Action for Better Governance
Action for Better Governance:
Realising the Faith Potential
Ref: GTF094
Year Five Programme Report for DFID GTF
(1st April 2012 – 31 March 2013)
Submitted June 2013
Year Five Annual Report
- Programme Identification Details
GTF Number / GTF 094
Short Title of Programme / Action for Better Governance: Realising the Faith Potential
Name of Lead Institution / CAFOD (Catholic Agency for Overseas Development)
Start date / 5 August 2008
End date: / 4 August 2013
Amount of DFID Funding: / £4,998,781
Brief Summary of Programme: / The purpose of the programme is to galvanise the strength, position and network of the Catholic Church in Africa to improve citizens’ access to information and foster a spirit of active engagement and transformative leadership necessary to pursue the principles of good governance. Citizens will be supported in holding institutions and leadership to be transparent and accountable. It is expected that at the end of the programme, Church leadership shall be able to effectively influence governments to recognize and fulfil their responsibilities. Justice and Peace Commissions shall effectively utilize and enlarge opportunities for civic engagement and support citizens to articulate their rights and collaborate and the Church will proactively build alliances and participate in networks with other faiths, secular institutions and other development actors to assert the responsibility of the state to deliver on poverty reduction, to respect human rights and to uphold the rule of law.
List all countries where activities have taken place / Burundi, Democratic Republic of Congo, Kenya, Malawi, Mozambique, Uganda, Rwanda, Zambia and Zimbabwe.
Target groups- wider beneficiaries / The programme aims to indirectly benefit all citizens of the countries covered by this programme. It is estimated that approximately one million people will directly engage with the programme by receiving publications or media messages or participate in training and advocacy initiatives throughout the lifetime of this programme. During the fifth year of implementation partners have directly reached 37,440 beneficiaries. Indirectly they have reached over eight million people in nine countries. These have included local community members, students, national and local government leaders, religious leaders, civil servants and cultural leaders, of which at least 40% are women.
Person who prepared this report /
Natalie Grant Logan, Programme Manager (maternity cover), PO Box 66153, Nairobi 00800, Kenya
+254 733 884 833,
2. List of Acronyms
These acronyms are used either in the narrative report or its annexes
ABGAction for Better Governance Programme
AMECEAAssociation of Member Episcopal Conferences of Eastern Africa
ASAAcção Social Arquidiocesana / Diocese of Nampula
ASEACAssociation of Catholic Bishops' Conferences of Central Africa
CBOCommunity Based Organisation
CCJPCatholic Commission for Justice and Peace
CDFConstituency Development Fund
CDJPCommission Justice et Paix (DRC) or Comissão de Justiça e Paz (Mozambique)
CDRNCommunity Development and Resource Network
CECABConférence des Evêques Catholiques du Burundi
CEJPCommission Épiscopale Justice et Paix (DRC) or Comissão Episcopal de Justiça e Paz (Mozambique)
CEMIRIDECentre for Minority Rights and Development
CENCOConférence Épiscopale Nationale du Congo
CIRGL International Conference on the Great Lakes Region
CJPCCatholic Justice and Peace Commission
CLGPParticipatory Local Governance Committees
CUEACatholic University of Eastern Africa
COPCommunity of Practice
DADistrict Administrator
DoMDiocese of Marsabit
DRCDemocratic Republic of Congo
EIDHREuropean Instrument for Democracy and Human Rights
EITIExtractive Industries Transparency Initiative
ELOGElections Observation Group
ENNEducation in the Neighbourhood Network
EPOIZEcumenical Peace Observation Initiative in Zimbabwe
IEBCIndependent Electoral and Boundaries Commission
IMBISAInter-regional Meeting of Bishops of Southern Africa
JHCJesuit Hakimani Centre
JPCCatholic Justice and Peace Commission
KECKenya Episcopal Conference
KENDRENKenya Debt Relief Network
M&EMonitoring and Evaluation
MDCMovement for Democratic Change (Zimbabwe political party)
NCCJPNational Catholic Commission for Justice and Peace – Uganda
NGONon-governmental Organisation
PEMPublic Expenditure Monitoring
PESODDistrict Economic and Social plan and budget (Mozambique)
PLWHAPeople living with HIV and AIDS
PWYPPublish What You Pay
UECUganda Episcopal Conference
ZHOCDZimbabwe Heads of Christian Denominations
ZINWAZimbabwe National Water Authority
ZRPZimbabwe Republic Police
3. Activities and Achievements
Working through JPCs at regional, national and local levels, CAFOD and Trócaire have witnessed clear messaging and action from Church partners. ABG partners have opened spaces to champion governance issues that have seen tangible results at local and national levels. ABG gave JPCs and Bishops confidence in engaging on governance and has built capacity within the Church that will last beyond the life of the programme. As a result of ABG-supported activities there is:
- A demonstrable increase in levels of awareness of their rights for members of local advocacy groups;
- More participative management of local and national environmental and rule of law issues;
- More transparent development and implementation of government budgets; and,
- Improved access to basic services and rights of vulnerable groups.
An unintended consequence at a regional level was the extension of AMECEA’s experiences and learning on building JPCs in Kenya and Uganda. The Tanzania Plenary of Bishops now possesses improved awareness on the promotion of better governance.
Church leadership promotes pro-poor policies and actions through strategic advocacy at the national level. In March 2013, the National Episcopal Conference of Rwanda, Burundi and DRC discussed their role as agents of change, with each national Episcopal Conference agreeing to influence the political discourse regarding the CIRGL peace talks.
JPCs represent the views of the disadvantaged and support citizens to articulate their rights. New partner, CDJP Nacala trained parish communities in land law and their rights as land users. In May 2013, CDJP Nacala and another new partner, Diocese of Nampula coordinated an extractives and land rights learning event for NGOs and JPCs.
Local government bodies have become more responsive to ABG-partners’ work and to the needs of local communities. In Uganda, recommendations to improve service delivery in Soroti diocese have been taken on board, while sub-county and district officials have asked CDRN to expand its scope on public expenditure monitoring to additional sub-counties and districts.
The Church have participated in building inter-faith and secular alliances to influence key decision-makers, and drive policy change, and is an active member of civil society networks and platforms. Caritas Zambia continued to lead and coordinate the Publish What You Pay (PWYP) Steering Committee in Zambia. PWYP is a global network of civil society organisations calling for an open and accountable extractive sector.
The Effect of the External Environment on ABG
During Year Five, the implementing context for ABG in Kenya was heavily affected by the General Elections of March 2013. All ABG partners in Kenya focused several elements of their work on supporting peaceful, inclusive and transparent governing and electoral processes. AMECEA and CJPC were part of the election monitoring teams at the national level, with CJPC offering additional engagement with the Independent Electoral Boundaries Commission (IEBC). The extended focus on political campaigns hampered many planned activities targeting local and national leaders. AMECEA’s planned retreat for East African Parliamentarians was rescheduled, while Radio Waumini experienced last-minute cancellations for its governance programmes from prominent government representatives. This led to a postponement or revision of most ABG activities.
In Uganda, the context remained stable. There has been increased vibrancy in the national legislative processes, with the national assembly mounting reasonable pressure on the executive arm of government on matters of public resource use. This has presented a great opportunity for ABG partners to continue local-level public expenditure monitoring work, and to push for stronger penal ties for those convicted of corruption-related offences.
The Great Lakes region remains unstable with the emergence of new armed groups that has seen an increase in refugee numbers in Rwanda. CDJPs Goma, Nyundo, and Bukavu experienced suspended activities due to armed invasions in November.
In Zimbabwe, the environment for good governance remained unsecure. Parish priests faced accusations, and some volunteers and staff have received threats. In Zambia, the draft constitution was released for public discussion and it became the first Southern African country to be Extractive Industries Transparency Initiative (EITI) compliant. The police are accused of human rights violations, with criminal justice processes bypassed and suspected criminals killed by the police. Mozambique has witnessed a breakdown in political processes. Resolutions and proposals on the electoral processes have been central to disagreements between the ruling and opposition parties, which has led to a threat of war.
The ABG achievements are not uniformly balanced throughout. Significant differences are seen between countries and regions: greater impact and sustainability is demonstrated at the local level, while the national and regional activities have faced challenges in demonstrating impact for men and women at the local level.
4. Programme Management
In Year Five, the ABG Programme experienced significant personnel changes. The programme manager left for maternity leave in December 2012, with a maternity cover manager in place in January 2013. The ABG finance support officer also went on maternity leave from September 2012 to mid-February 2013. Unfortunately, external recruitment for maternity cover was unsuccessful, with another CAFOD finance support officer providing minimal support for financial analysis, reporting and partner learning. The ABG programme officer for the Great Lakes region departed in September 2012 and was not replaced until February 2013. The ABG programme officer for the East Africa region left unexpectedly in early March 2013, with interim cover provided from April to July 2013. The M&E manager, based in London, left CAFOD in December 2012, with a new M&E manager in place in March 2013.
To mitigate the risks, support was brought in through a number of initiatives:
i. Reactivation of the CAFOD ABG Programme Board. Members comprise of the Head of International Programmes, the Governance and Advocacy Manager, and the three Africa Regional Managers;
ii. Discussions with CAFOD Regional Programme Managers, Justice & Peace Programme Officers and non-ABG Governance Programme Officers to further embed the ABG programming into the broader CAFOD governance programmes;
iii. Recruitment of an experienced governance consultant to support the East Africa duties on an interim basis;
iv. Structured support from internal CAFOD units including the Programme Development Funding Officer and Governance Policy Advisor.
- Working with implementing partners
As previously reported in the 4th Annual Report, ABG did not continue financial support to CCJP Malawi for Year Four and Five. Although they no longer receive a grant from ABG, CCJP Malawi remains a CAFOD and Trócaire partner and continues to engage with other implementing partners within the ABG Programme. In Year Four we also decided not to continue the partnership with CEJP Mozambique into Year Five. Resources have been reallocated to a smaller project in the Diocese of Tete. In the same period, two new projects, and thus partnerships were initiated with the Dioceses of Nampula (ASA) and Nacala (CDJP) in order to sensitise communities on land rights in the central and northern regions of Mozambique (output 3). Furthermore, the partnership with Progressio – Zimbabwe as a resource partner has been discontinued since they were unable to provide capacity development support to CCJP Zimbabwe – as the ‘development worker’ placed within CCJP Zimbabwe was diverted to other activities. After long discussions with Progressio, Progressio returned the funds CAFOD had allowed for this and it was re-allocated to the ABG micro-grants pot.
The Programme Manager works closely with CAFOD and Trócaire regional programme staff and implementing partners to organise workshops every six months to provide a platform for the management of activities, networking, sharing experiences and strategies as well as learning. Organisationally, this has resulted in increased skills in data analysis, reporting, and use of advocacy monitoring tools. The ABG staff and partners participate in various external thematic training (i.e. extractives, land rights, civic education) and other specialised training. In Year Five, CAFOD provided partners with security training which resulted in partners realising the need for developing a security policy. Most-at-risk partners received personalised training and support. CAFOD conducted media training that directly improved the extent to which partners were able to communicate governance advocacy issues at local, national and international levels. Partners also participated in a gender-responsive budgeting workshop which equipped them with skills, and taught them how to analyze gender issues using participatory methods and techniques. The abovementioned training and workshops not only allow collaboration between partners and ABG staff, but strengthen these relationships significantly and improve programme implementation cross-organisationally.
Drawing on the recommendations of the mid-term review, and through innovations such as the ABG micro-fund, cross-border exchanges and learning events were encouraged in Year Five. For example, CDJP Bubanza and Bujumbura partners from Burundi visited CDJP Bukavu, in DRC to learn how they have been able to engage with activities relative to participatory governance. Due to the prolonged crisis in Eastern DRC, Bukavu has been strategic for many humanitarian interventions. The surrounding communities have engaged with the mandate of the peace and justice commission which has served as a model to other CDJPs in DRC and the Great Lakes region. CDJP Bukavu was the first diocese to effectively establish a CLGP. CDJP Bunia and CDJP Uvira learned from this experience in forming their own CLGP. In Burundi, CDJP Bubanza and Bujumbura have adapted the Bukavu CLGP model to their own context. This exchange has strengthened the CDJPs’ strategic liaison with provincial government authorities in the region.
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GTF094 CAFOD ABG Year Five ReportJune 2013
- Risk Assessment
Risk / Likelihood
[H, M, L] / Impact
[H, M, L] / Mitigation Measures
Purpose level: The Catholic Church in Africa is more effectively able to support men and women of disadvantaged groups in asserting the responsibility of the state to deliver poverty reduction, respect human rights and uphold the rule of law.
- Conflict or national/international political shifts will adversely affect programme success.
(H in DRC, Zimbabwe. Increasing in Mozambique) / H / Integrate governance initiatives with peace-building and conflict mitigation programmes, where possible, to lower the impact of conflict. Adopt a flexible approach to programming to adapt to changes in unpredictable political contexts.
Output One: Church leaders are better able to propose actionable pro-poor policy recommendations to government.
- No buy-in from Church leadership (or key individuals within it) as they do not see addressing poor governance to be relevant for their role.
(L in some countries) / H / Share examples of successful Church leadership advocacy engagement to encourage others, for example the Bishop Advocacy Committees in Kenya and Uganda. Continue to identify allies within Church leadership and work with individuals who support the objectives of the Programme.
- Reduced space to speak out reduces opportunity and may discourage Church to communicate key advocacy messages.
- Intimidation and political backlash from state towards the Church leadership and its membership.
- Ethnic and political division within the Church creates conflict and lack of united voice.
(H in Kenya, DRC and Zimbabwe) / H / Identify allies within Church leadership and work with individuals in the Church who support the objectives of the Programme. Lobby for joint press statements of Bishops on common issues.
Output Two: Justice and Peace Commissions effectively utilise and enlarge opportunities for civic engagement, support citizens to articulate their rights and collaborate for accountable and responsive governance.
- JPCs lack the resources and administrative capacity to operate effectively.
- JPCs face resistance from decision makers and duty bearers because their activities and initiatives are perceived to be partisan and or politically-motivated/oriented (e.g. supporting opposition parties by challenging status quo).
- Lack of support from Church leadership to Justice and Peace agenda and activities.
(L in some countries) / H / JPCs involve Church leadership in the planning and implementation of their governance activities and share information regularly. Identify allies within the Church leadership.
- JPCs (including volunteer community animators and associates working with JPCs) face intimidation and threats as result of their governance/human rights work.
(H in Zim, Kenya, DRC, parts of Mozambique) / H / Employ a conflict-sensitive approach to programming.
Continue to review risk assessments and where necessary and appropriate, provide training and support on stakeholder management and security management for partners at risk.
Risk / Likelihood
[H, M, L] / Impact
[H, M, L] / Mitigation Strategy
Output Three: More citizens confidently and effectively network, communicate, negotiate and collaborate with the state.
- Men and women community members fear reprisals if they engage in local advocacy planning and actions.
(H in DRC, Zim and parts of Mozambique) / H / Employ a conflict-sensitive approach to programming. Carefully monitor programme impact on community members, JPC workers and volunteers; consider suspension/re-design of activities if an identified threat is above acceptable threshold for individuals and the organisation.
- Men and women community members are not united due to (social, ethnic, political, etc.) divisions therefore difficult to bring them together for joint actions and networking.
(esp. Kenya and Zim) / H / Remain aware of societal divisions and apply to programming strategies. Work from areas of consensus; finding shared interests and taking advantage of common concerns.
- Government co-opts efforts to organise men and women and politicise JPC community initiatives.
(H in Zim) / H / Maintain independence by being aware and establish clear boundaries between state and/or political parties and JPC/civil society groups.
- Citizens have other priorities (e.g. poverty, humanitarian crisis, food insecurity, fleeing from areas of conflict) than civic engagement and local advocacy planning and action.
- Disappointment, apathy and disengagement among men and women community members, especially animators/local facilitators who normally engage as volunteers, especially if the state does not follow through on agreed actions with community groups.
Be realistic about what is possible and actively manage people’s expectations. Invest in proper induction for community animators and volunteers.
Output Four: The Catholic Church participates in building inter-faith and secular alliances to assert the responsibilities of the state to deliver poverty reduction in collaboration with other sectors, to respect human rights and to uphold the rule of law.
- Alliances become tokenistic and not genuine (interfaith work is easier at local level, especially when consequences of co-option are explained)
- Churches reluctant to join up in alliance with other churches/other faiths that they may see as “competition”
- Disagreements over agenda and approach; lack of coordination between faith-based and secular civil society organisations/networks
- Catholic Church may not think they need opinion/input from anyone else.
Management operational risks include: