 10 93,500.00 114,200.00 20,700.00 22.14
4 TIKHALENAWO 7 99,500.00 150,620.00 51,120.00 51.38
5 MKANTHO 10 141,000.00 236,760.00 95,760.00 67.91
6 TIYENDELIMODZI 17 386,100.00 432,720.00 46,620.00 12.07
7 MSUNGWI 15 36,000.00 42,600.00 6,600.00 18.33
8 CHILIKHA 5 53,800.00 84,450.00 30,650.00 56.97
9 NDAKANABODZA 13 155,500.00 258,900.00 103,400.00 66.50
10 MAFERA 10 71,000.00 106,100.00 35,100.00 49.44
11 CHIGWIRIZANO 13 151,000.00 270,420.00 119,420.00 79.09
12 TIYAMIKE 15 168,000.00 186,455.00 18,455.00 10.99
13 NDADZIWA 11 80,500.00 105,250.00 24,750.00 30.75
14 TITUKULANE 10 156,580.00 250,000.00 93,420.00 59.66
15 TIGWIRIZANE 9 127,500.00 160,300.00 32,800.00 25.73
16 TISUNGANE 16 253,500.00 482,000.00 228,500.00 90.14
17 TALANDIRA 17 97,500.00 170,950.00 73,450.00 75.33
18 MTONDO 12 104,000.00 140,000.00 36,000.00 34.62
19 NTCHADZO 20 154,500.00 252,100.00 97,600.00 63.17
20 TIYANJANE 6 37,500.00 46,900.00 9,400.00 25.07
21 CHILORE 14 240,000.00 340,900.00 100,900.00 42.04
22 CHALA I 14 412,000.00 474,250.00 62,250.00 15.11
23 CHALA II 13 321,500.00 501,300.00 179,800.00 55.93
24 PHINDA 10 116,300.00 214,700.00 98,400.00 84.61
25 CHITSANZO 15 313,500.00 474,000.00 160,500.00 51.20
26 NDIOLA 13 309,500.00 319,900.00 10,400.00 3.36
27 TIYESENAO 14 - - -
348 4,920,780.00 6,934,375.00 2,013,595.00
Table 2 below shows how successful the year 2016 was compared to 2014 and 2015. Some of the
factors that had contributed to this fairly higher level of business are a) use of CBOs and deployment
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of CBEs and b) free food distribution by WFP. CBOs have stood in the communities for long. It was
relatively inexpensive and less time consuming to have a CBE visit a savings association. Last
growing season was characterised by long dry spell that wilted crops. There would be miserable
surplus money to save if there hadnt been free food distribution.
Year Size Savings Accumulation Accrued Turnover

Interest
Percentage
2016 334 4 920 780 6 934 375 2 013 595 41%
2015 368 3 788 500 5 455 444 1 466 944 39%
2014 377 4 535 600 5 248 235 712 635 16%
When a turnover reaches 30%, an association is said to be in good business shape. According to the
table above, the year 2016 was marvellous, generally. It indicates that the art of saving at group level
and obtaining small loans to alleviate livelihood is increasing each passing year. There are a few
factors that have contributed to the healthiness of 2016: devolvement of VSL project to CBOs and use
of CBEs, grants to the CBOs and paying CBEs fixed stipends, and hunger cushioning by WPF free
food distribution.
For further analysis, see PDF copies attached hereto. Included are pictures that show action audit
(funds redistribution) and women wearing zitenje (fabrics) on village savings.
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Women wearing Zitenje uniform for identity
2.1.2. OVERVIEW OF ACTIVITIES

i. Capacity development
Reliably, the project sought the services of social welfare and community development to put CBO
structures in proper order. Through the two government sectors, the project helped the CBOs to
revamp and reconstitute. Through threads of interventions that were ran CBOs were able to build
constitutions, develop support groups guidelines, reconcile with related development structures like
VDCs and remitting annual registration fees to district council.
The heart of the project regarding VSL monitoring rests with the CBEs. The most crucial part in VSL
business is the process of redistributing capital back to members. The CBEs were drilled in share out
processes to ensure precision in determining ones take-home. Related crucial part is collecting
statistics from associations ledger book. SURCODs field monitor mentored the 6 CBEs on this part
and other related aspects.
Kankhande, Chididi and Kachere CBOs were also drilled in financial management, budget and
budgeting. They were introduced to the relationship between work plan and budget. The idea was to
align the budget against their work plans to better respond to community needs. The project also
wanted to sanitise the CBOs from making ambiguous requests. This activity had 30 participants.
CBOs together with CBEs were taken through VSL operation and management. This training held 36
members, altogether.
ii. Grants
The project had intended to be granting each CBOs Mk100 000 monthly for them to implement
locally grown activities to increase their visibility while at the same time furthering grantors agendas.
This arrangement was withdrawn the very first month due to alleged misappropriation of resources.
As a result, following their requests/work plans, the project resorted to purchasing for them all items
that they had requested. Grants were made in public at the sight of GVHs and members of the VDCs.
The resources were used to hold their internal management meetings, conduct open rallies, monitor
CBE progress, reviewing their work plans, organizing meetings with local stakeholders like extension
workers and faith community and furnishing their offices with stationary.
The grant was meant to be used to popularise all Volkart Vision/SURCOD interventions depending on
the site and need of a particular area.
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Community Based Organisation Sub granting on top and CBO Capacity Building below
iii. Provision of materials

All 6 CBEs were given VSL kits. The kit includes pencils, rulers, ball point pens, hardcover books,
folders and calculators. These are materials that they use to collect data during savings sessions. They
were aimed to improve efficiency and arithmetical precision.
iv. Progress review meetings
The project organised 5 monthly and 3 quarterly meetings. Monthly meetings brought together CBO
members, VDC members and traditional leaders. The number of participants in each meeting
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staggered between 45 and 60. Monthly meetings allowed SURCOD and CBOs to account for their
actions as allies. VDC members and traditional leaders were there to authenticate project activities
while at the same time provide advisory role.
Quarterly meetings brought together project stakeholders like social welfare and community
development. The core purpose was for the technocrats to provide best know how to both SURCOD
and the CBOs. The meetings also presented opportune times to the CBOs and members of the VDC
including the traditional leaders to petition authorities on other developments. The number of
participants bobbed between 60 and 70 at each sitting.
SURCOD lobbying chiefs and councillors towards development as stakeholders
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3. CONSTRAINTS AND STRENGTHS
3.1. CONSTRAINTS
The project had not reached estimated 60 associations. A 12 month period was not enough
to groom CBOs/CBEs to run existing associations and at the same time allowing them to
formulate further associations. There was a need to monitor execution of project
activities by the CBOs before allowing them to hype the figure to predicted level for the
sake of quality control. The very reasons apply to failure to begot men to become VSL
clients.
Accountability. The CBOs had big problems to report in written form on the activities
carried out. They were excited to have conducted the activities!
All CBOs failed to account for the funds granted to them. The grant was offered to
respond to issues that they had indicated in their work plans. So it was easy for one to
explain how each coin was used.
The CBOs deliberately failed to inform their support groups about the material and
financial support that they were receiving from the project. It was revealed in one of the
monthly meetings that the support groups were not aware of the fruits that the CBOs were
yielding from SURCOD according to details carried out in the MoUs.
Budget. Most of the activities were budgeted in bulk. So it had been difficult to meet
targets in terms of episodes estimated. For example provision of clothes to savings
women.
Overdependence. CBOs existed long before signing MoUs with SURCOD. The
assessment conducted by the project revealed that CBOs were offering voluntary services
to their communities. CBOs later in the course started to want every inch of their activity
funded by SURCOD.
3.2. STRENGTHS
Devolvement: the project managed to identify and shed off VSL responsibilities to
Kankhande, Kachere and Chididi CBOs. 6 CBEs were deployed, acquired indoor and hands-
on training. CBOs have economic empowerment support groups in their structures that will
be able to represent the project at CBO executive meetings.
CBOs strengthened: CBOs are likely to roll out large scale VSL program, independently. The
project managed to revamp and reform their structures to meet this challenge. Threads of
activities that included trainings, organised meetings and progress reviews have put CBOs at
an elevation.
Use of CBEs: there was constant monitoring of associations. Each CBE had sufficient time to
frequent ones cluster of associations at opportune times. This increased trust therefore savers
committed more.
CBOs have a potential to train other similar structures to start VSL projects. The knowledge
they had acquired during different capacity development initiatives remains a trustworthy
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replica.
3.3. REMARKS
Sustainability does not only start and end at being able to carry something forward.
Sustainability goes together with supporting the branches and withstanding misfortunes that
emerge through sustaining the project. Volkart/SURCOD should still be there to provide
loose fathership. CBOs have slender chances to attract grants due to their legal status.
Therefore it would be imperative to consider funding their structured meetings. It is through
such meetings that government sectors and other grantors can be engaged into their activities.
CBEs need constant ameliorative initiatives to avoid burn out. CBOs, apparently, cannot
increase their revenue base to be able to provide stipend, stationary and repair bicycles.
The CBEs to be drilled by micro finance professionals for them to provide and sustain quality
services to the associations. The project may have discounted other equally important project
aspects due to time and target limits.
4.0. PROJECT IMPLEMENTATION ACTIVITIES
4.1. Community Led Response against GBV

COLR made significant strides to invest knowledge to CVSU, CPFs, Chididi GBV Network and
Mother Groups. There were threads of capacity development and sensitization meetings that the
project held. Interface and structured meetings helped the project form a network that responded to
GBV. GBV and DV cases cannot be dealt exclusively by one institution neither can one set of
interventions put GBV to a halt. It requires consistent actions of different players. Recognising that
need, the project helped to link community structures to other service providers like Nsanje police,
social welfare and education. This web was very influential in matters regarding children. The
existence and effective functionality of the local structures in the community posed as a potential
threat to possible offenders. The project can boast to say that it has managed to bring to high number
of cases at the CVSU. This denotes that community had reliable avenues to seek justice from. COLR
has also managed to reasonably keep afloat membership at CVSU and PFs.
COLR managed to satisfy all objectives, to some extent. It has made tremendous effort to increase
understanding, recognition and practical information on GBV, sexual and domestic violence
throughout society in Chididi. It also did increase understanding and recognition of GBV, domestic
and sexual violence in community governance structures and the existing local organizations. Raising
awareness among young people of GBV, domestic and sexual violence was not satisfactorily met.
The project yielded some results. For example, it is clear that community acknowledges
unacceptability of GBV, DV and SV. The project may not conclude that all is well since community
still treats other forms of violence in clandestine. Other benefits of the project include increased
accountability of perpetrators and instilment of confidence in consistent justice services at community
level. It is clear that the project has not done satisfactorily on deepening recognition and broadening
of understanding of GBV. Likewise the project fell off on increasing safety for victims of GBV.
Factors that led to missing to yield some of the anticipated results will be explained in subsequent
texts here in.
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Chididi CVSU handled 68 cases in 2016 according to their case register book. Among all, 19 cases
concerned GBV and DV. GBV and DV included wife beating, child confiscation, neglecting children
and land grabbing. The table below indicates number of cases registered monthly.
CHIDIDI CVSU SUMMARY OF CASES

Months J F M A M J J A S O N D Total No of cases
Cases 14 5 4 6 5 3 5 9 10 7 1 14 83
5.0 OVERVIEW OF ACTIVITIES
5.1. Commemoration of 16 days of activism

16 days campaign against GBV starts on November 25 and ends on December 10. December 10 is an
International Human Rights Day. SURCOD took advantage of this day to organize a mass rally at
Chididi football ground to sensitize all people on issues of human rights. The theme was From peace
in the home to peace in the world: make education safe for all. The function was graced by the
District Social Welfare Officer, Felix Chisale, who represented the District Commissioner. Other
invitees were representatives from education, district community development, police, judiciary,
DADO and Forest. Members of civil society that took part were Kuchene Women Forum, River of
Life, Malawi Carer, Women Resource and Legal Counsel, Civil Liberty Committee and others.
Among other important events during the campaign was presentation of petitions from public schools
to the guest of honour. Five schools participated: Masumayera primary school, Chididi primary
school, Kaluwa primary school, Mwanambidzi primary school and Chididi CDSS. Schools asked
authorities to provide them with portable water, public clinic, female teachers and adequate teaching
and learning materials among other requests. The petitions were delivered to specific government
sectors for reaction.
The number of people that participated was around 400 people. Well over 200 were women,
approximation.
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15
16
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5.2. Establishment of Chididi GBV network
Chididi GBV network was formed in November 2016. Kuchene women Forum, Community
Development office and Judiciary were engaged to train the structure. Topics covered during the
training included fundamental human rights, types of human rights violation, GBV hot spots, human
rights treaties, child protection, consequences of harmful cultural practices, effective collaboration and
others. The network is a 12 member grouping that has representatives from Chididi CVSU, CPFs,
Faith Community, Mother Group, VSL, CBOs and Traditional Chiefs. The network is there to perform
watch dog role over issues of DV, SV and GBV. The network is not one of the CHBs. Its role is to
ensure that victims of GBV, DV and SV seek justice and that justice is offered to them without
prejudice. The network also ensures that perpetrators are accountable enough to curb the malpractice.
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5.3. Supporting Chididi CVSU
CVSU members work in rotation. Thus there was need to provide ORT (funds for other recurrent
transactions) for the purposes of sustaining office operations. The unit benefited Mk30 000 every 2
months. The grant was used to purchase office stationary, snacks for the victims and furniture.
5.4. Paralegal services offered

COLR sought the services of paralegals to monitor and advice the CVSU. Paralegals were sought
from judiciary and Malawi Carer. The paralegals helped the CVSU in ways they handled child cases,
property grabbing, rape and defilement, land disputes and case referral pathways. Their visitations
helped the CVSU to differentiate between civil and criminal cases and the need to act skilfully to
report criminal matters to police.
5.5. Role model
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Gertrude Ndasowa, a science female teacher at Nsanje secondary school, was engaged to edify
learners and members of mother groups from Masumayera, Chididi, Mwanambidzi and Kaluwa
schools. The idea was to instil high self-esteem to learners to excavate wider opportunities to qualify
for higher education. She discouraged girls from emulating bad examples from peers like early
marriage, frequent absenteeism, prodigal dressing and alcohol and drug abuse.
5.6. Structured meetings for mother groups

These were a vital entry point for mitigating against child marriages and teacher learner abuse. The
meetings also presented opportunities for the schools to appeal to the DEM/PEA on school needs. It
was during such meetings that the DEM was made aware of real challenges a girl child was facing
regarding portable water problems, sanitary facilities and poor acquisition of teaching and learning
materials.
In one of the meetings DEM representative was shocked when he was told that Kaluwa School
doesnt have a desk and yet the school is a Malawi National Examination Board centre. Learners
borrow desks from Chididi primary school for just using them during standard 8 final examination. It
was also another astonishment when the DEM was told that Mwanambidzi has one qualified teacher
against 6 classes. Volunteer teachers that communities sought hardly possessed minimum secondary
school certificate. In dilemma, head teacher for Mwanambidzi School utilised the available low
educated human resource.
Structured meetings, overall, bore several fruits to the community. For example, communities were
aware of the funds for School Improvement Plan (SIP) that their respective schools were getting per
semester. But head teachers kept all important information to themselves. Structured meetings opened
community eyes on operationalization of the SIP funds. Mother groups bemoaned lack of female
teachers at Kaluwa and Mwanambidzi primary schools. To that, the DEM urged parents to mould
bricks to construct teacher houses.
5.7. Mainstreaming
COLR managed to persuade CBOs to mainstream human rights issues in their daily activities. It was
also deliberately agreed that CBOs include other local partners in their monthly meetings to share
notes on issues to do with violation of human rights. Thus mother groups, GVHs and youths
participated in CBO monthly meetings. Besides that, Chididi GBV network includes members from
the CBOs.
6.0. STRENGTHS
Robust network for GBV prevention and response was developed. Mother groups, faith
community, CBOs assisted in prevention while CVSU responded to alleged violation of
human rights that included GBV. If cases proved beyond CVSU jurisdiction, matters were
sent to Nsanje police.
Societal unacceptability of GBV was excavated. Mostly, women conceal malpractices that
happen at family level. PFs and CVSU reported having received information from neighbours
and friends of the victims about wife beating, forced marriage and child neglect.
Perpetrators had been accountable to their actions. PFs had been vital in acting as messengers
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to bring perpetrators to book and CVSU had been instrumental to mediate and reach to a
reasonable conclusion of the matter. Habitual culprits were referred to Nsanje for further
actions.
To some notable extent, the project managed to make people aware, recognise and understand
GBV. COLR may not conclude that recognition and understanding of GBV in communities is
greater enough.
COLR managed to provoke confidence and consistence services at community level. Most
people have greater confidence in the quality of services offered at the CVSU. This is backed
up by number of cases registered monthly and nature of some cases reaching the unit.
6.1. WEAKNESSES
Provision of safety to victims and perpetrators had been irregular at the CVSU. The unit lacks
basic supplies for accommodation.
The project did not go far in spreading awareness messages to young people. Young people
did not come in commendable numbers to community meetings.
The project did not follow up cases that had been referred to police. The project relied on the
police to account to our allies on progress of cases referred during progress review meetings.
The police hardly did.
Mother groups hardly submitted written reports about what they had accomplished.
6.2. REMARKS
Chididi CVSU is a fair justice provision place for people of all ages and genders. No fees is
charged for it to process cases. This makes it receive more cases than any other CHB in
Chididi. CVSU members at the unit tend to ignore their roles as more cases come in due to
fatigue. Therefore it is important to continue supporting the unit with office supplies and fixed
ORT.
The unit is operated by volunteers whose education background is not something to do with
legal or human rights studies. The unit needs to be monitored throughout by professional
people to share with it pieces of advice. This trend will fortify it against unethical practices.
Road in Chididi is not well drivable. Walking with alleged culprits down to Nsanje police is
not safe. Therefore, police should make sure it acts with speed when called.
DEM should step up its efforts to consider organising strategic meetings with mother groups.
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END OF THE YEAR REPORT 2017

BUILDING ALLIES FOR SUSTAINABILITY AND EMPOWERMENT

BASE : Building Allies for Sustainability and empowerment

1.1. BUILDING ALLIES FOR SUSTAINABILITY AND EMPOWERMENT

1.2. Community Led Response Against GBV

The following objectives helped to achieve the goal:

2.0. PROJECT IMPLEMENTATION - ACTIVITIES

Year Size Savings Accumulation Accrued Turnover

2.1.2. OVERVIEW OF ACTIVITIES

iii. Provision of materials

SURCOD lobbying chiefs and councillors towards development as stakeholders

4.0. PROJECT IMPLEMENTATION ACTIVITIES

4.1. Community Led Response against GBV

CHIDIDI CVSU SUMMARY OF CASES

5.0 OVERVIEW OF ACTIVITIES

5.1. Commemoration of 16 days of activism

5.4. Paralegal services offered

5.6. Structured meetings for mother groups

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