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USAID Quarterly Report MOZAMBIQUE

Cooperative Agreement No. 656-0227-A-OO-6005-0 October 1 to December 31,1997

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Table of Contents

USAID Quarterly Report MOZAMBIQUE

Cooperative Agreement No. '~Oll7-A-OO-'OOS-O October 1 to December 31, 1997

I. SUMMAR.Y .......................................................... 1

II. BACKGROUND ...................................................... 1

m . .ADMINISTRATION .................................................. 2

rv.PRO~AC1TVTTIBS .............................................. 4

V. RESULTS AND ACCOMPLISHMENTS ................................... 9

VI . .APPENDICES ...................................................... 12

USAID Quarterly Report MOZAMBIQUE

Cooperative Agreement No. 656-0227-A-00-600S-0 Odober 1 to December 31~ 1997

Under the terms of the agreement signed in December 1995 (retroactive to October 1, 1995) between USAIDIMozambique and the National Democratic Institute for IntemationalAffairs (NDI), NOI agreed to undertake a comprehensive civic education program entitled Increasing Public Participation in Democratic Politics in Mozambique. The program followed NOI's voter education efforts for the 1994 elections. It focused on civic education about citizens' rights and obligations in a democracy and public forums for parliamentarians and their constituents. NOI initially concentrated activities in the four central provinces of Manica, Nampula, Sofala and Zambezia. The program was amended in October 1996 to include a six-month constituency outreach component for parliamentarians. This program introduced constituency outreach techniques to Deputies and facilitated dialogue with their constituents through citizens' forums. The program was modified again in December 1996 to expand civic education to all ten provinces of Mozambique. NOI received a grant extension in September 1997 to produce voter education materials, in coordination with Mozambican electoral agencies, organize candidate forums for upcoming local elections and build the capacity of the Mozambican Association for the Development of Democracy (AMODE) to become a sustainable civic organization. This report covers NOI program activities from October 1 to December 31, 1997.

L SUMMARY

During the quarter, NOI completed its series of public forums, began production of voter education materials in coordination with the Technical Secretariat (STAB), and assisted the Mozambican Association for the Development of Democracy in its progression towards becoming an independent and sustainable organization. In OC!Q1>~!,_NOI org~r"zedjts_~enth and final

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~ivi~ forum_~~p~t<? PrQvince. NOI produced more than 400,000 voter education posters for • distribution during the voter registration period, held its first Leadership and Educational Development Seminar (LEAD) with AMODE and conducted consultations with the National Election Commission (CNE) concerning NOI's organization of candidate forums for the upcoming local elections. In addition, NOI held training sessions with AMODE on financial management and reporting procedures. Following an assessment of AMODE's financial • management capacity, NOI restructured its schedule of program activities with AMODE and revised its memorandum of understanding with the organization. NOI's new Country Director Thabisile Mngadi assumed her responsibilities in November. NOI's Southern Africa Regional Director Patricia Keefer visited Maputo to review the capacity of AMODE and meet with USAID officials.

IT. BACKGROUND

The Seventh Mozambican Parliamentary session took place from October 27 to December 18, 1997. During the session, the Mozambican Assembly voted in favor of an amendment to • postpone the date of local elections from December 29, 1997, until the first quarter of 1998. On

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November 12, the Council of Ministers announced that local elections will take place on May 29, 1998. The elections will be held in 33 localities, inclu~ Maputo and the provincial capitals, 12 urban areaictaSSifiea as c~~eas-thathavebeen classified as-"fOWiii.-------------

Voter registration began on November 10 and continued through December 7, 1997. The voter registration cards issued for the 1994 national elections remained valid for the 1998 local elections. However, those people who did not register in 1994, as well as people who had reached the age of 18 since 1994 were required to register in order to participate in this election. After calculating the number of registered voters, the National Elections Commission (CNE) will announce how many seats there will be in each of the municipal assemblies. The local election law establishes a formula whereby the number of seats in any assembly is proportional to the number of registered voters. Following this calculation, there will be a period of75 days for political parties to present their candidates and have them officially registered.

The registration process was plagued with problems. It was estimated that approximately 100/0 of the registered voters from the 1994 elections would have difficulty using their registration cards due to damaged registration books and errors related to the hand written process that was used in 1994. The Director of the Technical Secretariat (STAB) urged voters to verify their registration at the posts where they registered for the 1994 national elections. The period for verification was extended to December 20 in order to allow voters the opportunity to confirm their status and eligibility. STAB plans to computerize the voter registration books in order to avoid these problems in the future. Voter registration was also negatively affected by the conscription law that the Assembly approved during its most recent session. The law establishes mandatory military service for men between 18 and 35 who are chosen in the draft. This legislation has had the effect of discouraging young men from registering to vote, as they are fearful of being drafted.

In October, the Mozambican government pledged to aid in the development of a strong civil society that can play an active role in the country's ongoing democratization and development. The Minister of State Administration, Alfredo Gamito, pledged government support at a two-day roundtable on "Strengthening the Democratic Capacity of Civil Society Organizations," which took place from October 20 to 21. The roundtable participants called for a review of all legislation relevant to the activity ofNGOs and other civil society bodies. It also urged the government to introduce the necessary regulations so that the law on sponsorship and charitable donations can be implemented. The meeting's resolution stated that "the government should find ways whereby the state can raise funds that will be distributed among the organizations of civil society." The document also called for effective lines of communication among civil society organizations and the state.

m. ADMINISTRATION

Personnel

Thabisile Mngadi was hired as NDrs new Program Director and began work on November S, 1997. Mngadi previously served as Oxfam's Regional Program Director in Southern Africa where she was involved in capacity building programs with local NGOs around the region.

Mngadi also has previous experience with Oxfam in Mozambique, where she coordinated relief programs in the provinces ofZambezi. Ntassa, Nampula and Cabo Delgado. [See Appendix 1]

Mngadi was given a two-week orientation. NDI Consultant Nancy Clack and Program Officer Carmen Lane traveled to Maputo to assist in the orientation. NDIIMozambique prepared extensive orientation materials for Mngadi to assist her during the transition period.

Consultations

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• From December 3 to 5, NDrs Regional Director Patricia Keefer traveled to Maputo. Keefer held consultations with Mngadi and provided an orientation on NDrs regional programs. During her visi~ Keefer met with USAID and US Embassy officials. They discussed the modifications to NDrs workplan with AMODE, the status ofNDrs proposed candidate forums, the political situation in Mozambique and future programmatic opportunities for NDIIMozambique. Keefer • met with officials from the Mozambican Electoral Commission to discuss NDrs proposed candidate forums. In addition, she met with the AMODE Board of Directors to discuss the progress of the organization.

STAE • During the quarter, NDI held several meetings with the Technical Secretariat (STAB) concerning its cooperation on the production of voter education materials for the upcoming local elections. NDI and STAB discussed alterations to the production of materials outlined in their cooperative agreement. Under the changes, NDI and STAB agreed to collaborate on the production of the following materials: •

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2, 000 manuals on the registration process 2, 000 manuals on the local elections 2, 000 manuals on the decentralization process 400,000 registration posters 300,000 election date stickers 3,000 election brochures 1,500 voting station diagrams 1,500 carrying cases 4,000 poster tubes 100, 000 'Steps to Voting' Posters 1 50,000 vote bulletins 1,500 ink pads 3,000 mock ballot boxes

As a result of successful budget and materials negotiations with STAB, NDI plans to begin the production of voter education materials for distribution to AMODE provincial coordinators in late February. [See Appendix 2]

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CNE NDI held consultations with the National Elections Commission (CNE) on coordination and cooperation surrounding NDr s organization of candidate forums leading up to the local elections. NDI received official approval from the CNE on its proposal to conduct candidate forums in 14 locations throughout Mozambique. NDI presented the CNE with a concept paper on the candidate forums and organized regular meetings to discuss issues surrounding the forums. NDI has signed a Memorandum of Understanding with the CNE stipulating that should additional funds become available, then NDI and AMODE will conduct additional forums in all 33 municipalities. The CNE has granted NDI the right to conduct the candidate forums outside of the 15 day campaign period. [See Appendix 3]

USAID NDI held extensive consultations with USAID during the quarter. The consultations addressed issues related to AMODE's development, NDrs proposed candidate forums, and future program work in Mozambique. USAID expressed its support for NDrs work with AMODE and acknowledged that the capacity building program is a long-term process that will gradually transform AMODE into a viable organization. AID also expressed its support for NDr s organization of candidate forums, affirming the program's importance in the political process. USAID requested that NDI consider expanding its activities in this area.

IV. PROGRAM ACTIVITIES

Civic Education

During the quarter, NDrs civic education databases were updated to reflect the numbers of citizens who have participated in NDI training sessions through July 1996:

Phase One: Definition of Democracy; Citizens' Constitutional Rights and Resnonsibilities; Forms ofParticillation in a Democratic Society

1997 Total Sessions # Participants Women Men

4,692 146,112 64,303 81,809

Phase Two: Structure of the Government at the National Level; Resllonsibilities of the Government towards its Citizens

1997 Total Sessions # Participants Women Men

3,916 119,471 53,640 65,831

Figure 1: Civic Education Training in Nanzinhenje, Niassa

Material Production

NDI updated its data on the distribution of materials during the quarter. The results are as follows:

1996-97 Distribution of Material # Produced # Distributed

Name of Material

NDI Reference Manual, 3,500 1,996 Vol. I

NDI Reference Manual, 1,500 1,954 Vol. II

USIS, What is 2,279 Democracy?

NDI Petition Manual 4,000 2,144

"My Rights and 10,500 2,690 Responsibilities

NDI Storyboard Kit 500 428

NDI Posters, "How 5,000 2,500 Citizens Can Participate"

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NDI continues to fill requests for materials and will turn remaining stock over to AMODE for further distribution.

On October 15. NDI received a shipment of 400,000 voter education posters that were produced in coordination with the Technical Secretariat (STAB). [See Appendix 4] NDI and STAB coordinated on the production of two posters. The :first poster outlines the voter registration process by explaining who may register, what registration entails, where registration will take place and why it is important to participate. The second poster provides a sample of a registration card and explains its utility. Both posters were displayed in a photo spread in the Mozambican newspaper Noticias. STAB distribution of the poster began on October 20 to the 10 provincial capitals and other rural areas. NDI distributed the voter education posters and Trainers Guides to a variety oflocal organizations and institutions, including: NGOs, churches. cultural groups. labor unions, hospitals and prisons. NDI's distribution of materials helped to involve a wide range of organizations and volunteers in the voter education effort.

Focus Group Report

NDI consultant CLAIM finished the final report of the August Focus Group research. The report will be used to evaluate the impact ofNDI's previous civic education programs and to plan new programs in preparation for Mozambique's :first round of municipal elections. [See Appendix 5]

AMODE

During the quarter, the Mozambican Association for Democracy (AMODE) formalized its grant with NDI and received its :first drawdown. On October 15. AMODE officially opened its office in Maputo. The founding members of AMODE met to review candidates for the position of Director and Financial Officer in October. Paulo Cuco was subsequently hired as AMODE's Director.

Program Activities: AMODE's program activities (phase I) focused on the voter registration period. AMODE district trainers conducted voter education activities to inform voters about the registration process and instruct them to conserve their registration cards from the 1994 elections. Phase I concluded in December with the end of the registration period.

Training Activities: On November 24. Otilia Aquino led a training session on financial reporting with the newly hired AMODE staff in the Maputo central office. She reviewed financial reporting procedures. focusing on financial reconciliations and the coordination and organization of provincial accounts. On November 25, Nicole Seibel1ed a follow up session on program reporting. The training focused on monitoring the impact of the program and the information the central office needs from the Provincial Coordinators and from the District Trainers.

Figure 2: LEAD Seminar - November 26, 1997.

The first LEAD Seminar on Organizational Structure and Message Development was held November 26 to 28. NDI trainers Guy Mullin and Silva Mulambo led the seminar. Guy Mullin works as the Director ofL~ a coalition of national and international NGOs. Silva Mulambo worked with the Afiican-American Institute's NGO Capacity Building Project for two years. He is currently a free lance consultant.

During the seminar, AMODE's Board Members identified what they considered to be AMODE's strengths and weaknesses. Guy Mullin noted that "There is still considerable resistance to change for some members although they recognize the need to develop new ways of managing their enterprise." He recommended that "the Director should take an active role in presenting options and tackling hard decisions." Mullin offered to continue as a volunteer consultant for AMODE. He also informed AMODE about the services that LINK offers to national NGOs, including counseling, a research library and donor contacts. [See Appendix 6]

On December 19, AMODE submitted its financial report for the first period of the subgrant. The report was submitted several days late due to problems related to the coordination of provincial reports. In addition, the report's content remains incomplete due to outstanding reconciliations from AMODE's provincial offices. AMODE plans to submit the remaining reports in early January.

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Assessment of AMODE

NOI conducted an initial assessment to address certain issues with AMODE regarding its capacity to effectively manage the subgrant, maintain internal accountability and operate at an adequate level of efficiency. NOI has documented several existing problems which must be addressed in the short term in order for the organization to develop effectively.

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NOI expressed concern about the lack of qualified support staff in the AMODE office . The positions of Program Officer and Office Assistant were appointed without publicizing the openings or interviewing any candidates. The Program Officer was appointed by the Director while one of the founding members appointed his daughter to the position of Office Assistant. Problems have been acknowledged regarding AMODE's financial management of the grant. During the first two weeks of the Financial Officer's tenure, over US$120 disappeared from the cash box. AMODE's Director suspended the Financial Officer and presented the situation to the Fiscal Board. As a result, the Board forced the Financial Officer to resign immediately and began a personnel search to fill the position.

In addition, NOI has documented structural problems within AMODE. Many members of the Board held payed positions as Provincial Coordinators. Their status created a conflicting relationship with AMODE's Director, who is accountable to the Board but oversees the Provincial Coordinators. This conflict of interest has manifested itselfin several ways. For example, the Board's decision to override the Director's recommendation and pay Provincial Coordinators for the month of October even though the main program activities did not begin until November. Following consultations with NDI, AMODE agreed to address its structural difficulties and several Provincial Coordinators resigned as members of the Board. However, this decision left AMODE with a skeleton Board of only three members.

In response to concerns about AMODE's current capacity, NDI instituted greater financial oversight with regards to AMODE's expenditures. NDI revised its Memorandum of Understanding with AMODE. Under the new agreement, AMODE will meet with NOI on a biweekly basis to review upcoming expenditures and discuss financial matters. In addition, NDI will provide training on basic financial procedures and record keeping for the new financial officer. AMODE has asked for NOr s assistance in recruiting additional board members to fill its current vacancies.

Public Forums

On October 25, the Maputo Province Public Forum was held in Manhi~. This forum was NDl's .~ eleventh and last for 1_99~-1997. The panel was composed of Amelia Sumbana (F'RELIMO,and

--reremiaS·-Pondeca· (lffiNAMO) with two moderators, Vasco Dgedge and Paulo Cuco. The event was conducted in Ronga and simultaneously translated into Portuguese. There were 192 people in attendance, including other deputies, members of the Provincial Government, USAID D&G Officer Thomas Johnson, and journalists. The main questions presented were related to human

rights violations, police abuse and property rights. Manhi~ is a village situated 75 kilometers north of Maputo and it is scheduled to hold local elections in 1998.

v. RESULTS/ACCOMPLISHMENTS

During the quarter, NDI made significant progress in its efforts to help AMODE become a sustainable civic organization. In addition, NDI conducted its final civic forum in its series of eleven forums nationwide. NDI produced and distributed voter education materials to inform citizens about the registration process.

Materials Development

During the quarter, NO!, in collaboration with STAB, produced 400,000 voter registration posters that encourage Mozambicans to register for the upcoming local elections and informs them about the registration process. NDI also produced and distributed 2,000 manuals on voter registration that explain the process and its importance. (See attachments)

Materials Distribution

In addition to supplying AMODE District Trainers and STAB Agents with voter education materials, NDI also supported the initiatives of local NGOs by providing posters and Trainer

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Guides. Through its distribution of voter education materials, NOI helped involve civil society in • the voter registration process. The effectiveness of this initiative was evidenced by the citizen response to local organizations' activities.

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The Mozambican Association of Community Residents (AMACO) worked to educate citizens about the registration process in Maputo neighborhoods. Initially, AMACO's activists planned to distribute materials for a 10 day period. They mobilized voters with the production of a theater skit which was adapted from NDI's Trainer Guide. AMACO's sessions were so popular that they extended their community outreach to 25 days and requested double the amount of voter education materials from NDI. During the period, AMACO activists posted over 6,000 posters throughout Maputo.

In Momunbala District, Zambezia province, a local organization, Zaone, received voter education materials from NDI. Their activists were in the field conducting training sessions and distributing voter education materials before the STAB agents. As a result, Zaone's ability to send activists into the community with voter education materials has greatly increased the organization's reputation in Morrumbala.

I The impact of voter education activities during the registration period was evidenced by I the number of citizens that responded by seeking registration for the elections. Unofficial 1. estimates claim that up to 500,000 Mozambicans participated in voter registration. \

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AMODE

During the quarter, AMODE took several concrete steps towards becoming an independent NGO, including:

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AMODE submitted its official paperwork and became a subgrantee ofNOI. On October 15, AMODE officially opened an office in Maputo. During November, AMODE implemented Phase I activities around voter registration. AMODE district trainers conducted voter education activities to inform voters about the registration process. This marked an important step in AMODE's development, as the organization assumed management of its program activities. AMODE placed advertisements for staff positions and recruited a Director and Finance Officer. AMODE's Director recruited support staff, including a Program Officer and two Office Assistants. AMODE is to sign a Memorandum of Understanding with NOI outlining the terms of their relationship and proposed activities. The MOU defines the nature ofNDI's relationship with AMODE and sets parameters within which autonomy can be gradually transferred to AMODE. From November 26 to 28, AMODE participated in the first Leadership and Educational Delvelopment (LEAD) Seminar. This seminar was the first of eight that will introduce the essential aspects of long term organizational development. The LEAD seminar focused on Organizational Structure and Message Development. The seminar helped AMODE identify structural weaknesses. From November 29 to December 1, AMODE held a general meeting to reflect on recommendations made during the seminar. The Board of Directors recognized the existing structural problems with AMODE and discussed possible changes to create a more feasible organizational structure. AMODE transferred the signing powers on its bank account from the Chairman of the Board to the Director. This action marked an important commitment by the Board to recognize the Director's leadership and began the transfer of power over daily operations to the Director. This step will allow the Board to assume its role as a mechanism to ensure programmatic and financial transparency as well as serve as an advisory body within the organization. AMODE's Director will now assume the responsibility for directing the organization towards its goals and objectives. AMODE Director Paulo Cuco developed Office Policies for the organization. These policies shall serve as guidelines for AMODE's operational procedures and will help define the organization'S culture.

Focus Group Report

The August focus group study served as an important tool for program evaluation and planning. The results of the focus group research provided an indicator of the success and impact ofNDI's civic education program. In addition, the research identified important areas where further

programming is necessary. NDI used the results of the focus group study to plan program activities and develop materials that educate voters about the municipal elections.

The Focus Group research found an increase in citizens' understanding of basic democratic concepts addressed in NDl's civic education program since the last conducted study in November 1996. The study found that the majority of participants had a general knowledge of Mozambique's Constitution, the effectiveness of a petition as a powerful tool for citizens, the existence of Deputies and the upcoming local elections.

The participants recognized NDI civic education materials as non-partisan educational tools and were often able to identifY the local District trainer. Participants of civic education sessions indicated they felt NDl's work was important in their comrmmities and requested that civic education activities and citizens' forums continue in the future.

The research indicated that there is a continued need for NDI to intensifY and expand its civic education programming. especially in rural areas where access to information is limited. . Furthermore, the study illustrated citizens' desire to have access to more information about the municipal elections and the evolving role of local government.

The results of the focus group study were used to plan AMODE's Phase I activities around the voter registration period. In addition, the focus group results were used to develop voter education materials that inform citizens about the registration process and the upcoming municipal elections. . I

Public Forums

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NDI held its last scheduled public forum in Manhi~. The public forum allowed citizens to engage in a dialogue with their representatives about important issues affecting their community. The

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forum allowed citizens to pamcipate more fully in Mozambican democracy through direct contact • with their representatives. Citizens who participated in the forum felt that it gave them a clearer sense of their deputies' responsibilities. They have requested that NDI expand its public forums to more locations, particularly rural areas. In addition, Deputies that have participated in public forums have asked NDI to expand its program. Due to the success ofNDrs series of public forums, NDI plans to conduct candidate forums prior to local elections in May. •

• VI. APPENDICES

• 1. ~gadiresume 2. ST AEINDI Memorandum of Understanding 3. CNE/NDI Memorandum of Understanding 4. NDIISTAE Voter Education Posters 5. Focus Group Report

• 6. LEAD Seminar Materials

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1615 HDI JOHAHHESBR6 FAX HO.: + 0114038960 11-08-97 10:24 P.06

CURRICULUM VITAE

NAME:

PRESENT ADDRESS:

,EDUCATION

B..A. Eeonomies:

Mllbabisile Magadi

C/o Odam America :rOBoI1233 Harare, Zimbabwe

Telephone: 263-4-70761213 FAJ(:~701'14 e-mail address:thabi@icon.co.zw

University ofBotswaDa aod Swazilalld 1979. Concentration Fiuaneial Managemellt, Macro Ec:oDomic .ltd Plalloing and AccountiJIg.

Certificate in Management Consultancy for Small altd Medium Seale Iddustrics: Univenity of PbillipiDes 1981.

Diploma In Development Studies: University of East AugUa, U.k. 1986. Con"otration: Third World Development and Gender and Development.

EMPLOYMENt

Aupst 1993 - Preseat:

Regional DirectorlRepresentative Odam AlDerial -Zimbabwe

As Regional Representative, I am responsible tor all development programs tuoded by Oxram Amerl~ in 7..imbab_e, Namibia, South Arrica and Mozambique. I am responsible for Program co-o.rdi .. ation, plauning and Illanagelbent to pJ'OlIlote sustainable grass-root based social and etonomic aetirities.. My work involves strencthening the democratic proeess within comJDunity based organw.noD a .. d .upport their quest tor sodal Justice and structural chaale. I have also beeD involved in strategic planum&; and evaluation of multi-year program iD Community Based Resoufte Management, WOIDens Riahts and Education, Micro Credit aad DevelopIDent Finance ad Policy Advocacy. I supeJVise staff .lId am in marge of inm-aal f"mancial and admjaistratioD systems, iadudiag ac:counting and reporting to maintain a tborough program information base for the ageaey. I am the major link wltb tbe Boston US. Bead Office.

January 199()..1993: Country Direeto)'/Rcp .. eseatative, M ... mbique - Oxram IJK/I

1615 NDI JOHRNNESBRG FRX NO.: + 9114038960 11-08-97 U): 24

l was assigned to Mozambique, based in Maputo but co-ordinating programs in the pro-..inces o(Zambczi, Nfassa, Nampula and Cabo Delgado. I was directly responsible for strategic: planning, co-ordinating of tbe Relief Program~ and analysis of the socio ecoD.o01ic sit .. ation of Mozambique and recommending to tbe UK - Oxford Bead Oftice on policies and strategies to be adopted in the (:ont~t of war and tnnJition. I WAS also responsibl~ fo .. the promotion, developmeDt aDd strengtbening of local institutions espeeiaDy community baaed orxanizatioos. In 1990 the birth or national NGO aJJd other civil society organizations took place and I was responsible for capacity building programs. I was responsibJe for designing an efrecti\'e adyoc:acy program and strengthening ofJoeaJ lobbying. I was the liaison person between the go'\'cmDleo4 donon and tbe agenty. I supervised a staff' of 10 international persons and 20 national. OveraU financial and administration oftbe agency was Illy responsibility.

1987-Janllary 1990: Deputy Country Director - Ouam UKII Mozambique.

As deputy country director I was responsible for all aspects oftbe Cabo Delgado (Province) development program. This was the only province~ when developmental activities could stiD take place without the effects of war. I was th~rorc responsible for appraisal of projects, oveneeing the iOlplemeatation and ditecdy monitoring aud evaluation of tbese projects. I would provide technieal assDtulc:e and trabdog using panJ.c:lpatory methods and AnOnatioo Dlethod,. I was direetly respoD5ibic for developing programme strategies for long-tenn rehabilitation 'lI,d po.t was planning. I developed gender training manuals and was responlible Co .. n..in-streaming gender into aD programs.

August 1983-1'86: Program Director - USC Call ada, Swaziland.

I 'Was bMcd in Mbaballe Swaziland and co-Ordlnating programs in Lesotho, Botswana and Swuiland. USC - Canada opened jU office in Southern A(ri~ for the lirst time in 1'83 and I W.l1:S responsible for setting up the office, and negotiations with the government, to begin funding of the development proararoB. I was therefore responsible for program identification, development, appraisal. monitoring and evaluation. By 1986, there were over 60 medium scale development projects maioly in the sl'ea of .griculture~ water and sanitation, Heatth and Education. During the 1'84 floods. I was appointed by the Canadian Embassy to =administer tbe Relief Fund. This meant I bad tbe added respollsibility of appraising and monitoring la~ scale water and irrigation projects. I worked directly with the Government department of Rural Water Supply in training and developing proposals to be p"esented to the Canadian embassy and USAD>. I was in charge o( recruiting and training tbe loeal staff' (8)

May) 980 - June 1983: Projects omce - SmaD EnterprisH Development Company - Swuiland.

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I was reaponsible tor developiug buslDesS plans aDd assessing feasibility studies (ot' iDdigcllous cntrepreneur5. My duties involved identification and deveJopmellt of projects and small scale iodustries, medium scale business ventures,. and securing grants or 108ns for cnt.-epreneun from commercial banks and from intentstiona) donors. I have been involved in setting up and managing of Trade Fairs.

June 1979 - April 1980; Tax Iospec:tor - Swaziland, Government - Swaziland .

As Tax Inspector: I was responsjble evalbation of to: returns tor' individuals and for tbe Corponlte Sector. I was also responsible for interpretation of tax laws and pol ides.

Languages:

English Portuguese Zulu, Xhosa, Sotho

Written

Fluent Good

Fluent

Spoken

Fluent Fluent

Fluent

Computer Literacy: Wiodows '~t Excel, Micro-solf and Electronic Mail

Referen~M~ Upon Request.

• ADENDA

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• BEST AVAILABLE COpy

referente as actiyidades conjuntas de producao de materiais e acc;:5es de formacao as p3j""Te~,~ repre~entada~ ;e,pect!\'a!11e!"~te pe:o D!fectof de Forrna:;:ao c Educa~ao Cl\ j:;a. Scnhor Antonio U. Carrasco c peJa Scnhora Ot11ia Aquino. reunidas no dia '27 de Outubro

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fundos. 0 STAE nao podeni comparticipar equitativamente nos custos de produ\,ao

Para coimarar est'1 .;;iTlI;1<:"ao. 3S pane, acordaram em pagar na tnralidade os cu:-;w" 7"~:7ult~;i~e:.; ~~ f;iC~dL~'::5.~ de r;.-l~:eri~~~ ~~-;iif("";r;i1e ~ d!~tf~bu~c5.G Die\-~~;nciitC: fc~~"

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• Realizayao de semimlrios {comparticipay3o do i"";Dl nn pflg311lt"ni0 d(i.' ~(lla, e rnatcrial didact:cci i.

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(Dil"ector de F.E.Ci\-ica)

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NATIONAL INSTITUTO NACIONAL DEMOCRATICO PARA ASSUNTOS I!\iER."lACIONAIS DEMOCRATIC

INSTITUTE Rua Daniel Napatima .. ~63. Sommershield Mapulo, Mozambique

• Tel, (258) (1) 492.;;2 /493-296

FOIllTEUlnolAL AFFAIU • Fax (258) (l) 492-881

Exmo Sr. Dr. Leonardo Simbine Presidente da CNE

Maputo, 5 de Janeiro de 1998

Considerando 0 encontro mantido entre V. Excia e as Sus. Patricia Keefer, Directora Regional e Angela Abdula, Oficial de Programa do Instituto Nacional Democratico, NDI, serve a presente para registar 0 consentimento recebido de sua parte, bern como as importantes recomenda90es feitas ao NDI para 0 desenvolvimento do seu programa de educa~ao cfvica, F6rum dos Candidatos:

:.

. ;: - 0 F6rum de Candidates acentecera no perfodo de 29 de Abril a 1 4 '" de Maio de 1997 (entre a divulga9ao da !ista definitiva de candidatos pela CNE e 0 inicio da campanha eleitoral), em catorze municfpios~

- Uma vez que concorrerao nao apenas candidatos de partidos politicos mas tambem candidatos independentes, 0 numero de membros do painel sera elevado pelo que dever-se-a considerar mais tempo do que 0 indicado para a realiza<;ao dos f6runs;

- Como forma de se garantir que 0 f6rum seja uma plataforma de discussao de ideias no ambito das preocupac;oes comunitarias e nao de pessoas, a sua agenda constara de questoes e respostas a serem dadas para temas estritamente ligados ao funcionamento do municfpio;

- A CNE tern a responsabilidade legal de garantir tratamento igual das candidaturas e qualquer procedimento que ponha em causa es te princfpio levan[ a uma interven<;ao imediata da CNE;

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- A CNE dispoe-se a dar todo 0 apoio e colabora9ao nesta actividade, mas nao numa base de parceria;

- 0 NDI garantinl que os f6runs de candidatos constituam urn a oportunidade imparcial e igualitaria para todos os candidatos apresentarem as suas plataformas de gestao dos municipios.

- 0 NDI mantera urn contacto regular com a CNE, por forma a manter V. Excia informado sobre 0 desenvolvimento do programa ora acordado.

A prepara9ao dos f6runs de candidatos tera inicio em Janeiro, extendendo-se ate Mar90 de 1998, atraves da capacita9ao da AMODE, organiza~ao parceira do NDI, com inser9ao comunitaria que conduz a educa9ao civica em parceria com 0 STAE e tern a experiencia d a realiza~ao dos f6runs publicos.

De acordo com os resultados das elei90es de 1994 e tendo em conta a presen9a dos varios partidos politicos em cada provincia, 0

NDI propoe-se a realizar os F6runs de Candidatos nos seguintes locais:

- Pemba - Lichinga - Nampula - Quelimane - Tete - Beira - Chimoio

Inhambane - Marromeu - XaiXai -Maputo - Mocuba - Manica - Cidade de Matola

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No entanto, caso se consiga mais fundos, estenderemos esta actividade aos 33 locais onde se realizarao elei90es locais.

o Instituto Nacional Democratico gostaria de expressar os seus agradecimentos pelas recomendac;oes feitas por V. Excia, que contribuirao para 0 sucesso dos f6runs de candidatos. Concordando com 0 teor desta carta de entendimento, queira ter a gentileza de a assinar e enviar-nos uma c6pia para nossa referencia.

Sem outro assunto de momento, receba os nossos melhores cumprimentos.

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i:~Noposto_ pr6ximo da sua

QUEM DEVESE RECENSEAR? • 0 cidadao mo!;ambicano com 18 anos ou mais que ainda nao se recenseou

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REPUBLICA DE MOC;:AMBIQUE

CARTAO DE ELEITOR NO ___ _

Nomc ______ _

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• CIVIC EDUCA TION I A Report on FocUls Group Research in Mozambique

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• BY: Eduardo Antonio Borges Saraiva

• II CLAIM - Centro Latino Americana de Investlga!(ao de Mercado

• PREPARED FOR:

THE NATIONAL DEMOCRATIC INSTITUTE [ NDI ]

• Financed by USAID August 1997

TABLE OF CONTENTS

EXECUTIVE SUMMARY ....................................................................................... 1

1. INTRODUCTION........................................................................................ 2

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1.1 MAP - FOCUS GROUP SITES....................................................... 3 1.2 TABLE - PROFILE OF THE PARTICIPANTS............................. 4

DEMOCRACY IN MOZAMBIQUE........................................................... 5

2.1 MULTIPARTY DEMOCRACY IN MOZAMBIQUE..................... 5 2.2 RIGHTS AND RESPONSIBILITIES............................................... 6 2.3 CONSTITUTION............................................................................. 7

DEMOCRATIC MECHANISMS ................................................................ 9

3.1 PETITION ....................................................................................... 9

4. CONTACT WITH DEPUTIES.................................................................... 11

5. CITIZENS' FORUM ................................................................................... 12

6. ELECTORAL STRUCTURES..................................................................... 13

6.1 POPULATION CENSUS................................................................. 13 6.2 CNE AND STAE ............................................................................. 13

7. LOCAL ELECTIONS.................................................................................. 14

8. NANZINHENJE.......................................................................................... 15

9. CLAIM'S CONCLUSIONS......................................................................... 19

10. NDI'S CONCLUSIONS............................................................................... 24

ANNEX 1 (Questionnaire for the Moderators)....................................................... 26

ANNEX 2 (Executive Summary of November 1996 Focus Groups) ...................... 28

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EXECUTIVE SUMMARY

The National Democratic Institute for International Affairs (NDI) contracted CLAIM Research of Brazil to conduct and analyze eight focus groups in diverse regions of Mozambique. The purpose of the research was to gain qualitative measurements of the impact of previous NDI-Mozambique civic education programs and to plan new programs in preparation for Mozambique's first round of municipal elections.

Seven of the eight target groups for this study demonstrated relatively stable and consistent opinions and knowledge of the current state of Democracy in Mozambique. The eighth target group, that of peasant women in Nanzinhenje, an isolated rural community in Niassa, provided dramatically different results.

Among the majority of groups in this study there was general knowledge of Mozambique's Constitution; the effectiveness of a petition as a powerful tool that can be used by citizens; the existence of Deputies; the occurrence of Citizens' Forums and their usefulness in communicating with Deputies and; the upcoming municipal elections. The Nanzinhenje group demonstrated little to no knowledge of any of these topics.

There is an overall desire for information that will permit people to "vote well" in the municipal elections. Participants requested information on the form, function and validity of the municipal assemblies. Additionally, participants requested an explanation of why certain areas were excluded from municipal elections, the structure of the municipal tax base and the process of indirect election of municipal deputies.

Participants stated a dissatisfaction with the local political leaders, touching as well on the national leaders. In fact, participants expressed no party preference, instead favoring candidates and deputies who could produce results, not be politicians.

While participants in a majority of target groups show general knowledge of democracy themes and events, they do not know basic concepts like the balance of powers in a democracy, the civic rights and. responsibilities of citizens, and the responsibilities of the government. CLAIM considers it the duty of those involved in civic education to consider themes pertinent to these issues in future civic education programs.

The divergent results from the group held in Nanzinhenje demonstrate the need for NDI to expand its civic education programs in the rural areas. In fact, the positive reception by participants of the successful petition for a village well in Nanzinhenje seems to obligate the repetition and intensification of civic education sessions in the rural areas on the use of a petition as a successful tool.

CLAIM notes the intense desire of focus groups participants to be better informed and therefore better able to actively participate in the improvement of their lives and community. The NDI civic sessions were valued highly by those who had participated followed by requests to continue these sessions. This shows the necessity of returning and intensifying civic education within the Mozambican context.

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1. INTRODUCTION

CLAIM was contracted by the National Democratic Institute for International Affairs (NDn in August 1997 to conduct and analyze eight focus groups in diverse regions of Mozambique. The purpose of the research was to gain qualitative measurements of the impact of previous NDI-Mozambique civic education programs and to plan new programs in preparation for Mozambique's fIrst round of municipal elections.

Civic Education Program In 1996 and 1997, NDI conducted a civic education program in all of Mozambique's ten provinces. This national program focused on democracy themes and issues tested and identifIed through Focus Group research conducted in February 1996. These themes and issues were: • citizens' rights and responsibilities • how citizens can participate at all levels in the political life of the country • the multiparty system • the composition of the National Assembly and duties of the Deputies • the responsibilities of government to its citizens

NDI also sponsored Citizen's Forums in the provincial capitals promoting an open dialogue between citizens and their elected representatives.

NDI was responsible for the selection of the Focus Group sites, target groups, recruitment of participants and logistical arrangements while it was CLAIM's responsibility to conduct and moderate the groups and analyze the results. Results for seven of the eight groups are the primary focus of this report. One group, held in Nanzinhenje, Niassa, is analyzed separately due to unique circumstances and fIndings.

Funding for this project was provided by the United States Agency for International Development. CLAIM wishes to thank USAID and NDI for including us in this important project.

The views contained in this report are CLAIM's and do not necessarily reflect the opinion of NDI or USAID.

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• Map 1.1 - Focus Group Sites

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Table 1.2 PROFILE OF PARTICIPANTS Focus Groups August 1997

PROVINCE LOCATION PROFILE N° PARTIC. LANGUAGE

With Without Men Worn Total

Elections Elections en

Maputo Manhica Women Market Vendors 0 11 11 Shangana Students: Agricultural

Gaza Chokwe School 7 5 12 Portuguese

Inhambane Vilankulo Teachers 6 5 11 Portuguese

Tete Zobwe Health Workers 5 6 11 Nungwe EDM Workers

Tete Tete City (Electricidade de Mo¥ambique) 12 0 12 Portuguese Educated Community

Niassa Lichinga Members 3 5 8 Portuguese Nzinje,

Niassa Lichinga Peasants 5 6 11 Yawa

Niassa Nanzinhenje Peasant Women 0 13 13 Yawa

Total 38 51 89

% 43 57

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2. DEMOCRACY IN MOZAMBIQUE

2.1 Multiparty Democracy in Mozambique

All target groups in this study recognized the existence of democracy in Mozambique and were able to articulate the advantages of a multiparty system. When asked of their experiences with the multiparty system, people spoke with the presumption that democracy involves more than one political party. This position was unanimous in all sessions as demonstrated by the following dialogue between the EDM Workers in Tete:

Participant A "Democracy in Mozambique began with the end of the war of independence, but it was a very small democracy. "

Participant B "That was not democracy! That was only one party and everyone had to bend to its wishes. "

Participant A "Because of this I called it very small. This thing of one-party rule has no future. "

The demonstration of support for the multiparty system is linked to the advantages perceived in the change they experienced regarding their individual liberties.

"We are at peace and in our homes, even when there is nothing more than beans to eat." -- Traditional Leader in Nzinje, Lichinga.

"We can go to any place without humiliations." -- Peasant woman in Nzinje, Lichinga.

"The multiparty system is good. It permits us to live following our wishes and according to the Constitution." -- Health worker in Zobwe.

"It makes us feel more free." -- Student at the Agricultural School in Chokwe.

"Diverse parties that discuss together the same issues in Parliament makes me understand that now there is really freedom of expression." -- Teacher in Vilankulo.

"I perceive a great improvement in the level of economic development which we are passing through now, not us, teachers, but the country as a whole." -- Teacher in Vilankulo.

The acceptance of the multiparty model can also be measured by the desire of some participants to improve upon it, as demonstrated by a community leader in Lichinga:

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"Our model of Parliament is antagonistic to Democracy, in the end we did not choose its members. We need a more participatory democracy. Things are not better because of this contradiction."

Lichinga. Niassa

2.2 Rights and Responsibilities

In all the groups, participants claimed to know their rights and responsibilities. What differed among the groups were the concepts of rights and responsibilities. Except in rare cases, the majority of participants presented the concepts as: "Rights are for the citizen, responsibilities for the State. "

The individual rights mentioned regularly are: • Be free • Ability to farm freely • Freedom to express one's opinion • Freedom to move about • Ability to conduct business freely, in particular to sell one's produce • Access to education • Access to health care ., "Have children" (ability to raise a family in peace)

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And as responsibilities mentioned: • Pay taxes

When prompted, people also recognized citizen participation as a responsibility. Specifically:

• Participate in the population census (occurring at the time of the research)

• Participate in vaccination campaigns

The general attitudes of participants toward rights and responsibilities can be summed up in the following statements:

''The government never forgets to collect when it comes to our responsibilities, but to have our rights recognized, we always have to prove our case." -- EDM Worker in Tete.

"Rights are a way we have to be able to receive for what we do." -- Health worker in Zobwe.

The direct relationship between rights and responsibilities such as 'every right corresponds to a responsibility' or 'the rights of one ends where the rights of another begins' was never mentioned. CLAIM therefore concludes this direct relationship does not form part of the participants' concepts or logic concerning rights and responsibilities. However, there is one notable exception:

"When there is no response to Julio's legitimate request for retirement, they are taking away his right to retire, this is because someone is not complying with his or her responsibility." -- Health worker in Zobwe.

2.3 The Constitution

All of the target groups affirmed the existence of a Constitution in Mozambique, however, some participants lacked the specific knowledge of the content and implications. For example in Nzinje, Lichinga the peasants did not know the implication of having a Constitution; in Zobwe, the health workers responded that they had never read it and did not know what it contained. The Zobwe participants also had never seen a copy of the Constitution. Among the groups of community leaders in urban Lichinga, students of the agricultural school in Chokwe and EDM Workers in Tete, the content of the Constitution is described in a diverse way.

"It defines how power is divided in Mozambique. " Community leader in Lichinga.

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"It is a collection which shows how individuals are organized within the country." -- Student in Chokwe.

"The government made the Constitution so that all would know their rights and responsibilities." -- EDM Worker in Tete.

Among the women market vendors in Manhi~a, the answer was unanimous:

"We know what is the Constitution because we attended civic education sessions of NDI. "

Even with this statement, these women were unable to recall the content commenting that: "We are illiterate and unable to study the Constitution".

All of the groups were shown a copy of the Constitution. Participants demonstrated an unequivocal interest in deepening their knowledge or to have someone interpret the content. These requests represent the need the participants feel for better training in civic education.

Market Vendors in Manhi~a, Maputo

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3. DEMOCRATIC MECHANISMS

Participants of all groups declared if they felt their rights were violated, they would not hesitate to make a complaint to the government or to whomever was responsible. There were no comments expressing fear in exercising the right to make a complaint. However, doubt was expressed in whether their complaints would be heard and elicit an effective response.

"A thief comes in my house, I catch him and take him to the police. Two days later I meet this same thief freely walking on the city streets, and this really happened." -- EDM Worker in Tete.

"Before, I didn't have the courage to complain. I knew that reprisals would come." -- EDM Worker in Tete.

Fear or feelings of self-preservation were observed among the state employees in Lichinga and among the group of teachers in Vilankulo. The examples these participants provided revealed that the intensity of attitudes depended on the level to which the participants were integrated in the workplace. These participants feared retaliation by their superiors which would impede any future advancement.

In this situation superiors, such as school directors, are seen as members of government. The person placing the complaint, although a civil servant, is acting as an ordinary citizen whose rights have been violated. These participants demonstrated a great contradiction in that in any situation not involving their superiors, they showed courage in demanding their rights with the expectation of having these rights recognized.

3.1 Petition

In the groups of EDM Workers in Tete, agricultural students in Chokwe and peasants in Nzinje, participants stated they did not know what is meant by a petition. After providing a definition and explanation of a petition process, each group expressed diverse reactions. In Tete, participants affIrmed they would sign a petition to demand an individual right or in the defense of a collective right without any fear or hesitation. Participants would sign together with the authors, as authors themselves or as members of the community:

"A petition is an instrument of right. "

In Chokwe participants considered the petition an instrument which could be used to recognize an individual's rights and therefore only the author or other people in the same situation could sign.

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"It is a request which must be made in an organized manner and if it were signed by several people it would be more effective."

In Nzinje, despite having stated earlier, "Everyone can and must speak out", there is a contradiction when presented with the use of a petition. After being given an explanation of a petition, participants hesitated and showed signs of fear especially when told a petition must be signed with identification card numbers:

"And this obligates us to what? Who is it that gives us permission to sign a petition?"

The teachers in Vilankulo, community leaders in Lichinga and the women market vendors in Manhi~a stated they knew what a petition was and that they were prepared to write one or sign one whenever necessary.

In fact, the vendors in Manhi~a are preparing a petition to request the construction of public toilets with plumbing in the market.

When the meaning of a petition was explained in Zobwe, the health workers afftrmed they would seek more information about petitions from the NDI trainers and immediately write a petition about their retirement requests being ignored. All wished to sign:

"We need to fix these injustices happening to Julio now so that it doesn't happen to us tomorrow."

Health workers in Zobwe, Tete

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4. CONTACT WITH DEPUTIES

In all groups, participants indicated they knew at least one deputy and, in general, could cite names of Deputies who were residents or had relatives in the area. Even the participants who were quiet up to this point, concurred when the names of Deputies were cited. Many participants used the phrase "knowing a deputy" to mean "I know that they exist" .

Few had the opportunity to talk with a Deputy and none showed hesitation for such an opportunity.

"One of my relatives is a Deputy." -- Agriculture student in Chokwe.

"[ have spoken with a few Deputies." -- EDM Worker and union member.

Among the group of civil servants, the issues they would like to discuss with a Deputy always involved individual problems such as transfers, salaries, promotions or requests either as individuals or as a group. All other group participants presented requests to resolve communal problems. Examples of these requests are: more hospitals, more schools, social security etc., whichever affected them more at that moment in that location.

The image presented by most of the focus group participants for what a Deputy should do includes being closer to the communities they represent in addition to seeing and experiencing community life fIrst hand to better understand and resolve community issues. They believe the Deputies could accomplish this as long as the Deputies want to know a community's needs.

It is clear that the participants in these groups have no vision of wider national problems, only the ones they live with each day in their own community. This image by participants of a Deputy's omnipotence leads to negative feelings toward the Deputy as a competent politician, toward the Parliament as an institution and even to democracy as a system.

"They need to help us, taking our problems to where they resolve these things." -- Woman market vendor in Manhi~a.

"They listen to our problems, but they don't resolve anything and they don't even say what they are doing there (in the Assembly of the Republic)." -- Agriculture student in Chokwe.

"Since 1994 the deputies have not justified what they are doing." -- Community leader in Lichinga.

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50 CITIZENS' FORUM

Among group participants, there are those who have attended a Citizens' Forum, those who have heard one on the radio, others who have heard that one happened or was about to happen and a larger group who did not know what it was. When the objectives and format of a Citizens' Forum were described, the idea was greeted with enthusiasm. Some feelings of deception or exclusion were noted in groups at more isolated locations where the participants doubted they would ever have the chance to attend such an event.

"This proves that now we have democratic freedom. " Teacher in Vilankulo.

"I will participate with enthusiasm so that I can have news of what was done in the past and what we are preparing for the future. " -- Peasant woman in Nzinje, Lichinga.

"I will say everything that I feel. What we need is the strength to work." -- Woman vendor in Manhic;a.

"This shows us well, what is democracy, it makes us happy! Can I hold a Citizens' Forum in my house?" -- Health worker in Zobwe.

Peasants in Nzinje, Lichinga

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6. ELECTORAL STRUCTURES

6.1 Population Census

The population census was ending during the time these focus groups were conducted. Questions on the difference between voter registration and population census were included due to the same word -- "recenseamento" -being used to refer to both population census and voter registration. In urban areas, participants correctly defined the process of the population census including its necessity: "So that the government can plan its future actions".

"The process seems to me satisfactory. I think the census is very important and because of this it should be done with more time, but I think that it is better this way than the way it was done in the past when we answered to the Administrator." -- Health worker in Zobwe.

In rural areas or districts, the definition of the population census was limited to: "To know how many we are". In these locations some suspicions arise:

"We answered everything because after all it was a government request so we couldn't refuse, but for what reason did they want to know so many things? How many goats do we have? How many chickens?" -- Peasant woman in Nzinje, Lichinga.

"I am only not satisfied because they didn't explain the objectives." -- Woman market vendor in Manhi~a.

6.2 CNE and STAE

All participants showed a full understanding of the differences between the population census and the voter registration in terms of the objectives of each. Participants were unsure if voting was mandatory or not, and therefore if participating in voter registration was a right or an obligation.

Participants correctly identified the CNE (National Electoral Commission) and ST AE (Technical Secretariat of Electoral Administration) and could distinguish their different responsibilities. In urban areas participants used terms such as "provides logistical assistance" when describing the duties of STAE, at times recalling information heard before or during the previous electoral process.

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7. LOCAL ELECTIONS

In locations where local elections are planned, the participants not only know that elections are forthcoming, they also know the elections have been postponed. The postponement did not elicit any sign of disapproval, on the contrary:

"We don't have the conditions prepared to hold the elections in December, as the politicians say, we prefer that they be very well organized, if not we could have serious problems afterwards." Community leader in Lichinga.

People obtained information about the local elections, in general, through the media. This is restricted to information about the election of the mayor and municipal assembly. The participants considered it to be the responsibility of the government and NGOs to provide all the information necessary to make an informed decision. As stated by a community leader in Lichinga this information is needed, "so that the people can choose well".

Below is a summary of the information and questions on this topic from the different groups:

• What will be the attributes and responsibilities of the Mayor? • How will these be different from those of the current administrators? • What will be the differences between the future Municipal Assembly and

the current Municipal Councils? • What is the criteria used in the selection of the cities and towns where

there will be municipal elections? Why will some towns not have municipal elections?

• Who can be a candidate? Will only political parties be able to put forward candidates or will there be independent candidates?

• The political parties must publish before the elections the list with the names of the candidates for the Municipal Assemblies.

• Why don't we vote directly for the candidates for Municipal Assemblies? • How will revenues be generated and distributed? Most of the city's

revenues are generated from the surrounding countryside, and so why can't those people vote?

In general, the desire to participate in the local elections is very strong. The reasons for participation always focused on changes the local elections are expected to bring in the quality of life for the citizens. The participants see the elections as being able to solve more rapidly all of their problems, making clear their high level of expectation and hope.

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80 NANZINHENJE

Our objective in creating a separate chapter for this group in Niassa, is to try and prevent the analysis of the other seven groups from being too influenced by this very different situation. Nevertheless, we consider the results of this group to be of fundamental importance to the study since the situation of the women in Nanzinhenje probably reflects the reality of numerous rural communities throughout Mozambique.

To begin with we would like to describe the area and the participants. The women live simply in a small community without electricity or water system. Even so they show high standards of cleanliness and hygiene, using local resources for well built homes and the village showing signs of rational planning and layout. The streets are wide, clean and well cared for without any visible trash, with well spaced houses. The women were all barefoot, perhaps with their best clothes, clean and simple. Around the group were various children of the community, all showing elevated degrees of malnutrition, also barefoot and dressed in extremely worn clothing. Before the session the children asked to be photographed, all grouped around a bicycle, trying to show their one material good.

Children in Nanzinhenje, Niassa

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The focus group participants were 13 peasant women, illiterate who spoke only Yawa. The average age was 40 years old, ranging from 22 to 60, each with an average of six living children and numerous ones that died. The women declared they dedicate themselves to "hoeing and weeding only".

The participants knew that "things had changed" and that there is now a democratic regime. This change, however, had no significance for them.

"But for us nothing changed! They don't give us anything, neither clothes nor blankets. We still haven't received anything. "

This declaration reveals that for them, nothing has really changed, or that they still see themselves as part of a paternalistic regime. They are not begging, but anything they would be given would be highly valued.

It is impossible to make them think in terms of rights and responsibilities of citizens. Their living conditions leads them all to deny that they have rights, but unconsciously they recognize that they should have rights.

"We don't have any rights, we have nothing. "

"The hospital is very far, before we arrive the sick person dies. "

They never heard of the Constitution and react as if they are still living under an authoritarian regime:

HI am illiterate, but I think I saw a book like that in the hands of a priest."

HI didn't know that the government had laws." (Conformism or denunciation)

One doesn't note any sign of fear. The government is personified in the existence of the District Administrator, who is "well worn" in the eyes of the participants:

"We always make requests or complaints through the District Administrator, but there is no response. "

In Nanzinhenje, the local NDI trainer had held civic education sessions, but the participants were unable to explain or describe a petition. They were, however, able to describe how the traditional leader (Regulo) had made a petition requesting a clean water source. The petition received a positive response -- by whom they don't know -- and the village got a borehole and pump. When this story was told, the participants applauded with shouts and whistles.

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"Now the fear is finished. We are already thinking about making another petition for a second water pump and another one for a hospital."

The women did not know any deputies and did not know what they do, nor what their purpose was. They have never had any contact with a deputy and don't know if a deputy had ever been there.

"We never saw anyone, or if we saw a deputy, he wasn't introduced. "

"We only hear from the Regulo (traditional leader}. "

Despite two of the participants affIrming that they have heard talk on the radio about the Citizens' Forum, they do not know the meaning of these words. When the idea of a citizens' forum is explained, the possibility of participating in one invokes enthusiasm in all. The women reacted as if it were a novelty which could be beneficial in much the same way the petition was beneficial in bringing a well to the Village.

"/t would be good if they came, so that we could express our concerns and needs. "

When asked what concerns the women would tell the deputies, the answers came rapidly:

• The construction of a hospital here. • The authorization for us to have a shop. • A grinding mill and the conditions to transport what we produce.

They participated in the population census and stated that they answered all the questions they were asked correctly, however:

"/ don't know what they are going to do with it. "

They described the difference between the population census and voter registration in the following way:

"One gives a card so that we can vote." (reference to the voter registration) "The other they say it is to keep, to keep for what? To give as food for rats?" (reference to population census, result of the lack of information about its objectives)

They are unable to explain CNE or STAB. They don't know what the letters stand for or what the organizations do.

They don't know what local elections are:

"One day, someone will have to inform us."

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The material used by NDI in civic education sessions is recognized and they affirmed that:

"It must be material used to educate people and it was made by people like you. "

Peasant Women in Nanzinhenje, Niassa

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9. CLAIM'S CONCLUSIONS

This is the third set of focus groups conducted by CLAIM in Mozambique on behalf of NDI. We are in the unique position to compare the results of this study with two previous studies of similar communities conducted in August 1994 and in November 1996. Even if the comparison is considered pernicious, it is important to verify the advances and setbacks that have occurred in this short space of time, to note people's anxieties and fears, and to gain a better understanding of these sentiments and the way in which they are expressed.

The 16 focus group sessions that made up the August 1994 and November 1996 studies presented two incredible similarities:

(1) In prior groups the word "peace" was always used in the sense of a armistice or cessation of the horrors and hostilities between Mozambicans. Today the word peace is used to describe tranquillity and the ability to live well in a state of calm. This difference may demonstrate that the earlier fears are no longer part of the daily life, and today's struggles are not just for survival but to improve the quality of life.

(2) Democracy was not questioned, however strong fears existed about its functionality as expressed in the denouncements of corruption and constant violation of rights. Participants believed in the democratic system, but they did not understand how corruption and rights violations could continue to exist in a democracy. Today these criticisms are softer and more isolated. The participants preferred to discuss how to make Mozambique's democracy more participatory, seeing the multiparty system synonymous with democracy. They search to stretch the limits of this current and young democracy, and want to learn to live democratically and be seen and heard in the same way.

Except in Nanzinhenje, group participants know Mozambique has a Constitution and that all should live according to its laws and principles. Despite some participants not being able to describe the Constitution's actual content, they have a reasonable understanding of its larger purpose and that it stipulates the rules for living in a democracy. The great difficulty comes from not having read the Constitution, not having access to it and having its content interpreted for those unable to read. Participants show that they don't know basic concepts like the balance of powers in a democracy, the civic rights and responsibilities of citizens, and the responsibilities of the government. CLAIM considers it the duty of those involved in civic education to consider themes pertinent to these issues in future civic education programs.

The use of the Petition emerges as a way of demonstrating the effectiveness of a multiparty democracy, independent of what party one belongs too. The positive reception by participants of the successful petition for a village well in Nanzinhenje seems to obligate the repetition and intensification of civic education sessions in the rural areas on the use of a petition as a successful tool. The correct interpretation of its meaning and its limits is essential in a civic education program. Civic education trainers should not exaggerate its usefulness or the petition could lose the positive image it currently possesses with the public. The statement: "A petition is the instrument of right."

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made by a middle level worker in Tete, needs to be taken seriously and demands a careful reflection on how to best transmit this knowledge to the public. It is necessary that the Petition be clearly understood as a powerful tool that can be used by citizens without the risk of indiscriminate or inappropriate use which will diminish its effectiveness.

Among those who already knew about Citizens' Forums or learned about them in the focus groups, the concept generated great enthusiasm and the desire to participate. The forums are perceived as a way to obtain information from the deputies and also as a means of transmitting their concerns as well as their criticisms and denunciations.

Knowing or having had contact with a Deputy is treated as circumstantial and is not a primary concern. For some, contact with deputies may be a demonstration of prestige. The will to increase their knowledge about one deputy or another presupposes a selective need, which does not occur. The possibility of directly and freely choosing those who claim to be their representatives is seen as a choice being denied them. This is stridently pointed out as a criticism of the system, particularly vocalized among the educated participants in the urban areas.

The Deputies are observed occasionally in the urban areas or district capitals visiting with the local authorities, participating in events or speaking with their fellow party members. Participants view these activities as "working visits", which to a certain point is true.

There are no other comments registered as topics to raise with deputies beyond requests, solicitations or appeals. This attitude seems to be driven by the belief that the deputies are capable of solving ALL their needs - both individual or collective. Participants believe that the citizens can only sensitize the deputy about their problems but that it is the deputy's responsibility to solve them.

This belief, was widely spread among all participants, regardless of the location, age group or profile. The resolution of all the communities' problems was presented as the only function expected or known of the Parliament members. It is important to contemplate that this is the image and expectation that the population has of the "faithful compliance of the deputy's public function". The Deputies were never seen as legislators. This expectation of the Deputy's role brings a great danger to the future policies of the current parliamentarians, the political parties, the parliament as a democratic institution, to the normality of the country's political life and even to democracy itself. The impossibility of attending the anxieties expressed and of resolving all problems, produces a deception, initially in relation to the deputy him or herself. This deception may be extended to questioning the validity of Parliament as an institution putting at risk the nature of the democratic regime itself. In CLAIM's opinion, the demagogic practice at this moment of history in Mozambique, can come to cause enormous and unimaginable damage to the normalcy of democracy.

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• EDM Workers in Tete City

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• Teachers in Vilankulo, Inhambane

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In the places where local elections are to be held, their existence, dates, reasons for postponement and evaluation are general knowledge.

There is an overall desire for information that will permit people to "vote well", which was expressed in the sense of using their vote for the general well-being and to improve the quality of life in their communities. The questions participants had about the local elections were:

• Form: Future functions of the Municipal President and of the Municipal Assembly.

• Validity: Comparison between the actual powers of the Administrator and of the Municipal Council to the future institutions.

• Justice: Existence of places without local elections and the exclusion of residents in rural areas from these elections even though most of the town's revenues are generated in the countryside.

• Resources: What resources or what part of the current tax base will be attributed to the municipality? Will the future city budget include activities in the rural areas or only in the set city limits?

• Policies: Voters ask that the political parties publish the candidate lists for the Municipal Assembly prior to the elections. Participants question the system of not having direct elections for the municipal deputies.

A constant and recurring question throughout these focus groups is: "Can independent candidates or those who are not affiliated to any political party run for office?" This needs to be addressed in future civic education activities.

We mentioned earlier that the participants stated a dissatisfaction with the local political leaders, touching as well on the national leaders. This may lead to the preference of new leaders, both local and national, who are not politically aligned to any political party formally organized or recognized.

The ideal profile of the Municipal Presidential candidate presented by the participants focus on administrative qualities and/or management skills. Listed attributes include: • Rich, therefore Honest (they believe that if they are rich they will have less

need to use public money for personal use), • Competent (capable of achieving or doing) • Participative (listening to the people and working together with them) and • Between the age of 35 to 40 years old regardless of gender.

At no time was it mentioned that the candidates should have public administration experience, belong to this or that party or have good relations with the central government. As said earlier, the candidate should be more a "producer" than a politician.

NDI's training materials were recognized by the participants of previous civic education sessions, identifying the district trainer (when present at the group) as the person who showed them "the book" (Storyboard), and recognize NDI

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as the author. Others recalled the period of the national elections often seeing the author as "some NGO". All clearly view the material as educational with statements like: "This is how one teaches others". The materials are seen to be extremely useful and interesting to see or read. The pages with photos of the Assembly of the Republic sparked great interest, satisfying their need to see that it physically exists. The photo inside the Assembly showing deputies voting in a session led one participant to comment: "Democracy in action".

In conclusion, CLAIM notes the intense desire of focus group participants to be better infonned and therefore better able to actively participate in the improvement of their lives and community. The NDI civic education sessions were highly valued by those who had participated followed by requests to continue these sessions. This shows the necessity of returning and intensifying civic education within the Mozambican context. The task of participating in the development of democracy through civic education is difficult, imposing sacrifices on the trainers and coordinators in order to reach the many isolated communities. Perhaps the idea of AMODE, the Mozambican Association for the Development of Democracy', can come to address these needs using successful examples such as the petition in N anzinhenje as inspiration.

Agriculture Students in Chokwe, Gaza

l The Mozambican Association for the Development of Democracy was recently formed by civic educators who earlier had worked for NDI. The founders intend to establish a long-term civic education program on democracy issues in Mozambique.

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/ 10. NDI'S CONCLUSIONS I

I The purpose of the current Focus Group research was to evaluate the impact

1/ of NDI-Mozambique's civic education programs and to plan new programs in

preparation for Mozambique's first round of municipal elections.

" Evaluation

The Focus Group research shows an increase in understanding of the basic democratic concepts included in NDI's civic education program compared to previous studies (February 1996 and November 1996). All the participants recognized the existence of democracy in Mozambique and showed a general knowledge of democracy themes and events.

Attitudes toward the multiparty system changed significantly. In the February 1996 report, Austral noted: "Be it in the rural or urban areas the existence of many parties is not well accepted." Participants feared competing political parties would increase the level of conflict and possibility of war. In August 1997 CLAIM found that all of the target groups of the study viewed democracy as synonymous with the multiparty system and "were able to articulate the advantages of a multiparty system." These studies indicate increase in participants' understanding of the multiparty system, one of the themes of NDI's civic education program.

CLAIM also found an increased awareness of other civic education themes including citizens' rights, the Constitution and the effectiveness of the petition as a democratic tool. CLAIM warns, however, that despite an increased awareness, many of the participants lack more specific knowledge such as the concept and content of the Constitution, the balance of powers between legislative and executive branches, the government's responsibilities and citizens' civic responsibilities.

The participants recognized NDI civic education materials as non-partisan educational tools and they were often able to identify the trainer of that particular district. "The NDI civic education sessions were highly valued by those who had participated followed by requests to continue these sessions."

The research indicates that while the civic education program has had a positive impact, there is a need for NDI to intensify and expand this program. This is especially important in the rural areas where access to information is much more limited.

Future Program Planning

NDI's Provincial Coordinators have recently formed a national NGO, the Mozambican Association for the Development of Democracy (AMODE). AMODE is dedicated to implementing continuous civic education programs run by Mozambicans. NDI is supporting AMODE's initiative and helping to build AMODE's institutional capacity.

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In 1997-1998, NDI will be working with STAB and AMODE to develop voter education materials for the fIrst municipal elections scheduled for May 1998. The results of the Focus Group research will be taken into account in preparing the program and material content.

CLAIM cautions that the participants have high expectations of the ability of\ their Deputies and soon-to-be-elected local representatives to solve all \, problems. Unrealistic expectations of elected representatives could lead to a " feeling of disillusionment and apathy. Increased civic education is necessary to improve citizens' understanding of the role and powers of their elected representatives and increased opportunities for dialogue between these elected officials and their constituencies. Participants were only aware of the Citizens' Forum program in the provincial capitals although once explained, all participants were interested in attending. NDI will consider extending the Citizens' Forums to the districts to promote dialogue with elected officials and promote increased citizen participation in the political process.

It will be vital in future civic education programs to address the specific questions raised by the participants regarding the structure of the municipal government, electoral laws, revenue generation and distribution. A more informed electorate will be better prepared to participate not only at the ballot box but also contribute to the municipal government by supporting local initiatives, contributing ideas and serving as citizen pressure groups. These citizens' groups and local NGOs could benefit greatly from advocacy skills training including more in-depth training on the petition process, use of the media, legislative process and budget issues.

Showing civic education material in Nanzinhenje, Niassa

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Warm-up

FOCUS GROUP QUESTIONNAIRE August 1997

• Introduce the moderator and others • Explain the reasons for the meeting - Civic Education • Explain the non-partisan character of NDr s work in Mozambique • Participant Introductions

Democracy in Mozambique

1. Have you seen any result of multiparty democracy in Mozambique?

2. Do you know any rights or responsibilities of citizens? Which ones?

3. Have you heard of the Constitution? (What is it? Have you read it?)

Democratic Tools

Annex 1

(These questions are to discover people's real experience in recognizing and using democratic mechanisms and their motivation for participation.)

4. Would you participate in a complaint to the Government ifthere was a violation of your rights? (Why or why not?)

5. Have you heard of a petition? Have you ever written or signed a petition?

6. If necessary, do you think you would write a petition? (Why or why not?)

Contact with Deputies

7. Do you know any Deputy?

8. Have you had contact with a Deputy? In this contact were you able to say what you wanted to say to the Deputy?

9. Do you know if any Deputy has visited (in his/her official capacity) your city or village?

10. What are the duties of a Deputy?

11. Have you heard of a Citizens' Forum? Did you participate or listen to one on the radio?

12. If someone organized a Citizens' Forum here, would you attend? (Why or why not?)

13. Do you think that meetings with Deputies are important? Why?

14. If you could speak to a Deputy, what would you say?

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• Daia: Hora: I D(!~.'I., .. iío: ~6 11 97 I·S 3(. Introduciio & A,prt~tnta("ót~ d05 Participantt!>.

: .. 9 (11) • Objecti\'os 1.' espt'ran~as do stminárío ll.ll~ .. Esboco do ProGrama, a"aliacaolrt"i5ao? l[,.(~·,- Análist da A.\(ODE txisttnte - ponto!; for1~ f fr:lI:o", opor1unídadt~ t 3mta,,3~. 1: ~IJ T"o1:-olllo .:m pi'q//e110.\ g"!(VOS. :O/1.'i!rta,:Jo da Ql1olru. AL~,Kw-(I

1 .. 3(,- \ Dt!>pn\'ol\'impnto da 'mpnsagem' da A.\IODE 17 t '1" 0/{.:11 e " mmoo da ,i.\JODE? I Papltl e o~le:m'os • ímpo/'ran:'Q da Idmndadc e Icg;nmld:.J(i~ da "/'gom:,, .. ¡¡o.

T,.,,/:o,,1110.1 cm .3 gl'/lpO~ r! plm¿lI7as

• :7 11 97 lIS 3(- De~e", oh'impnto Organit.acional: O que é?

CI:lo :fu 11do de /ima 0.\'(;, EI'olu;oo do: umu OSG, VI/d. e ':¡lli. qu,:";:nros ;1'" i.'onro' T .. mo! " ,arli .. :¡dud ... esrnlfU/'a f: ,. .. :/II·sos /1(':':S\·"I10\" " 0.\'Ci ·,/·"am:;.¡,::io Id,,:;;"

I l' I ~I',,, \ DNnv."·im.n" O."ni»".n.l, C' omponentelo E"~tllchli,,. 1: 3(' J. ESludo da orzam:",üo

:. Lrgu;ot!\ Ext.:mas 3. D.';,.'mp('n1!o tI,- t"'og1"tJn70

. 4. (' rJIlfI!XTCI;'

,~~rl·\t·\.'

1 ~ ':¡I'. \ Tipu~ de E.~lrutura Org¡tnizaciol1:11 1 ¡ 411_ I

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1: :.( \ Eil.:n1i"1H05 f.: Fun, o,)~ :: (t"I·JIl."'U .. l1fr~ os COllsL'!IIO\ " o E.w:II[7\·o ('ar,;;r.·/¡sTi:ol ... n: :;OTt!Il:rOIl mcm¿'ro~ dos :011.\1:11101' .

• . -'.L:.Vll'(' 1 ~ 3"- ' RE\'iS ..:,.(' D\:-S rJE3..;TES E DISCl"SS(>ES - C(':--;CLrS':'ES 16 1111

lñ1lll- ::'rO!:Jqj.:l Final 17111 •

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• BfST AVAILA8LE coPY

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QUADRO DE CAPACIT ACÁO INSTITUCIONAL DAS ONGs DA INTRAC

Este é um instrumento interpretativo e baseado no diálogo. Foram Identificadas as "capacidades" chave de ONGs eficazes com possíveis indicadores e medidas. A pontuac;:ao consegue-se através dum processo participativo para tornar claros os pontos de vista dos envolvidos e facilitar a discussao entre eles. Nao se pode agregar pontos para se fazer juízos de financiamento. mas podem ser usados para identificar os fortes e frac os e desenvolver estratégias adequadas de Desenvolvimento Organizacional. Os resultados iniciais do instrumento de avaliac;:ao devem ser postos no contexto do ambiente em que a ONG opera e na sua fase de crescimento antes de serem usados.

As Capacidades chave das ONGs identificadas sao:

al Estado da Organizacao

Identidade (valores, visao, teoria, missao, estratégia) Legitimidade (social e legal) Prestac;:ao de contas (satisfac;:ao dos envolvidosl Processo de Intervenc;:áo da Comunidade Política do Processo de lntervenc;:ao Sistemas (Financeiro, de Planificac;:áo, de Monitoria e Avaliac;:ao, Comunicac;:6es, Tomada de decis6es, Pessoal, Administrac;:ao, Angariac;:ao de Fundos) Estrutura Cultura Lideranc;:a Recursos

b) Ligacóes Externas

- Pessoal - Financeiros - Físicos

Relac;:6es de trabalho com

Empenho em Alianc;:as Estratégicas Manutenc;:ao duma Perspectiva Crítica

e) Desempenho do Programa

Impacto comunitário (Micro)

Impacto da Política Pública (Macro)

- Doadores - Outras ONGs e organizac;:oes civis - Governo - Sector privado

- Melhoria na vida - Capacidade comunitária - Interesse na articulac;:ao e empossamento

o Quadro da Capacidade das ONGs necessita de ser posto nos CONTEXTOS: -

a) Do ambiente económico, social e político

b) A fase de cr.escimento da organizacao

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ESTADO DA ORGANIZACAO

Dimens áo /habilidade Identidade - Valores (declaracao nao ambigua & consistente de cren~a.l

- Visao do Mundo

- Compreensao da causa do Problema;Teoria

• Missao

- Estratégia

Legitimidade • Social - Interna

- Externa - Legal Presta9áo de Contas - Satisfac;ao dos envolvidos

Processo de Interven9áo Comunitária - Contexto prevalecente determinante - SeleC9aO do grupo alvo

- Empenho do grupo alvo (fixac;ao do calendário, apropria9áo)

• Negociac;ao da participac;ao - Provisao mútua e pontual de recursos ... Feedback" (relatóriol

- Avaliac;ao

- Retirada Política do Processo de Intervenc;áo - Recolha e análise de informa9ao - Política dos processos de tomada de decisóes - Formulac;ao de alternativas da politlca - Pressao e advocacia Sistemas de Apoio - Financeiro

- Planificacao, Monitoria e Avaliac;áo 'outputs'

• Efeitos/impacto

- Gestao (PlanificaCao. Monitoria e Avaliac;ao do funcionamento do sistema organizacionall

- Pessoal

Indicador

. Oeclarac óes escritas e articuladas contram-se em práxls En

- Sao parti Ihadas e usadas pelos trabalhadores - Compree nsao mútua do futuro para o qual se está a trabalhar - Oeclara9 oes de politicas e propostas de projectos

a duma clara declaracao da missao - Existénci - Empenh o no equilíbrio/equidade de género

- Usadas como base para uma planificacao (a longo prazol

- Envolvi mento activo dos interessados internos ctivo da sociedade - Apoio a

- Estatuto s/constituic;ao adequada p/o presente dia

- Interess ados relevantes identificados - Manute nc;ao do apoio de interessados chaves

- Existe i nformac;ao sobre a situac;áo - Existem critérios de selecC;Bo - Priorida de para uma boa mistura de género

ma metodologia de facilitac;ao • Uso du • Particip étnicos • Acordo • Acordo • Verbal, trabalho, • Uso de participa

acao de grupos sociais, mulheres, velhos,

s ou contratos s ou contratos actas, reunioes, relatórios, planos de calendários de pagamento metodologias de avaliac;ao pelo

nte • Existe critério para a retirada

Acesso Oocume

a base de dados e recursos ntos de pOlítica

Oisponib ilidade de alternativas políticas Contaet os, relac;oes, redes de comunica9Bo

• Elabora cao do orcamento anual com mento de pessoal chave envolvi

- Aprov - Existe

ada a auditoria da contabilidade e dá resultados claros, válidos e os atempad

- Existe - Usam-

m alvos e presta-se contas sobre eles se métodos de avaliaciio baseados na ade comunid

- Sensib ilidade de género em relacao ao impacto mento estruturado para a colaborac;:ao - Regula

entre si stemas - Revisa o periódica de gestao de informac;:ao

Cao regular das realizat;:oes contra as tivas

- Avalia expecta - Existe - Existe

regulamento plo preenchimento de vagas m políticas do ORH

- Aplica m-se métodos de avalia¡;:ao - Polític a de ¡gualdade de oportunidades

Dimensao/habilidade

- Tomada de Declsóes

- Comunicacao

- Administracao

- Angariacao de fundos

Estrutura - Divisao de tarefas em relacao a intervencao / objectivo central

Cultura - Poder - Gestao de Conflitos

- Aprendizagem para Mudanca - Preocupacao pela Oualidade - Expressao de Consistencia e Valores

- Relacóes inter-trabalhadores

Liderant;a - Visao

- Honestidade - Competencia

- Consistencia

Recursos - Humanos (pessoal)

- Competencia, conhecimentos/habilidades

- Empenho

- Financeiros - Estabilidade

- Físicos

- Continuidade • Autonomia - Adequac;;ao

Indicador

- Uma divlsao e dlstribuicao reconheclda de autoridade - As pessoas afectadas pelas decisóes sabem quals foram as decisóes

- Os trabalhadores tem informacao precisa, adequada e pontual para a realizacao das tarefas - Os trabalhadores sentem-se parte integral e útil da organizacao

- Arquivo eficaz - Distribuicao de informacao eficaz - Resposta pontual a correspondencia

- Existem propostas de financiamento, mformacao e estratégias

- Mapas da organizacao, distribuic;:ao de func;:5es e autoridade

- Como se tomam decisóes - Procedimentos para a resoluc;:ao de conflitos operacionais - Sinais de adaptacao organizacional - Sinais de melhoria. ascendencia de padr5es - Consistencia de práticas internas e políticas externas - Padr5es de inter-relacionamento entre os trabalhadores a todos os níveis - Relacóes entre trabalhadores/trabalhadoras

- Articulac;;ao da visao e significado para o pessoal por palavras e acc;;óes. - Vistos como honestos e tendo integridade - DemonstraC;;Bo de competencia técnica e tomada de decisoes - Acessível e responsável. com comunica¡;:ao aberta

- Números adequados - Oualificac;;oes profissionais - Número de anos de experiencia - Relacéies interpessoais (com clientes) - Mistura adequada do pessoal - Mistura do género e representatividade da mulher na direcc;;ao - Partilha e exprime valores organizacionais - Controle de assiduidade e pontualidade

- Flutuac;;oes entre e no seio das fontes - Consistencia ao longo do tempo - Diversidade e grau de controle próprio - Custos fixos financiados - Adequac;;ao para planos e orc;;amentos

- Suficiente para implementar o programa

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RELACOES EXTERNAS

Dimensao

Relae;:oes de Trabalho com Organiza(:óes

Externas (Nivel Operacional)

Empenho em Alian¡;;as Estratégicas

Manuten¡;;ao de Autonomia e Perspectiva Crítica

Indicador

Com o Governo:.

• reunióes formais e informais, grupos de

trabalho

- contratos e acordos

Com os Doadores:-

· gama de doadores

- natureza do apoio dos doadores

- valores comuns com os doadores

Com Outras ONGs e Sociedade Civil Organizada:-

- conhecimento das actividades dos outros

- contactos formais e informais (membro

de grupos representantes de outras

organizac;:6es)

· programas conjuntos

Com a Economia de Mercado:-

- benefícios da colaborac;:ao

'Advocacia' / 'Lobbying':-

- acc;:oes conjuntas para a mudanc;:a da

pOlítica pública

Com o Governo:-

• evidéncia de desacordos e pontos de

vista alternativos

Com os Doadores:-

- diversidade da base dE- financiamento e

percentagem de rendimentos gerados

peJa própria organizac;:áo

Com Outras ONGs e Sociedade Civil Organizada

• acc;:6es tomadas para mudar a política

dos outros

DESEMPENHO

Dimensoes

Efeitos Comunitários

(A)

(B)

(e)

Melhorias de Vida - extensao da pobreza - eficácia dos custos de provísao - adequac;:ao do servic;:o - impacto (mudanc;:a no estatuto de formas de sobrevivencia) - apropriac;:ao do processo pelos beneficiários - distribuic;:ao dos benefícios - perspectivas de sustentabilidade

eapacidade da eomunidade - novas grupos formados - as organizac;:6es prestam uma colaborac;:ao eficaz no processo de gestaD e controle de recursos - maior coesao interna e poder conjunto - autonomía na tomada de decis6es - manutenc;:ao de mobihzac;:ao de recursos - ligac;:6es - edificac;:ao da confianc;:a

Articulacao do Interesse e Empossamento - maior habilidade de reivindicar - exigencia de prestac;:ao de cantas ao público - ligac;:6es que ajudam na busca de interesses - habilidade de estabelecer e defender objectivos e prioridades - Compreender e influenciar a política pública

Impacto da Política Pública - Produc;:ao e pressao por uma política alternativa - Engajado no processo de elaborac;:ao de políticas - Colaborac;:ao política. conseguida através de alianc;:as

e: \data\di\capchav. 11 6

Indicadores •

• - Grupos alvo alcanc;:ados - % de mulheres beneficiadas

• - Ligac;:6es e retornos

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Terceiro Modelo: O Ciclo de Vido de Umo Orgonizocoo Umo outro obordagem assenta-se no ciclo de vida de uma orgonlzac;:oo. As organizo<;oes sao como os pessoos. Nascem, crescem e eventuolmente marrem. Tol como os pessoos, os orgonizo<;oes experimentam crises, tomam novas rumos As arganizo<;oes tendem o seguir um percurso muito identlco nos seus ciclos de vido. O diagramo que se segue baseio-se num modelo desenvolvido pelo Instituto de GestOo de Manitoba, Conodo

rv\oturldade I

Consollda<;oo Aristocracia

AdolescenClo

Nascimento Muitas organizo<;oes come<;am com UPl sonho' uma pessoa ou um grupo pequeno que se encontra e decide Implementar UIl¡ programa ou prestol um servi<;o Q comunidode r-.Jos pnrllellOS diOS, os fundadores fozem tudo sozinhós Ir"nplemento<;oo eje orTlvldades gero<;oo de fundo~

compilac;:ao de relatórios. As decisoes sao tomadas em conjunto e muitos, senao mesmo todos, os membros do pessoal sao voluntários.

Crise de Adolescencia Á medida que a organizac;:ao cresce e obtem sucessos, experimenta inevitavelmente "dores de crescimento". Novo pessoal deve ser recrutado. Os fundadores tentam sempre controlar todos os aspectos da organizac;:ao, mas tal controle torna-se cada vez menos visível. Surge a necessidade de "despersonificar" a lideranc;:a da organizac;:ao é de estabelecer sistemas administrativos estandardizados. Alguns fundadores nao se mostram dispostos a ceder e a crise daí resultante acaba por dividir a organizac;:ao.

Consolidacao Se a organizac;:ao conseguir ultrapassar a crise com sucesso, dedica os seus recursos ao estabelecimento de uma base segura para uma boa gestao e administrac;:ao. As políticas do pessoal institucionaliza m-se, estabelecem-se sistemas de gestao financeira e dá-se prioridade a coordenac;:ao e planificac;:ao a longo prazo.

Óptimo A fase anterior leva a um novo estágio no qual a organizac;:ao se 'encontra num período mais efectivo: metas claras, sistemas de apoio bem-estabelecidos e pessoal empenhado. Infelizmente, o ciclo de vida continua e a organizac;:ao muda ...

Maturidade A efectividade ainda existe e, de facto, os programas até podem-se encontrar no seu ponto óptimo. Mas a visao, empenho e o entusiasmo comec;:am a diminuir. Duma forma ideal, a organizac;:ao mostra interesse em se renovar, em voltar ao estágio óptimo. Se nao for ..

Aristocracia O declínio vai comec;:ar (as sementes da queda!). A eficiencia ainda vai­se manter e provavelmente a organizac;:ao mantenha o seu bom nome por algum tempo. Mas a organizac;:ao deixará gradualmente de ter contacto com a realidade. O entusiasmo e a criatividade desaparecerao. Problemas sérios vao ocorrer. mas que sao ignorados ou escondidos. Qualquer tentativa de renovac;:ao terá de ser dramática e muitas vezes ossociodo com o mudonc;o do lideronc;o sénior ...

Burocracia Se houver resistencia a mudanc;a, a organizac;:ao entra numa fase burocrática na qual a visao desaparece, os programas tornam-se secundários e a dá-se mais atenc;:ao aos sistemas internos. Qualquer mudanc;:a terá que ser traumática e torna-se necessária uma cirurgia radical. Se nao ... Morte

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A organizac;ao perderá a confianc;o dos seus membros e doadores - e val morrer.

Este modelo é obviamente uma simplificac;ao da realidade. Mas as organizac;6es passam por estas fases embora a "progressao" nao é assim tao suave como o diagrama sugere.

o gráfico que se segue talvez esteja mais perto do realidade

Matundade

• AristocraCia

*

* 2 Nascímento

* 1 Feliz renovac;ao * 2 Renascimento traumático assocrado s maiores crises

organizocionois * 3 Rscorréncio de prolJlem:::::s :JIlt':-5 ,~-::: ~rº,:ltlrzocaC" re-:::ODr ')r \:

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LINK NGO Forum Secretariat • I Co-ordinator

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Assistant Co-ordinator

I Programme Manager for (Forum & Advocacy) lnformation Official

NGO lnstitutional (lnformation Services) Development

Admimstrafiol7 ~

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_~~~~~~~~_L_~~~~~~~_ ----- --~~~~~~--1---\.\'cl:L.l\ M .. a .. "\agcmcm

M':":~lIlg:. -------& Trn;n" ~ }-l

Conflict resolu- I Administrative I Assistant / Librarian tion Prog. Assistant

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RELACÓES DE UMA ONG - SATISFAZENDO OS ENVOLVIDOS

ENVOLVIDOS NA ORGANIZACAo - Devem ser Identificados - A Importancia reconhecida - Determinar os Indicadores dos seus valores - Normas estabelecidas mutualmente - Avaliaváo da capacidade actual - Reconhecer possíveis conflitos - Selecionar estratégias de servir;:o

11/'J7. e \d.lla\dl\rdacong.116

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ONG

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CLIENTES BENEFICIÁRIOS

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ASSUNTOS NO POSICIONAMENTO INSTITUCIONAL DE ONGs

ernos

VALORES

Aprendiz Presta!;

\ Propriedade I oria ____ \ /Legitimida

Visao Lideran!;a

~ / IIDENTIDADE I

POSICAO INSTITUCIONAL

--------.-----~ . 1----I PR~pr;ondades

[24111/97., c:ldataldilposinst.116]

Aos out ros sectores

~. Comercio Govemo

Efectividade Qualidade

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EFICÁCIA ORGANIZACIONAL AMOSTRA DE QUESTOES DE AVALlA~AO

OBJECTIVO E ESTRATÉGIA

1. A organizayao tem um objectivo claramente definido para o qual todos os interessados (constituil;:ao, conselho de administrayao e pessoal) estaD empenhados?

2. Tem uma estratégia bem desenvolvida e realística para atingir o seu objectivo? Tomou, por exemplo, em conta: a capacidade da organizayao de realizar os programas; a disponibilidade dos recursos necessários; as necessidades e desejos dos grupos alvo; e vários factores "ambientais" (política do governo, a situac;:ao política e económica, o clima, etc.)?

CULTURA ORGANIZACIONAL

3. Os interessados, conselho de administrayao e trabalhadores tem os mesmos valores em relac;:ao ao objectivo e a forma como a organizac;:ao opera?

CONTROLE E PRESTACAO DE CONTAS

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O conselho de administrac;:ao (e possivelmente os membros) tem controle da organizac;:ao na verdade? Que poder tem os trabalhadores, grupos alvo, ou doadores sobre o processo de tomada de decisoes? Esse pOder é apropriado ou insalutar a longo prazo?

Existem boas relac;:oes entre o conselho de administrayao e os trabalhadores? O conselho de administrac;:ao recebe informa9ao adequada para poder tomar decisoes realísticas?

A organizayao presta contas aos vários grupos de interesse: gnJPol'l alvo, comunidades locais, governo, doadores, constitui9ao e trabalhadores? Tem uma política clara sobre a prestac;:ao de contas? Essa política é implemen:ada?

PRODUTOS, PROGRAMAS E SERVICOS

7. Os grupos alvo participam na planificayao, gestaD e avalia9ao dos programas?

8. Os programas sao eficazes e apropriados? Respondem as necessidades prioritárias dos grupos alvo? Sao sustentáveis a langa prazo? Os programas tem um impacto de longo prazo na comunidade local e/ou país?

9. A organiza¡;:ao tem habilidade de adaptar os programas (e a estratégia) para situa¡;:oes e necessidades de mudan¡;:a?

10. A organiza¡;:ao tem habilidade de desenvolver e/ou expandir os programas sem se esticar demasiado?

11. Tem trabalhadores com conhecimentos e experiencia relevantes para cada programa (conhecimentos sectoriais, habilidades de facilita¡;:ao, experiencia com grupos alvo, etc.)?

UMA ORGANIZACAO EM APRENDIZAGEM

12. A organiza¡;:ao tem a habilidade de pensar criticamente acerca de si mesma? Tem habilidade de aprender dos seus sucessos e fracassos?

CRESCIMENTO E MUDANCA

13. A organiza¡;:ao cresceu significativamente nos últimos anos? Qual é a atitude dos trabalhadores a mudan¡;:a? Como é que eles se adaptaram com a mudan¡;:a?

14. A organiza¡;:ao diversificou os seus programas ultimamente? Esticou-se em demasia? Os trabalhadores tinham capacidade relevante antes da diversifica¡;:ao? A diversifica¡;:ao foi planificada ou foi imposta a organizac;ao?

RECURSOS EM GERAL

15. A organizac;ao possui recursos adequados para realizar as actividades? Caso nao, tem um plano realístico para obter os recursos?

16. Existe um plano para a distribuic;ao dos recursos? Estarao eles, de facto, distribuídos eficiente e justamente? Existe um sistema para se resolver conflitos sobre os recursos?

RECURSOS FINANCEIROS

17. A organizac;ao tem várias fontes de financiamento? Se está dependente de doa¡;:oes/subvenyoes, possui planos para gerar rendimentos por meios alternativos? Que proporc;ao do seu financiamento vem da sua constituic;ao?

18. A organizac;ao precisa de despender um proporyao exagerada do seu tempo a procurar recursos financeiros (e a satisfazer as exigencias de prestayao de cantas dos doadores? Os doadores influenciam a estratégia e programas da organizayao?

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19. Existe uma diferenc;:a entre o que a organizac;:ao diz fazer e o que faz na realidade? Há algum conflito entre os departamentos de angariac;:ao de fundos e operacionais?

20. Se a organizac;:ao nao tiver financiamento adequado, como é que se arranja com financiamento inadequado?

21. Caso seja oferecido mais financiamento do que aquele que necessita imediatamente, a organizac;:ao é pressionada a expandir ou diversificar sem ter planificado ou possivelmente ter a capacidade necessária?

RECURSOS HUMANOS

22. Há um numero adequado de trabalhadores com os conhecimentos exigidos para realizarem os programas e dirigir a organizac;:ao?

23. Há um sistema adequado para recrutar e despedir pessoal? Este processo nao é de certa forma influenciado por trac;:os políticos, familiares ou pessoais?

24. A organizac;:ao tem a habilidade de resolver conflitos entre os trabalhadores, ou en--e grupos de fora e a organizac;:ao?

25. Existe um programa formal ou informal de formac;:ao do pessoal?

26. Há uma alta participac;:ao do pessoal? A organizac;:ao tem incentivos adequados para motivar e reter os trabalhadores?

27. Existe um sistema de pessoal adequado para a administrac;:ao do mesmo, que assegure um tratamento igual, resolva desavenc;:as com superiores hierárquicos, e demais?

COMUNICACAO

28. P. organizac;:ao tem um sistema eficaz para circular informac;:ao a todos os interessados? Haverá aspectos das actividades da organizac;:ao que sao desnecessariamente mantidos secretos?

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Existe um espírito duma comunicac;:ao aberta no seio da organizac;:ao? As pessoas trabalham como uma equipa ou indivíduos? As portas do escritório andam fechadas a maior parte do tempo possível? Os trabalhadores encontram-se para um café e/ou almoc;:os? Há ocasi5es sociais?

Os conflitos sao geridos ou ignorados? Como é que se resolvem conflitos entre: o conselho de administrac;:ao e os trabalhadores; voluntários e profissionais; sede e o pessoal-do campo?

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L1DERANCA

31. o estilo de lideran<;:a usado pelos directores elou pessoal sénior é adequado a organizac;:ao, seus objectivos e valores? Os trabalhadores ressentem-se da forma como sao geridos?

32. Há delegac;:ao de responsabilidad e ao pessoal adequado? A delegac;:ao funciona?

33. A organizac;:ao é dominada pelo seu fundador original? Em caso afirmativo, ele/a controla (ou tenta controlar) todos os aspectos da organizac;:ao e a resistir a mudanc;:a?

34. Existem possíveis sucessores ao actual director?

35. Os trabalhadores sentem-se livres de falar abertamente?

RESOLUCAO DE PROBLEMAS E TOMADA DE DECISOES

36. A organizac;:ao possui um sistema (e os trabalhadores tem conhecimentos) para identificar problemas, analisar opc;:oes e tomar as decisoes relevantes?

37. No processo de tomada de decisoes sao envolvidos os trabalhadores? Sao consultados sobre assuntos antes da tomada de decisoes? Será que eles sentem que as suas opinioes sao consideradas?

PLANIFICACAO, MONITORIA E AVALlACAO

38. Existem sistemas bem estabelecidos para a planificac;:ao, monitoria (controle) e avaliac;:ao? Os trabalhadores tem conhecimentos necessários? Será que os sistemas sao na realidade usados? Ouais sao as atiturles do pessoal em rela<;:ao a planificac;:ao e avaliac;:ao?

39. O que acontece aos resultados das avaliac;:oes? Estarao a acumular poeira ou as recomenda<;:oes sao postas em prática? Sao usadas no processo de planifica<;:ao?

ESTRUTURAS E SISTEMAS

40. A organizac;:ao possui uma estrutura (e sistemas administrativos) que seja adequada as suas func;:oes? Será a estrutura demasiado complicada para o tamanho da organizac;:ao ou, entao, tao simples que quase nao existe?

41. Os trabalhadores tAm descricoe~ de tarefas claras? Sabem que autoridade eles tem, que resultados se espera eles alcance m e como serao avaliados?

42. A organizac;:ao possui sistemas e regulamentos administrativos adeQuados?

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GESTÁO FINANCEIRA

43. A organiza9ao tem um sistema de gestao financeira adequado (e habilidades)? Os or9amellcos sao realísticos? O trabalho de controle financeiro funciona? O pessoal do programa tem uma imagem exactR da situa9ao financeira dos vários projectos e C1(.;tividades(

44. A organiza9áo está tecnicamente falida? Pré-financiou projectos que nao tenham sido garantidos pelos doadores? Tem compromissos (por exemplo, salários do pessoal) que sáo superiores do que as suas reservas?

45. Existe uma separa9ao clara dos fundos do projecto? Existe algum perigo de créditos temporários na conta dum projecto poderem ser usados para financiar (nao importa quao temporariamente) outro projecto?

46. Como é que a organiza9ao se lid a com dificuldades de fluxo de dinheiro? Tem algumas reservas?

QUESTOES CULTURAIS

47. Existem questoes culturais que afectam a organiza9aO? Caso sim, como é que a organiza9ao as trata?

LlGACOES EXTERNAS

48. A organiza9ao tem boas rela90es com o governo (nacional e local)? A sua estratégia toma os planos do governo em conta?

49. A organiza9ao estabeleceu liga90es com ouras organiza90es que trabalham no mesmo sector ou área geográfica, ou com os mesmos grupos alvo? A sua atitude básica é de colabora9ao ou de competi9ao?

50. A organíza9ao tem boas rela90es com as comunidades locais? Consegue mobilizar particip89ao nos seus programas?

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[24/11/97, c:\data\di\avalefic.1161

5

RESPONSABILIDADES DO CONSELHO

VERSUS DIRECTOR EXECUTIVO/GESTORES

RESPONSABILIDADES DO CONSELHO

.. Determinar a política

.. Selecyáo do Conselho

.. Supervisáo fiscal, aprovayáo do oryamento

.. Contratar, superintender, avaliar

e demitir o Director Executivo

* Estabelecer prioridades e

atribuir recursos

.. Definir a política do pessoal

SOBREPOSI<;:ÁO DE RESPONSABILIDADES

DO CONSELHO E DIRECTOR EXECUTIVO/GESTORES

.. Formulayáo da política

.. Angariayáo de fundos

* Relayóes com a comunidade

* Elaborayáo do oryamento e

relatório de contas

RESPONSABILIDADES DO DIRECTOR

EXECUTIVO/GESTORES

.. Gestáo dos programas

.. Administrayáo do pessoal

• Operayóes do dia a día

82 ________________________________________________________ __

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PRINCiPIOS ORIENTADORES SOBRE AS FUNCÓES E RESPONSABILIDADES

DO CONSELHO E DO PESSOAL

1. O Director Executivo actua sob o controle, direcyáo e no quadro das políticas estabelecidas pelo Conselho •

2. O pessoal, assalariado ou náo (voluntários), desenvolve o trabalho da organiza9áo sob a direcyáo do Director Executivo.

3. O Conselho contrata e supervisa as actividades do Director Executivo

4. O Director executivo contrata e supervisa todo o outro pessoal.

5. O Conselho e o executivo/pessoal actuam como parceiros .

6. O Director Executivo tem a responsabilidade de apoiar e ajudar o Conselho a desenvolver a sua funQao de direcyáo.

] 7. O Director Executivo age como ponte entre o pessoal e o Conselho .

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8. A linha formal de comunicayáo entre o Conselho e o pessoal é estabelecida através do Director Executivo.

9. A presidencia do Conselho estabelece a ligayáo oficial entre o Conselho e o Director Executivo .

10. É fundamental uma boa relayao de trabalho entre a presidencia do Conselho e o Director Executivo.

11. Urna boa política é es bOyada conjuntamente pelo Conselho e membros do pessoal.

Fonte: ARDI, Centro de Apoio, 1992 .

COl'lStLI10S Ot OI~Cc;:AO _______________ -'-_________ _ 83

1: ! 1

STRUTURA ORGANIZACIONAL

Urna organizayao é um grupo de pessoas trabalhando em conjunto, dentro dum sistema estruturado, para alcan¡;:ar urna determinada missao.

A estrutura organizacional é, deste modo, a maneira como urna determinada organiza¡;:ao é constituida para alcan¡;:ar a sua missao.

;-:.-·'c·:~·:-, -".' ,. ESTRUTUAA~~'~f1': " .;:' ,," : ~. . :~~J:~~1·. '. t ~ ~~?~~:':tIPÓS DE DECISAO

Conselho de DireCl(áo sobre políticas

DireCl(áo Executiva interpreta políticas

Trabalhadores de campo implementa políticas

Pessoal administrativo rotineiras

As ONGs, tanto as grandes como as pequenas, as simples ou as complexas, devem preocupar-se em como coordenar da melhor forma o trabalho de todo o pes so al, utilizando urna rela¡;:ao de autoridade estruturada.

A Estrutura Organizacional diz respeito a maneira como as actividades em curso sao divididas, organizadas ou coordenadas.

Divisao de trabalho é a desagregayao duma tarefa complexa em componentes, de modo que os individuos sao responsáveis por um número específico mas limitado de actividades, que sao parte das metas ou da missao da organizayao.

É, por isso, fácil dividir urna organiza¡;:ao em diferentes sectores, para que as actividades

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que sao semelhantes e lógicamente relacionadas, sejam agrupadas de modo a alcan¡;:ar os objectivos daquele

,-'<??JW/~~~ sector. Exemplo: Sector Financeiro,

Fíg. 6

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Sector de Programas.

A divisao do trabalho duma organizayao em diferentes, sectores requer que haja urna coordena~áo entre os sectores. Coordenayao é a integrayao de actividades separadas de modo a alcanyar os objectivos da organizayao.

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o ambito de gestáo é o número de sectores que respondem a um determinado gestor. Este conceito vem sempre reflectido no desenho da estrutura organizacional (organigrama), mostrando as fun95es, os sectores e os níveis de hierarquia ou posi~oes dentro da organiza~ao, para mostrar como estes se relacionam.

Por outro lado. o ambito de controle refere-se ao número de subordinados individuais que respondem directamente a urna pessoa hierarquicamente superior.

Muitas organizayoes comerciais sao estruturas verticais, com muitos nÍveis de responsabilidade e um espa~o muito reduzido de controle ou autoridad e para tomada de decisoes em cada nível. Ex: Organiza~oes com vários níveis de hierarquia representada por: Director, Chefe de Programas, Oficial de Programas, Trabalhadores de campo.

Estruturas organizacionais horizontais sao estruturas com urna dimensao de controle ampla e poucas estruturas hierárquicas. Ex: Organiza~oes em que há um director e o oficial de programas, o assistente administrativo e financeiro e o oficial de forma~ao dependem directamente do director.

Independentemente da estrutura formal, todas as organiza~oes grandes e pequenas, simples ou complexas, tem rela~óes informais e nao-oficiais entre os seus membros. Essas rela90es resultam de dinamicas inter-pessoais entre indivíduos e grupos de indivíduos dentro da organiza9ao.

A estrutura da organiza~ao é também afectada pela tecnologia que está a sua disposiyao. Esta tecnologia varia desde o acesso a telefones até ao correio electrónico nos computadores. A tecnologia afecta a capacidade de tomada de decisoes do pessoal. .

Em geral, isto significa que a política estabelecida pelo Conselho de Direc~ao é interpretada pela Direc~ao Executiva e implementada pelo pessoal de campo. Decisoes rotineiras sao tomadas pelo pessoal geral, em conformidade com os termos de referencia das suas funyoes.

TIPOS DE ESTRUTURA ORGANIZACIONAJ;.,

Existem tres tipos principais de estruturas organizacionais:

1. Estruturas funcionais

2. Estruturas de produto/mercado

3. Estruturas matrizes

1. Organiza~ao Funcional

Esta é possivelmente a divisao mais lógica e elementar de organiza~oes em sectores. É utilizada em organizayoes mais pequenas. e faz uso de recursos especializados. É urna fonna de divisao, em que todas as pessoas que fazem o m~smo tipo de trabalho sao

··.·s···· =yw ....... re eH' •

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agrupadas no mesmo sector. Por exemplo, todos os indivíduos trabalhando com 3SSUDtos financeiros sao agrupados num sector chamado Sector Financeiro. Este Sector Financeiro será responsável pelas fun9Óes de finan~ e contabilidade de todos os outros sectores. Da mesma forma, todos os trabalhadores de campo que estao a trabalhar com projectos de educa~ao no campo podem ser agrupados no Sector dos Trabalhadores de Campo para a Educa«ao.

2. Organiza~o de Produto ou Mercado

para Educa.,ao Desenvolvimento

Muitas organiza«oes grandes tem tuna estrutura organizacional orientada para produtos ou mercados. Esta é a divisao de uma organiza«ao que junta todos os trabalhadores envolvidos num determinado produto ou mercado. Urna divisao é urna actividade separada distinta que é virada a produ«ao/venda/servi«o a um mercado específico. Numa ONG, o produto ou mercado poderá também dizer respeito a um projecto.

Tres tipos principais de divisao organizacional poderao ser utilizados:

Primeiro, divisao por produto (ou projecto). Assim, urna ONG de educa«ao poderá ser dividida nurn projecto de urna revista, um projecto para professores e um projecto para escolas. Ou, uma organiza«ao de mulheres artesas poderá ser dividida em sec«oes para a costura, para trabalho com missangas e para a olaria.

Segundo, divisao por áreas. Um sindicato poderá dividir a sua organiza«ao por distritos, desenvolvendo assim urna divisao geográfica.

Terceiro, a divisao por clientes (ou grupo alvo). Assim, urna organiza«ao para deficientes físicos poderá ser subdividida em sectores: para os cegos, para as pessoas com deficiencias locomotoras (pessoas que usarn cadeiras de rodas), pessoas com deficiencias manuais (pessoas que nao conseguem utilizar as suas maos devidamente), ou para os surdos.

Cada divisao para produtos/mercados/projectos deve incluir pessoas com especializac;ao e responsabilidades especificamente relacionadas com aquele produto/mercado/projecto, mas também se apoiará nos sectores funcionais tais como os para investigaC;ao e desenvolvimento, para as fman«as e para o pessoal. (Ver organigrama na pago 27)

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Urna organizayao matriz é urna fonna eficiente de juntar várias capacidades e especializadas para resolver um problema complexo. Este é o tipo de organizac¡:ao em que o trabalhador responde tanto ao gestor funcional como ao gestor do produto/mercado/projecto. A organizac¡:ao matriz combina as vantagens duma organizuc¡:ao funcional e as de urna organizac¡:ao produto/mercado/projecto. Assim, cada trabalhador tern na verdade dois chefes dentro da organizac¡:ao matriz. O trabalhador responde tanto a urna linha de autoridade no sentido vertical como a urna linha de autoridade no sentido horizontal.

Urna ONG poderá ter vários projectos. Contudo, cada projecto depende dos serviyos básicos de um sector financeiro, de um sector de pessoal e de um sector de pesquisa. Os problemas de coordenayao sao reduzidos porque o pessoal mais importante dum determinado projecto trabalha ern grupo.

DffiECTOR

Pessoal Trabalhadores de Campo Investiga930 &

Finanyas

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Cada urna destas estruturas tem vantagens e desvantagens. Cada organizac;ao terá. num dado momento. que decidir qual é a estrutura ideal para aquela altura.

, SUMARIO

.:4s organízafÓes estruti!IJ1IJ1.-s.e qe. motjfi.a alcam;ar ()S,. se.~s , _, ': " oijectívos.. , Uma.místura ?defi"é!..da dé' (ecursos resultaili"n~ma. ': . '

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:' orga1~~g;~'f!f!!z:- ESta 'PW~o/ ~í!-n.1!í/:¡i· utílízar as Pef~f?~$: a;,:';~~~\~';f;, ". tecn%giá·;~~~~?:.ecrrsos dfsp'i{{iíyets. num relacíonamenlo. ifr(ia:uJtr~~~ .. ~~~~~:'~~ :,

Todas as. e:,struturas org~ljízacíonaís tem determínada~ vanf!igÍfl}~ ~. :, '; desvantagens. As estruturas mudam com o tempo e a medida que as necessídades da organízafáo no ~eu meío ambíente mudam.

l. A sua ONG tem uma estrutura vertícal ou horizontal?

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Porque razóes a estrutura é assím?

Quais sáo as desvantagens duma estrutura vertícal para uma ONO?

4. Quaís sáo as vantagens duma estrutura horízontal para uma ONG1,

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UMA ONG IDEAL? 1. Conhece e sabe manter a POSI<;:AO que ela quer, de respeito os seu s valores, visáo, identidade, e missáo entre as outras instituiyoes na sociedade.

2. É uma organizayáo CONSCIENTE, pode compreender constantemente, rever e adaptar a sua posiyáo e manter a sua actua9áo.

3. Demonstra COMPETENCIA DISTINTIVA através de uso custo-efectivo de recursos para alcan9ar as suas metas.

4. PRESTA CONTAS as suas constituintes e tem LEGITIMIDADE com aqueles que serve e para que foi estabelecida.

5. Forma ALIAN<;:AS ESTRATÉGICAS com outros na prossecu9áo das suas metas sem comprometendo a sua posi9áo.

6. Engra9a-se com L1DERAN<;:A COMPETENTE que é visionária, tem integridade, é respeitada internamente e externamente, gere construtivamente as tens6es inerentes organizacionais, é adepto ao reconhecimento e a resolu9áo de conflitos e é orientada a aC9áo.

7. Tem um BASE FINANCEIRO que assegura a sua AUTONOMIA e a CONTINUIDADE, requerendo estratégias financeiros a longo prazo e gestáo competente de fontes financeiros diversos.

8. Tem ESTRUTURAS ORGANIZACIONAIS e SISTEMAS que: • asseguram que as interven9óes sáo apropriadas aos diversos contextos e

grupos sociais; • permitem seleccionar e manter as prioridades correctas; • conseguem impactos sustentáveis; • náo criam dependencia; • emp09am os que sáo servidos; • motivam e desenvolvem o pessoal como individuos e equipas; • aprendem continuamente; • -sao-r~~v~, com altas capacidades locais de resolver problemas; • constnJari;~CS'\~p'8Cidades dos outros.

(1 0/11/96J c:\data\di\aaisem\ongideaI.116)

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• LINK - FÓRUM DE ONGs

(Organizayoes Nao Governamentais)

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• ESTATUTOS

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3 o de Abril de 1996 • Maputo, Moyambique.

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ESTATUTOS DA LINK - FÓRUM DE ONGs

CAPITULO 1

PRINCÍPIOS GERAIS

ARTIGO 1 (Denominayao e natureza)

A organizayao nao Govemamental, LINK - Fórum de ONGs, adiante designada LINK, é uma pessoa colectiva de direito privado, sem fins lucrativos, de caracter humanitário, dotada de personalidade jurídica a de autonomia administrativa, financeira e patrimonial.

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ARTIG02 (Sede e delegayoes)

A LINK tem ambito nacional, com a sua Sede na Cidade de Maputo.

A LINK poderá, por deliberayao do Conselho de Direcyao, criar delegayoes ou outras formas de representayao social nas diversas provincias do País, sempre que tal seja considerado necessário para um melhor desenvolvimento das suas actividades.

ARTIG03 (Durayao)

A sua durayao é por tempo indeterminado, contando-se o seu inicio a partir da data da autoria da escritura pública.

ARTIG04 (Objectivos)

A LINK tem como objectivos:

a) Promover o fortalecimento das ONGs nacionais com vista a facilitar a sua sustentabilidade a longo prazo;

b) Estimular uma maior cooperayao a coordenayao entre as ONGs nacionais, estrangeiras e o govemo de Moyambique bem como com doadores e outras pessoas ou instituiyoes envolvidas na assistencia humanitária e em programas de desenvolvimento no pais;

c) Providenciar um fórum comum para a discussao de assuntos práticos de interesse para as ONGs;

d) Apresentar e defender os pontos de vista dos membros da LINK junto de instituiyoes do Govemo e órgaos decisórios;

e) Promover e mediar a cooperayao regional e internacional das ONGs bem como desenvolver redes de comunicayao para rnelhor inseryao e solidariedade dos membros da LINK;

f) Contribuir para a consolidayao da paz e desenvolvimento em Moyambique.

CAPITULO 11

MEMBROS

ARTIGO 5 (Definiyao)

Podern ser membros da LINK as ONGs nacionais ou estrangeiras que preencham os seguintes requisitos.

a) Ser urna organizayao nao-govemamental sern fins lucrativos e ter carácter humanitário;

b) Estar envolvida na implementayao de programa de assistencia humanitária ou de desenvolvimento em Moyambique, desde que a maioría dos beneficiários nao seja seu rnembro;

c) Aderir a urna política de abertura e transparencia, incJuindo o uso público de informayao fornecida a LINK;

d) Ser reconhecida como ONG pelo Govemo de Moyambique;

e) Apoiar os objectivos da LINK e aceitar cumprir os deveres de membro.

ARTIGO 6 (Categorias)

As categorias dos membros da LINK sao as seguintes:

1. Fundadores - Os membros que tenham colaborado na cria~ao da organiza~ao e ou que se acharam inscritos a data da realizayao da Assembleia constituinte:

2. Efectivos - Os membros que, obedecendo aos requisitos constantes do artigo anterior, venharn a ser admitidos mediante o curnprirnento das formalidades fixadas nos presentes Estatutos.

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ARTIGO 7 (Direitos)

l. Constituem direitos dos membros:

a) Participar em todas as actividades promovidas pela LINK ou em que ela esteja envolvida e usufruir dos seus resultados;

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Exercer o direito de voto, nao podendo nenhum membro votar como mandatário de outro;

Eleger e ser eleito para os órgaos da LINK;

Fazer propostas ao Conselho de Direcyao e a Assembleia Geral sobre tudo o que for conveniente para os membros;

e) Examinar os livros e contas de gestao, para o que deverá ser dirigida solicitayao prévia ao Conselho de Direcyao;

f) Receber dos órgaos da LINK, informayoes e esc\arecimentos sobre a actividade da organizayao;

g) Fazer recurso a Assembleia Geral de deliberayoes que considerem contrários aos Estatutos e Regulamentos da LINK;

h) Requerer a convocayao de Assembleia Geral extraordinária.

2. Para os fins das alíneas c) e h) do numero anterior só é adnússível para os membros em pleno gozo dos seus direitos estatutários;

Considera-se que os membros se encontram em pleno gozo dos seus direitos estatutários, os membros com as quotas em dia e que nao estejam a cumprir qualquer sanyao.

ARTIG08 (Deveres)

Constituem deveres dos membros: a) Pagar a quota de membro até ao último dia de Maryo de cada ano;

b) Exercer com dedicayao os cargos dos órgaos para que forem eleitos;

c) Observar o cumprimento dos Estatutos e das decisoes dos órgaos da LINK;

d) Fornecer informayoes gerais sobre planos, actividades, oryamentos e financiamentos, quando isso lhe for solicitado pelo Secretariado.

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ARTIGO 9 (Suspensao)

Os membros que, sem motivo justificado deixem de pagar as quotas por um período igual ou superior a um ano, ficarao suspensos dos seus direitos.

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ARTIGO 10 (Causas de exclusao)

Constituem causas de excIusao de membro por iniciativa do Conselho de Direc~ao ou por proposta, devidamente fundamentada, de qualquer dos membros:

a) A falta de comparencia as reuni6es para que for convidado a participar por um período igual ou superior a dois anos;

b) Prática de actos que provoquem dano moral ou material a LINK;

c) A inobservancia das delibera~6es tomadas em Assembleia Geral;

d) O nao pagamento de quotas devidas por um período superior a dois anos, nao satisfazendo o respectivo pagamento mesmo depois de interpelado por escrito pelo Conselho de Direc~ao.

e) Servir-se da LINK para fins estranhos aos seus objectivos.

2. As situa~6es previstas nas alíneas b), c) e e) do número anterior deverao ser alvo de instaurayao do competente processo disciplina~.

3- A delibera~ao do Conselho de Direc~ao deverá ser submetida para ratifica~ao da Assembleia Geral imediatamente seguinte, tomando-se entao definitiva.

CAPITULO III

ÓRGAOS DA LINK

Sec~ao 1

DISPOSIr;ÓES GERAIS

ARTIGO 11 (Enumerayao)

A LINK leva a cabo os seus objectivos através dos seguintes órgaos: a) Assembleia Geral; b) Conselho de Direcyao; c) Conselho Fiscal.

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ARTIGO 12 (Mandato)

Os membros dos órgaos sociais serao eleitos por mandatos de dois anos, nao podendo ser reeleitos por mais de dois mandatos sucessivos, nem podendo os seus membros ocupar mais de um cargo simultaneamente.

Verificando-se a substituic¡:ao de algum dos titulares dos órgaos referidos no artigo anterior, o substituto eleito desempenhará as suas func¡:5es até ao final do mandato do membro substituido.

Sec~ao 11

ASSEMBLEIA GERAL

ARTIGO 13 (Natureza)

A Assembleia Geral é o órgao máximo da LINK odela fazem parte todos os membros em pleno gozo dos seus direitos.

As deliberac¡:5es da Assembleia Geral, quando tomadas em conformidade com a Lei e os Estatutos, sao obrigatórias para todos os membros.

ARTIGO 14 (Convocatória e funcionamento)

A Assembleia Geral é convocada pelo Presidente da Mesa por meio de anúncio a publicar no jornal diário mais Iido no Pais, com pelo menos quinze dias de antecedencia em relac¡:ao a data designada para a sua realizac¡:ao e donde consta a ordem de trabalho, o dia, a hora e local do evento.

2. A Assembleia Geral, poderá ser convocada a pedido do Conselho de Direcc¡:ao, do Conselho Fiscal e·u de um terc¡:o dos seus membros.

3. A Assembleia Geral considera-se legalmente constituida quando se encontrem presentes ou representados pelo menos metade dos seus membros e, em caso de a Assembleia Geral nao puder reunir e deliberar por falta de quorum, a mesma reunir­se-á urna hora depois da hora marcada, com qualquer número de membros presentes.

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ARTIGO 15 (Periodicidade)

A Assembleia Geral reúne-se ordinariamente urna vez por ano em Mar~o, e extraordinariamente a pedido do Conselho Fiscal, Conselho de Direc~ao, ou de pelo menos um ter~o dos membros da LINK.

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ARTIGO 16 (Mesa)

A Assembleia Geral tem urna mesa constituí da por um Presidente, um Vice­Presidente e um Secretário, eleitos em Assembleia Geral por proposta do Conselho de Direc~ao, por um período de dais anos, podendo ser reeleitos urna vez.

o Presidente da Mesa dirigirá a Assembleia Geral, podendo, em caso de impedimento, ser substituido pelo Vice-Presidente.

ARTIGO 17 (Competencia)

Compete a Assembleia Geral:

a) Deliberar sobre altera~6es aos Estatutos;

b) Eleger e destituir os membros do Conselho de Direc~ao e do Conselho Fiscal;

c) f..preciar e votar o relatório e contas do Conselho de Direc~ao bem como o plano de actividades e or~amento para o ano seguinte;

d) Decidir sobre as quest6es que, em recurso lhe forem apresentadas pelas ONGs;

e) Deliberar sobre a exclusao de membros.

ARTIGO 18 (Quorum deliberatório e Actas)

1. As delibera~6es da Assembleia Geral serao tomadas por maioría absoluta de votos dos membros presentes e em gozo dos seus direitos estatuários, excepto nos casos em que a Lei exige urna maioria qualificada de tres quartos de votos dos membros presentes, designadamente:

a) Altera~iio dos Estatutos;

b) Destituiyao dos membros dos órgaos da LINK;

c) Exclusao de membro da LINK.

2. Em cada sessao da Assembleia Geral será lavrada urna acta a qual se considera válida e eficaz após a as si natura dos membros que constituem a Mesa.

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Secc;ao III

CONSELHO DE DlRECr;ÁO

ARTIGO 19 (Natureza e composiyao)

1. O Conselho de Direcyao é o órgao executivo da LINK.

2. O Conselho de Direcyao é dirigido por um Presidente, um Vice-P-esidente e um secretário executivo que pode nao ser membro da LINK.

3. O Conselho de Direcyao é composto de nove membros dos quais pelo menos quatro serao ONGs nacionais e quatro estrangeiras.

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Para se eleger os membros do Conselho de Direcc¡:ao, cada membro da LINK poderá, por voto secreto, votar por nove (9) diferentes organizac¡:oes. As organiza¡¡:oes que receberem o maior número de votos passam a ser os membros do Conselho de Direc¡¡:ao, a nao ser que isto resulte num quadro em que haja menos de quatro (4), ONGs nacionais elou menos de quatro estrangeiras eleitas. Se tal acontecer, a organizac¡:ao nacional ou estrangeira da categoria sub-representada que recebeu o maior número de votos, mas nao suficientes para ser eleita, substituirá a organizac¡:ao da outra categoria que tenha recebido o menor número de votos. Este procedimento será repetido até que haja, pelo menos, quatro (4) ONGs nacionais e quatro (4) ONGs estrangeiras no Conselho de Direc¡¡:ao.

No caso de haver urna vaga no Conselho de Direcc¡:ao durante um mandato, a vaga será preenchida pela organizac¡:ao que tenha recebido o maior número de votos fora do grupo das nove (9) mais votadas na Assembleia Geral, desde que isso nao elimine a presenc¡:a de pelo menos quatro (4) ONGs nacionais e quatro ONGs estrangeiras no Conselho de Direc¡¡:ao.

ARTIGO 20 (Competéncia)

Compete ao Conselho de Direcc¡:ao Administrar e gerir todas as actividades e interesses da LINK, bem como a sua representa¡¡:ao nos actos tendentes a realiza¡¡:ao . dos seus objectivos e fins;

o Conselho de Direcc¡:ao reúne-se ordinariamente urna vez em cada dois meses e extraordinariamente sempre que for convocado pelo seu Presidente ou pelo menos dois membros do mesmo, sendo as suas deliberac¡:oes tomadas por maioría absoluta dos membros presentes, tendo o Presidente voto de qualidade em caso de empate nas deliberac¡:oes.

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ARTIGO 21 (Funyoes)

No ambito da sua competencia o Conselho de Direcyao tem as seguintes funyoes:

a) Zelar pelo cumprimento das disposiyoes legais, estatutárias e das deliberayoes da Assembleia Geral;

b) Superintender todos os actos administrativos e demais realizayoes da LINK;

c) Aprovar a proposta de nomeayao ou demissao do coordenador, após a abertura de um concurso para o efeito e o coordenador terá a tarefa de gerir as actividades correntes da LINK;

d) Definir os "Termos de Referencia", salários e o quadro de pessoal que assistirá o coordenador na gestao da LINK;

e) Elaborar e submeter a aprovayao pela Assembleia Geral o relatório e contas da sua gerencia, bem como o plano de actividades e o oryamento para o ano seguinte;

t) Solicitar a assistencia do Conselho Fiscal em matéria da competencia desse órgao;

g) Aprovar a admissao de noves membros;

h) Suspender a qualidade de membro e dar parecer sobre a sua exclusao;

i) Estabelecer acordos de cooperayao e assistencia com organizayoes, do adores ou outres;

j) Estabelecer eu aprovar e controlar os "grupos de trabalho" operando em projectos específicos que respondem aos objectivos da LINK;

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Assumir os poderes de representayao nomeadamente, assinar contratos, escrituras e responder em juízo e outres órgaos e instituiyoes públicas eu privadas, pelos actes da LINK;

Credenciar os membros da LINK ou o coordenador para representar a organizayao em actos específicos, activa e passivamente, em juízo ou fora dele, podendo os mandatos serem gerais ou específicos, bem como revogados a todo o tempo, desde que a urgencia o justifique, devendo essas deliberayoes serem lavradas em acta;

m) Aprovar o Regulamento Interno da LINK.

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CONSELHO FISCAL

ARTIG022 (Composiyiio)

o Conselho Fiscal é composto por tres membros dos quais, um Presidente, um Vice­Presidente e um Relator.

ARTIG023 (Competencia)

Compete ao Conselho Fiscal:

a) Verificar o cumprimento dos Estatutos, Regulamento Interno e Legislayao aplicáveI~

b) Fiscalizar as actividades da LINK, nomeadamente as decisoes emanadas pela Assembleia Geral;

c) Examinar a escrita e a documentayao da LINK sempre que julgar conveniente~

d) Controlar regularmente a conservayao do património da LINK;

e) Emitir parecer sobre o relatório anual do Conselho de Direcyao do exercício das suas funyoes bem como o plano de actividades e oryamento para o ano seguinte;

t) Assistir ao trabalho que possa vir a ser desenvolvido durante o processo de auditoria .

ARTIGO 24 (Periodicidade)

o Conselho Fiscal reunir-se-á, obrigatoriamente, duas vezes por ano e sempre que necessário assim como quando convocado pelo Conselho de Direcyao .

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DESENVOLVIMENTO INSTITUCIONAL E CAPACITACÁO PARA ASSEGURAR A

SUSTENTABILlDADE DE ORGANIZACÓES NACIONAIS

A LINK tem projectos para as ONGs nacionais de modo a:-• Facilitar a participafáo de membros em cursos relevantes; • Promover opoltunidades para formafáo através dos doadores e formadores; • Organizar uma série de seminários sobre o desenvolvimento organizacional com objectivo de ajudar as ONGs nacionais fazerem programas de melhoramento da sua geStaD a médio e longo prazos; • Encorajar cooperafao entre ONGs para formafao em servifo, e traca de experiéncias; • Informar as ONGs sobre eventos de capacitafáo disponiveis em MOfambique; • Criar e manter uma bibliotéca/centro de recursos com materiais sobre fonnafao, manuais e informafóes úteis aos profissionais das ONGs no concemente a toda gama relacionada com o seu trabalho. • Desenvolver um intercámbio de ideias entre as ONGs e os doadores que poderá criar condifóes positivas para a sustentabilidade e seguranfa destas organizafóes a langa prazo. . :.

Plano de Ac~ao -1997

Q Calendário Regular sobre cursos, seminários, 'workshops', etc. que temo lugar em MOfambique e na Regiáo durante o ano. Q Boletim trimestral sobre o desenvolvimento, formafáo e capacitafáo instituicional das ONGs nacionais - ·ONG Profissionar. Q Troca de Experifmcias - um programa para a fonnafao dos agentes de desenvolvimento com visitas de servifo as outras ONGs. Q 'Workshops' sobre os principios de Controlo Financeiro para as ONGs, Gestáo de Conflitos na Communidade em Desenvolvimento. Q Promo¡;áo de 'Conferéncias' com os Doadores a nivel provincial. Q Promofáo de Colaborafllo e Cooperafao entre ONGs Nacionais e Estrangeiras.

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-----~ ._--------o Secretariado da LINK

"INFORMAR-SE MELHOR PARA GARANTIR

O SUCESSO DO SEU TRABALHO -

É NOSSO DESAFIO"

Coordenador/Assessor - Guy Mullin o Coordenador é directamente responsáve/ pela gestáo diária do Secretariado, e informa ao Conselho de Direcfáo sobre o progresso e desenvolvimento futuro das actividades da LINK.

.:. Coordenador Adjunto - Santos Alfredo O Coordenador Adjunto é o assistente executivo do Coordenador. Sua funfaO primária é a organizafáo e a gestáo dos grupos de trabalho da LINK. Ele controla os trabalhos rotineiros do Secretariado. .:. Gestor de Programa Desenvolvimento Institucional p/ONG - Augusto Pinto O Gestordeste programa é o responsável portadas as actividades e a implementafáo dos projectos. .:. Oficial de Informacao - Gil Manuel Os Servifos de Informafao estilo sob o cnntrolo deste Oficial, incluindo a distribuifáo semanal, o fax boletim, o centro de recursos, e o traba/ho na criafBo e manutenfao dos bancos de dados, assim como prestar informafóes relacionadas com as ONGs . .:. Administradora - Anat Ramochande A Administradora é responsável pela organizafáo de toda administrafáo da LINK como recursos humanos, registo dos membros, transporte, inventário, e caixa. .:. Contabilista - Albino Mutimba, Assistente de Biblioteca - Neima Jossub, Mensageiro - Francisco Boana, Assistente de Administrac;ao - Sousa Manave, Recepcionista - Paula Boane, Govemanta - Alice Mabica, Guarda - Julio Macome.

Horas de traba/ha: 08:00 - 12:30, 14:00 - 17:00 horas.

~E BEM COM A L~

• • • •

_ wu_

L 1 N K ,

FORUM DE ONGs Urna Associa~ao de Organiza~oes

Nao Governarnentais ern Mo~arnbique.

Rua Mariano Machado 56, B. Central,

C.P. 2187, MAPUTO, MOC;AMBIQUE

Tel.: (+258-1) 301781, 301919, 302037.

Fax: (+258-1) 302041.

e-mail: forum@link.uem.mz.

.. O QUE É A LINK?

A LINK é urna coligayáo de ONGs que se associaram para levar avante os seus objectivos e interesses comuns. A Assembleia Geral dos membros nacionais e internacionais da LINK que operam em Moyambique é anual. É na Assembleia Geral onde as ONGs decidem os termos de operar;óes e direcyáo da LINK. Os membros elegem o Conselho de Direcyáo composto por nove membros que dirige e supervisa os trabalhos do Secretariado, (sen do composto por pelo menos 4 ONGs nacionais e 4 ONGs estrangeiras). A LINK conta actualmente com 110 membros. [04/97)

• • •

•

o f

• • • OBJECTIVOS 'DA LINK

aprovados na Assembleia Geral

em Abril, 1996. .:.

• Estimular urna maior cooperayáo e colaborayáo entre as ONGs nacionais e estrangeiras, o Governo de Moyambique, os doadores e outras entidades envolvidas na assistencia humanitaria e programas de desenvolvimento em Moyambique. Servir os intel esses dos membros.

• Desenvolver o sector das ONGs nacionais e promover a sua sustentabilidade a longo prazo.

• Providenciar um fórum comum para a discussao de assuntos pertinentes e práticos para as ONGs.

• Apresentar e defender os pontos de vista dos membros da LINK junto dos organismos decisórios, e da sociedade em geral.

• Promover a cooperayao regional e internacional entre as ONGs. Desenvolver redes de comunicayáo.

• Contribuir para a democracia e desenvolvimento em Moyambique.

.:.

tEstar ao Servifo. áas O:Nqs em :Mofam6ique

• • •

Distribuifao Semanal aos Membros

Troca regular de informacao entre as ONGs, doadores, Govemo, e outras agencias de ajuda humanitária e desenvolvimento.

LINK - Publicar;óes A LINK envia por fax, um boletim informativo semanal as ONGs e aos seus observadores. O boletim inclue contactos de membros; lista de novos documentos; datas de cursos, seminários, e encontros; sumários das actas de reunióes, noticias e artigos de interesse as ONGs. A LINK também publica em coordenacao com a Kulima, um boletim informativo bimensal para as ONGs Nacionais.

Directórios sobre ONGs e Doadores A LINK está a actualizar directórios sobre:-

Todas as ONGs em Mo\;ambique - "Quem está a fazer o que e aonde?" A Comunidade Doadora - nacional e regional, Um registo de Consultores que tem experiencia e interesse de trabalhar para as ONGs. Estes Bancos de dados, fomecem informacoes rápidas para contactos profissionais entre ONGs e outras entidades.

o Centro de Recursos Visite o centro de informacáo sobre as actividades das ONGs em Mocambique, estratégias nacionais, projectos, documentos de pesquisa, e muito mais. Estao disponiveis para emprestar ou para copiar.

• • • •

GRUPOS DE TRABAlHO Os grupos de trabalho fomecem uma plataforma para as ONGs poderem coordenar e trocar informacóes entre elas e outras agencias de ajuda humanitária e desenvolvimento. Para este ano, os grupos de trabalho compreendem os seguintes temas:

AGRICULTURA & USO E POSSE DE TERRAS.

ÁGUA & SANEAMENTO.

SAÚDE & AcC;Ao SOCIAL.

EDUCAC;Ao & ALFABETIZAC;Ao.

RELAC;OES ONGs & O GOVERNO.

RESOLUC;Ao DE CONFLlTOS.

EDUCAC;Ao cíVICA.

CRÉDITO & SERVIC;OS FINANCEIROS.

ASSUNTOS AMBIENTAIS & ONGs.

DESENVOLVIMENTO DAS ONGs NACIONAIS. Reunióes sao anunciadas no fax boletim.

MEDIA~AO DE CONFlITOS A LINK continua com o seu programa de formacáo para o pessoal das ONGs e outros interessados em conhecer os princípios de resolw;:ao de conflitos em 1997. Dez 'workshops' a nível básico e tres a nível médio seráo levados iI cabo durante o ano. Em adicáo, cinco Mocambicanos ¡rflO a África do sur para capacitacáo e troca de experiencias por período de dois meses com organizacoes de mediacáo, e regressaráo para prestar o seu apoio através de programas de 'workshops' .