progress report march august 2015 - fundação masc · recent military interventions in tete...

FUNDAÇÃO MASC

1st Progress Report

March – August 2015

Final Version_circulated 02/10/2015

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1. Abbreviations and acronyms

AB Afrobarometer

AFFG Africa Foundation for

Governance

AIIM Alignment, interest and

Influence Matrix

AMJ Associação Moçambicana de

Juizes

APRM African Peer Review

Mechanism

BRAC Bangladesh Association

CDD Ghana Center for Democratic

Development

CEP CEP-Cidadania e Participação

CEPSA Centro de Pesquisa Em

População e Saúde

CESC

Centro de Aprendizagem e

Capacitação da Sociedade

Civil.

CIP Centro de Integridade Publica.

CP Cooperating Partners

CSO Civil Society Organisation

CSOSI Civil Society Sustainability

Index

CSSM Civil Society Support

Mechanism

DANIDA Danish International

Development Agency

DFID Department for International

Development

IESE IESE: Instituto de Estudos

Sociais e Economicos.

JFA Joint Financing Agreement

LIGADA DFID Programme aimed at

Adolescent and Young Women

MIRUKU

COOP

Nampula based organization

functioning as a business

cooperative

MoU Memorandum of

Understanding

NVIVO Monitoring and Evaluation

Software

OMR OMR: Observatório Sobre o

Meio Rural.

OPHAVALA Local Nampula based CSO

working with Saving Groups

OSISA Open Society Initiative of

Southern Africa

PCR Programme Completion

Report

PEA Political Economy Analysis

PIA PRIA International Academy

PLASOC Civil Society Platform in the

area of Health

PRIA Participatory Research in India

PRODEM

Programme for Municipal

Development in North and

Central Mozambique

PSC-PS

Plataforma da Sociedade Civil

Moçambicana para Protecção

Social

PVC parallel vote counting

SAVI State Accountability and Voice

Initiative

SDC Swiss Agency for

Development and Cooperation

SME Small and Medium Enterprise

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Table of Contents

1. Abbreviations and acronyms .......................................................................................................... 2

2. Brief analysis of the socio-political environment ............................................................................ 4

3. Executive Summary ......................................................................................................................... 6

4. Introduction .................................................................................................................................... 9

5. Progress related to Output 1 and Output 2 .................................................................................. 10

6. Progress related to Output 3 ........................................................................................................ 13

7. Progress related to Output 4 ........................................................................................................ 16

8. Highlights of Outcomes of MASC interventions ........................................................................... 23

9. Monitoring progress of MASC approved 2015 work plan ............................................................ 24

10. Lessons Learnt ............................................................................................................................... 34

11. Management ................................................................................................................................. 36

12. Main activities for the next quarter .............................................................................................. 44

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2. Brief analysis of the socio-political environment

The recent problems of instability, military conflict and political tension in the country

continues, the complete rejection of RENAMOs proposal for decentralization of

power by the Mozambican Parliament left a bitter teste in the opposition parties

mouth who had counted on the positive dialogue with the Mozambican President as

being an indication that all or part of the proposal would be considered. The

assignation of Professor Dr. Gilles Cistac days before submitting the above

mentioned already began to raise alarm bells within the opposition while the timing

and nature of the assassination was considered by many ordinary citizens to be a

message from the ruling party in what was a cowardly and barbaric act.

The rejection of the opposition‟s proposal was followed by more turbulent times.

Subsequent hard line interventions from different members of the ruling party,

including President Nyusi, also appeared to indicate a shift from the original positive

dialogue and existence of different opinions and pressures within the party itself. In

counterpart the leader of the main opposition party returned to his original line of

threats of violence to take the power which he and his party considers rightfully

theirs.

The once full RENAMO demonstrations have begun to see a reduction in the

number of believers, with the population becoming tired of false dawns and promises

from the two parties. MDM for their part attempt to play the role of middle man

avoiding the radical stands of both other parties and calling for peace, the reality

however is that neither the party or their leader, as seen in the last elections,

managed to capture the belief or imagination of the masses as a viable nationwide

option.

Fast forward a few months and claims of intimidation and attacks are rife from both

FRELIMO and RENAMO both in reality are looking to secure their political and

military footing. Recent military interventions in Tete province (Moatize and

Tsangano) indicate a rise in intensity of the process and a risk of sparking a much

larger conflict. The mediators in the centre Joaquim Chissano appear exhausted

and drained having repeatedly come across seemingly immovable objects and

alternative agendas. One of the key challenges they face is that of how to

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operationalize the requests being made by both parties as well as the need to look

at the longer term perspective in terms of finding practical solutions to the questions

of social, economic and political exclusion that are behind the problems that exist. In

the absence of such solutions and space for negotiation within each party it will be

difficult to move the process forward.

MASC Foundation continues to closely monitor the situation province by province as

it begins the dissemination of its five year strategy. To date activities planned are

able to go ahead without any problems including the introduction of Political

Economy Analysis which is more relevant than ever to help CSOs become more

politically savy. At the end of the day the success of the PEA and subsequent

interventions will depend on the identification of organisations and individuals that

have the desire, courage and knowhow to play a key role in the governance and

peace processes. Early indications from the initial dissemination in Inhambane

province demonstrate that the number of CSOs and CBOs in a position to

immediately carry out such an analysis are few with many having neither the

capacity nor institutional desire to carry out such work.

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3. Executive Summary

Official launch of the MASC Foundation MASC Foundation was formally launched on the 29th July 2015 at the Indy Village Hotel, Maputo where over 300 people representing Civil Society, Donors, Political parties and Private Sector were present. The launch included interventions by different stakeholders and a short video on the history of the original CSSM programme and the vision of the new Foundation. The highlight of the evening was the awards ceremony where MASC Foundation awarded certificates of merit to different personalities and institutions crossing diverse social, economic and political backgrounds that had worked in defence of the public cause. The event was covered by all the major media houses and considered a great success and example of inclusiveness. MASC Extraordinary General Assembly On the 28th July MASC Foundation held an Extraordinary General Assembly. A total of 22 members were present in the Assembly that unanimously approved all the Foundations systems, procedures and governing policies. An update was also provided on the 2015 Work plan and budget which was also approved. The Assembly ended in the election of new governing bodies for the next three years, the results of which can be found later in this report. Training on Political Economy Analysis As part of the its strategy to introduce Participatory Political Economy Analysis, the MASC Foundation teamed up with Nigeria‟s State Accountability and Voice Initiative (SAVI)‟s and held a three day training workshop in Maputo for leading researchers from IESE, CIP, CEPSA and CESC. The training follows MASCs integrated learning by doing approach whereby CSOs trained are given an opportunity to put their knowledge training into operation, in this case to carry out Macro/Sectorial level PEAs in Health, Education and Agriculture. Staff Recruitment The MASC Foundation further strengthened its team with the contracting of staff in the area of Information and Knowledge learning, Capacity Development and Monitoring and Evaluation. The following quarter will see the final staff members being recruited namely the facilitating Agents for the South and North of the Country.

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Rehabilitation of MASC offices Following market research on potential offices for rent, the MASC Foundation decided to remain in their existing premises which presented the best value for money. It was necessary however to carry out small rehabilitation of the top floor of the office, namely part of the ceiling which had severe dry rot as well as problems of infiltration. The rehabilitated also included the transformation of the top floor into a training room/library with materials in the area of governance. The training room will also serve to host MASC round table events as well as being open for use by its CSO partners and CPs. MASC Foundation in the Provinces MASC has identified premises in Beira that will function not only as the office for its facilitating Agent but also for small training programmes and accommodation for visiting CSOs, MASC staff and CPs. The income from the above will cover the operational costs of the premises as well as reducing training and accommodation costs as part of the MASC Foundation value for money operation. Signing of Joint Funding Agreement MASC Foundation and its cooperating Partners (CPs) are functioning off a Joint Funding Agreement (JFA). To date four CPs have signed the JFA and respective bi lateral agreements, namely DANIDA, Irish Aid and SDC that signed on the 4th

March 2015 and DFID on the 30th June 2015. The Finish Embassy have also indicated that their head office has approved funding for MASC and work is in progress to finalize the contractual process. MASC Foundation Staff and Members Induction The Induction process of the new staff and Founders members has taken place. The Founder members induction was carried out as part of the General Assembly and the new MASC staff were all taken through the MASC strategy, system and procedures on their arrival. The objective is to ensure that everyone understands the MASC Strategy and approach as well as its internal systems and procedures. Information, Knowledge and Learning and Alliance Building The first months of the MASC Foundation has seen visits by BRAC, PRIA India and CDD Ghana which came as a result of the partnerships created in 2014 as part of the transformation of MASC into a local Foundation. BRAC‟s visited to MASC was to exchange ideas around their work of gender empowerment, inclusion, targeting of the poorest of the poor and social enterprises. As a result of their visit areas of possible collaboration and technical

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assistance were identified in particular with local organizations in Nampula that are already active in supporting Small and Medium size business namely MIRUKU and OPHAVELA. MASC will continue to dialogue with BRAC on the possible role out of such a programme in the future. The visit of PRIA India primarily focused in the area of E-Learning and how they could support MASC Foundation in the setting up of an e-learning platform in Mozambique. MASC is also currently working with Aga Khan Foundation in this area and together with a group of eight other CSOs that are testing CSO E-learning training material. The following quarter will provide a detailed proposal from both entities on how such a platform can be set up for the Foundation. The visit of CDD Ghana was around creating working partnership in the creation and introduction of a local governance barometer in Mozambique based on the Afrobarometer. CDD is also looking to link up with MASC Foundation as part of an initiative to consolidate the idea of an Africa Foundation for Governance where MASC and other similar mechanisms will come together to create an African Development Think-tank.

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4. Introduction

The objective of the progress report is to assess the progress in implementing the activities as outlined in the Annual Work Plan and Budget and the respective targets, outputs and outcomes as per the MASC Foundation Theory of Change and Log Frame. The report is submitted to the Board of Administration and Donors for feedback and approval. Overall progress in delivering the outputs and outcomes will be reported in the annual report. The basic reference document for this report is the MASC work plan for the period from March to December 2015. This report covers the six month period from March to August 2015. The Financial Report for the same period is prepared in a separate document.

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5. Progress related to Output 1 and Output 2

Output 1: Mechanisms for improving strategic engagement with political and

public policy processes exist for marginalized citizens

Output 2: Platforms for greater evidence-informed state-citizen dialogue

enhanced at all levels (involving CSOs, elected reps, media, and bureaucrats)

Activity 1: Provide grants to CSOs

MASC Foundation, as per its operational manual will be running four types of

funds for the next five years namely:

Strategic Funds for 3-5 year funding for institutions working at Macro and

Provincial level on alternative political policies,

Innovation Funds for 1-3 years that will include, but not be limited to, use of

IT in monitoring quality of basic service provision,

Rapid Response funds for short and immediate advocacy interventions of

up 3-12 months and

Small/medium funds for 1-3 years issue based interventions largely

identified as a result of PEA.

Masc will be financing 30 grants per year as per table1 below.

Table1 : Number and type of funds planned per year

Type of Fund Estimated number per year

Estimated average value per grant

Small / Medium 20 25,000

Strategic 5 150,000

Innovation 2 70,000

Rapid Response 3 25,000

Total 30

The focus of MASC interventions will be Advocacy projects which will cover 70%

of funding whilst the remaining 30% will be allocated to Monitoring projects. The

MASC Fund will be distributed equally between the 10 provinces + Maputo City

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and funding in each province will be split 70% City Capital based interventions and

30% Distirct/Community based. The basis of MASC projects will be that of

supporting organisations in consortiums with lead organisations identified in each

case.

MASC Foundation, that will be focussing on social justice and democratisation, will

identify the issues to be supported through the use of existing research data and

the use of Political Economy Analysis as part of each grant to identify the key

actors, win-win scenarios (short, medium and long term) and formal and informal

advocacy strategies to achieve the intended changes.

MASC foundation will be making a series of call for proposals, both to carry out the

PEA but also to respond to existing areas of intervention (thematic and

geographic).

Activity 1 – Funds linked to Macro and Sectorial PEAs

As illustrated below the four grants were approved in the month of August 2015 to

carry out three Political Economy Analysis, namely one Macro and two sectorial

(Education and Health). MASC Foundation also awarded one rapid response grant

to AMJ (Associação Moçambicana de Juizes) for an International Conference in

Maputo. (see Capacity Development Section for more details).

Table 2: Grants Approved to date

N° Acronym OSC Full Name Title of Proposal Duration Value

1 CEPSA Centro de Pesquisa Em População e Saúde

Sectorial Political Economy Analysis in the area of Health

01/08/2015 31/01/2016

6 months

2,074,200.00Mts

2 CESC Centro de Aprendizagem e Capacitação da Sociedade Civil.

Sectorial Political Economy Analysis in the area of Education

01/08/2015 31/01/2016

6 months

1,883,586.00Mts

3 CIP Centro De Integridade Pública

Macro Political Economy Analysis

01/08/2015 31/01/2016

6 months

3,335,738.00Mts

4 AMJ Associação Moçambicana de

International Conference on

3 Months 745,000.00 Mts

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Juizes Environment, Human Rights and Rights state of Portuguese speaking African Countries

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6. Progress related to Output 3

Output 3: Credible, legitimate CSOs, media, private sector, community leaders

identified and have their capacity to influence public policy enhanced

Activity 1: Training CSOs on Participatory Political Economy Analysis methodology

The past seven years has seen MASC centre its work around a demand-based

“good governance” and “accountability” agenda. The Foundation will continue in

the area of governance but focus on achieving a more inclusive democratisation

and social justice issue based agenda that is based on a continuous process of

identifying priority democratisation issues that affect citizens around which to

broker and strengthen dialogue between civil society, government (e.g. executive,

parliament and judiciary), private sector and the communities.

One of the forms of identifying the issues to be addressed by MASC will be by the

use of political and economic analysis (PEA) to be undertaken at national, sub

national, micro level and sectorial level creating, consolidating and reinforcing

initiatives that strengthen civil society capacity to engage in a smart and politically

savvy way within its constructive engagement with government, private sector and

communities for collective problem solving.

As part of this process MASC Foundation carried out its first training workshop for

Research based institutions on PEA at Macro, sub National and Sectorial level.

The workshop was carried out in coordination with the Nigerian based State

Accountability and Voice Initiative (SAVI) and led by Dr.Ishaya Bajama: a

Nigerian Nacional with in-depth experience of implementing participatory Political

and Economic Analysis as part of SAVIs work and MASCs Dr. Fletcher Tembo

expert in Monitoring and Evaluation and Theory of change on Governance

programmes implemented by the Overseas Development Institute.

The training took place between the 5th and 7th of May at the Hotel Tivoli and a

total of 9 participants took part (4 male and 5 female). The participants, for this

pilot workshop, were selected based on their previous experience in carrying out

similar studies and their area of specialty that MASC considered would be

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identified as key areas in the future. This being the case CEPSA was invited to

focus on Health and Population, OMR to focus on Agriculture and Natural

Resources, CIP to focus on Macro level analysis including corruption and CESC to

focus on Education. The training followed MASCs strategy of having an integrated

learning by doing approach whereby the its capacity development interventions

are not carried out in isolation but rather followed by practical intervention and

continuing technical assistance. This guarantees that its investments in capacity

development bring immediate and practical results to both the programme and the

institution being trained.

Table 3: Overview of Participants

Name of Organisation Area of Specialty

Number of Participants

M F

Centro de Pesquisa Em População e Saúde (CEPSA)

Health and Population

2 2 0

Observatório Sobre o Meio Rural. (OMR)

Agriculture and Natural Resources

3 0 3

Centro de Integridade Publica.(CIP)

Corruption 2 2 0

Centro de Aprendizagem e Capacitação da Sociedade Civil.(CESC)

Education 2 0 2

Total 9 4 5

Training Objectives

There were four specific objectives for this training, namely:

a) To get a clear understanding of how to practically work with civil society organisations in Mozambique using PEA to think and act politically, as a key principle of their project designs, implementation and Monitoring, Evaluation and Learning

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b) To develop a PEA „learning by doing approach‟ and guidelines within MASC that is fit for supporting local CSOs to use PEA as their base for politically smart and savvy civil society interventions in working with state, private sector and other important stakeholders.

c) To provide training / exchange of experiences with leading local researchers around the participatory component of the SAVI PEA process.

d) To act as preparation and a stepping stone for local research institutions to then carry out different Participatory PEA‟s.

Immediate results of the Training

As a result of the training:

a) MASC and SAVI drew up guidelines to carry out Macro/SubNational Sectorial and Micro level guidelines for CSOs to carry out Participatory PEA.

b) The four organizations drew up proposals to implement pilot PEAs in their respective areas demonstrating an understanding and appreciation of the approach. (see output 1 for more details on grants awarded for PEA work)

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7. Progress related to Output 4

Output 4: MASC is consolidated as a national and regional center of excellence

on evidence-informed democratic development with social justice

The recent history of instability, conflict and political tension in the country means

that mutual respect and discussions on issues and not individuals are elements

that need to be negotiated in order to reach some consensus (see Booth, 2012).

The lack of any clear division between the ruling party, government and state and

different individual and political interests demands Civil Society to become more

politically aware and develop the necessary skills to be able to identify,

understand, negotiate and influence the key game changers”.

The MASC Foundation strategy places it as a broker for such dialogue. For this to

be possible it must be seen as a dynamic and independent voice that has the

combination of courage, technical capacity and vision to be accepted as a valid

interlocutor that not only highlights the challenges but also bring solutions to the

table.

As part of this process the MASC Foundation carried out the following

interventions:

Activity 1: MASC in the Media

MASC Director interview – SAVANA Newspaper 6/8/2015

The MASC Director interview had the

objective of not only raising issues of

the performance of the new

government and President but also

the work of the MASC Foundation.

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Activity 2: Dissemination of MASC

Official Launch of MASC Foundation

MASC Foundation was formally launched on the 29th July 2015, at Indy Village

Hotel in the city of Maputo. The ceremony, attended by over 300 people, included

interventions by the MASC Foundation President, Executive Director and DANIDA

in representation of the cooperating Partners. This was followed by a promotional

video which as well as highlighting the gains from the last seven years of the

CSSM/MASC included interviews with Founder members on their hopes and

aspirations for the new Foundation. The highlight of the event was undoubtedly

the awards ceremony which followed where the MASC Foundation paid tribute to

various personalities and institutions. The awarding of certificates to and from

people from different social, economic and political backgrounds, for their

contribution to the defence of the public cause, offered a truly inclusive ceremony

where people recognised the importance and potential of MASC Foundation as an

independent interlocutor with the professional capacity and vision to put such

events and bring such different people together under the same roof for a common

cause.

The award winners included Rui Baltazar, Graça Machel, Ismail Ossemane, Ivone

Soares, Maria Alice Mabota, Carlos Castel-Branco, Catandica Community Radio

and the village development associations Namuapala and Nagua among others.

Several Municipalities were also awarded certificates as well as the ministries of

Education and Health and two private sector companies.

The event was considered huge success and an example of inclusiveness.

Dissemination workshops at provincial and District Level

The objective of the workshops was to continue the process of disseminating the

MASC Foundation strategy at provincial and district level. Inhambane was the first

destination with 10 organizations and platforms being invited from each district to

participate in the different workshops with those working in the area of governance

being given priority. Of the 140 participants invited a total of 121 participated from

all of the province with the districts of Inhassoro, Massinga, Inharrime and the city

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of Inhambane chosen to host the workshops as indicated below. Of the 121

participants 51 (42%) were women.

Table 4 – District participants in Inhambane workshops

Local do Workshop

Districts Total Participants

Inhassoro

Inhassoro 28 Vilanculos

Mabote

Govuro

Massinga

Massinga 14 Funhaloro

Cidade de Inhambane

Inhambane Cidade

50 Maxixe

Homoíne

Morrumbene

Jangamo

Inharrime

Inharrime 29 Zavala

Panda

Total 14 121

Activity 3: Promoting Debates

Round Table: Definition of Civil Society in Mozambique

On the 18th August 2015, MASC hosted a round table debate under the title “

Rethinking civil society from a Southern perspective” The round table forms part of

an ongoing study by Tanja Kleibl who after many years of working in Mozambique

has returned to carry out research as part of her doctorate course. The research

centres around the definition of Civil Society in Mozambique and this round table

meeting was the second of its kind following the first held in August 2014 where a

small Focus group discussion with NGOs, Academia and Donors was held to

discuss the original research topic. The meeting led to the creation of a local

research advisory team, elements of which were invited to this follow-up round

table where Tanja presented the initial results of her research carried out in

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Zambezia and Inhambane provinces. The workshop included a presentation of the

power groups identified by the research and a discussion on how to incorporate

the “unsocial” civil society within the definition of civil society in Mozambique.

Table 5: Participants in Round Table Debate

Male Female Total

4 3 7

Activity 4: Alliance Building – Regional /International Visits for MASC Foundation by BRAC Bangladesh, PRIA India and CDD Ghana

The Month of July saw the visit of PRIA India and CDD Ghana to the MASC Foundation which followed up on the partnership started in 2014 as part of the transformation of MASC into a local Foundation.

Visit of PRIA : Participatory Research In Asia

PRIA International Academy (PIA) was set up in 2005 to share PRIA‟s accumulated experience for more than 30 years with the wider audience working on issues related to development, democracy and governance around the globe. PRIA‟s perspectives on participatory research and learning within the framework and principles of adult learning guided the development of Distance Learning Education through e-learning mode. In 2014, as part of their exchange of experience with other Social Accountability programmes, MASC expressed its interest in entering into collaboration with PRIA to establish an e-learning platform for their intervention areas. Dr. Kaustuv Kanti Bandyopadhyay, Director of PRIA attended the launch ceremony of MASC in Maputo in July 2015 and discussed this possibility in detail. Following this discussion PRIA agreed to prepare short note outlining a roadmap to support this endeavour of MASC. This proposed note is a broad outline of the activities that would need to take place for developing an effective e-learning programme, namely:

Designing and developing a strategy for e-learning programme

Designing and developing e-learning courses

Establishing a technology platform for offering e-learning courses

Implementation of e-learning programme using online and distance learning (ODL) methodology

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The results of the PRIA partnership approach will be part of the next quarterly progress report with them due to report back to MASC in August 2015.

Visit of CDD Ghana The discussion around the collaboration between MASC and CDD-Ghana focus on four specific areas: (1) developing agreed indicators for Mozambique on quality of democracy and accountability with emphasis on inter-group relationships, ethnicity, regional disparity etc; (2) MASC interest in covering the cost for conducting the next round of Afro Barometer survey in Mozambique (June 2016) and in exploring the regional question in the next round of AB survey; (3) CDD-Ghana to support the production of yearly state of the nation report (i.e. methodology and instrument); (4) Establishing the Africa Foundation for Governance (AFFG)

MASC to consult with donor partners on governance indicators

CDD-Ghana to develop a dataset of available governance indexes such as APRM index, Mo Ibrahim governance indicator, Transparency International index, Freedom House, MISA, Global Integrity Index, Ominbus Index, World Governance Institute, OSISA index etc.

MASC and CDD-Ghana to facilitate a dialogue on AFFG

The following areas were identified for possible capacity building interventions: a) Research based advocacy on social accountability work – tracking public

expenditure (i.e. where public funding is going and outputs) through sharing of methodologies

b) Monitoring the progress of governance at district level – district development league table

c) Developing CSOs capacity around election observation and in conducting parallel vote counting (PVC)

d) Exchange visit for the purposes of embeddedness within CDD

MASC and CDD-Ghana to structure the relationship through a memorandum of understanding (MoU) – detailing specific work areas.

MASC to send 3 persons to CDD-Ghana in October/November on study visit.

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Visit of BRAC Bangladesh BRAC‟s visited to MASC was to exchange ideas for collaboration around ultra-

poor,adolescent/gender and Small and Medium Enterprise (SME) related

programming. As a result of their visit areas of possible collaboration and

technical. BRAC met with IESE, Aga Khan Foundation, Muruku, Ophavela and

Irish Aid during their brief visit.

After consideration, BRAC determined that it is unable at this time to implement

directly in Mozambique due to operational, and added local language constraints.

BRAC is able however to engage and advise MASC on the following:

Knowledge transfer and demonstrating programs at work

BRAC extended an invitation for Immersion visits for the ELA and Targeting

the Ultra Poor program for MASC and committed on-the-ground

implementers of livelihoods (agriculture/ trade), financial access (savings),

and youth empowerment activities. BRAC would welcome current or

potential MASC partners engaging in skills training/ capacity building of end

clients.

BRAC also offer the opportunity to visit other BRAC programming in

Agriculture and Microfinance in East Africa and Bangladesh. BRAC would

be especially interested in Immersion Exchange options wherein BRAC

staff could also learn from local programming efforts of strong partners in

Mozambique around SME training and linkages, farmer cooperative training

etc.

Technical advisory

If/when MASC Foundation attains additional funding for SMEs and has

completed a stakeholder mapping and narrowed in on geographic locations

and primary partners, BRAC could return to Mozambique to help explore

localized feasibility. This could include exploring the following dimensions:

Localized feasibility of delivering impactful programming for identified

partners.

Identify organizational capacity constraints and recommendations to

address these constraints

Rapid assessments of livelihood options for SME or youth programming

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Design of mini pilots to test program/ service delivery

Research/ evaluation design recommendations for intended programs

Activity 5: Alliance Building – Local A number of meetings have been held in respect to identifying key strategic

partners for MASC not only in terms of direct support but also coordinating

resources for most efficient and effective use of donor Funds. These have included

the CSO Platform for CSOs working on Health, HIV Aids and Human Rights

(PLASOC), Ordem de Advogados, PRODEM and PSC-PS - Plataforma da

Sociedade Civil Moçambicana para Protecção Social

Activity 6: MASC Foundation Website The MASC Webpage has been designed and is currently in the phase of roll out including the part of completing the information based on the recently approved systems, procedures and policies. The Page will have monthly release from September to the end of the year where visitors will have additional information available to them. The page will include an overview and map of where MASC funds are being allocated as well as a detailed information centre for organisations working on the Governance area. Activity 7: MASC Public Awareness Material As part of its initial outreach approach MASC Foundation produced a promotional video which was shown at the MASC launch ceremony. The video illustrates both the work of MASC in the previous 7 years and the vision of the MASC Foundation through the eyes of some of its Founder Members. MASC is presently looking to add the recent launch to the video footage to act as an introduction to MASC Foundation for use on its webpage and in the social media.

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8. Highlights of Outcomes of MASC interventions

This section will be used to update the members and donors about progress in relation to the outcomes and impacts alongside the progress of the interventions supported by the MASC Foundation in the current phase. A more detailed picture in this regard will be provided in the Annual Reports and complemented through other MASC dissemination mechanisms such as Fact Sheets, videos, the website among others.

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9. Monitoring progress of MASC approved 2015 work plan

TABLE 6: MASC Foundation 2015 Workplan

Nº Description of the activities Expected results M A M J J A S O N D

B1.0 – Political Economy Analysis (PEA): Identification of key priority areas and issues to be addressed

B1_01_PEA Terms of reference for PEA

Terms of reference

circulated to selected

research institutes

x x Completed

B1_02_PEA

Terms of reference and

contracting of SAVI Mentor for

training

SAVI Mentor contracted

to carry out training on

PEA

x x Completed

B1_03_PEA

Identification of CSOs and

local consultant to be trained

and conduct participatory

PEA‟s

CSOs and local

consultant identified for

training on participatory

PEA

x

x

Completed

B1_04_PEA

PEA-Identification of key

priority areas and issues to be

addressed

PEA's completed at

National, Sub-National

and Micro Level

x x x x x x x x In Course

B1_05_PEA Low level dissemination of

results (key issues identified)

Results of key issues

from PEA disseminated

x

CEPSA in October

B2.0 - Integral Training Packages Support

B2_01_ITPS Design of terms of reference for

regional offices

Offices identified in

Nampula and Sofala for

regional representatives

x x Completed

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B2_02_ITPS Training workshop for research

institutions on participatory PEA

CSOs and local

consultant trained on

participatory PEA

x Completed

B2_03_ITPS

Organizational capacity and risk

assessment of pre-approved

applications

Diligence tests carried

out and risk assessment

in place

x x x

Will de done on

approval of first PEA

projects in

October/Novemeber

B2_04_ITPS

Drafting of detailed Organizational

Capacity Development Plan and

Technical Support

Detailed plan of action to

address weaknesses identified

in the diligence test designed

and implemented

x x x

Will de done on


projects in

October/Novemeber

B2_05_ITPS Drafting and submission of a complete

project document

Transformation of concept

note into complete project with

Baseline, ToC, M&E

Framework, Log Frame,

Advocacy Plan etc.

x x x In course to be

presented in October

B2_06_ITPS Training on instruments for data

collection

MASC grantees trained on use

of data collection instruments

x

x

x

Will be done on


projects in

October/Novemeber

B3.0 - Alliance building

B3_01_AB

Mapping of key alliances and approach

to renovate the same (e.g G20,MEPT,

FORCOM, Platforms on Health and

Nutrition, Water and Sanitation, Natural

Strategy for restructuring of

Advocacy Networks in place x x x In course

26

and Mineral Resources)

B3_02_AB

Trip to India for MoU with SEWA to

train different groups in the informal

markets and PRIA for E-Learning

MoU signed for

implementation of E-Learning

and training for informal

market traders.

x x In course

B4.0 - Integrity building and Rapid response Training Packages

B4_01_IB

Transparency Index : Design of tools

and instruments with Ordem de

Contabilistas e Auditores

Tools and instruments

designed to measure the

transparency and integrity in

the Administrative and

financial processes of CSOs

x x x To be elaborated in

last quarter

1.0 General Management

C1_01_GM

Completion of final activities, Audit and

DFID closure report completed on

CSSM programme

CSSM Programme

successfully closed x x x x Completed

C1_02_GM Grants and capacity development tools

designed

All MASC Foundation's

operational Manuals

completed

x Completed

C1_03_GM Signature of Contracts and Joint

Funding Arrangement with Donors

First contracts signed

permitting the MASC

Foundation to function for the

first 12 months

x x x x

DANIDA, Irish Aid,

SDC, DFID have all

signed JFA

C1_04_GM ToR and Signature of contracts with

key MASC Foundation Staff

Key MASC Foundation Staff in

place x x x x

Just missing one

contract for

Faciltating Agent I

27

the North

C1_05_GM

ToR and contracting of company for

rehabilitation of MASC Foundation

office

MASC Foundation office

operational x

Completed

C1_06_GM Setup of MASC office, meeting room,

library, visitors space, reception

MASC Foundation office fully

functional x

Just missing

reception and

entrance

C1_07_GM Translate all MASC Foundation Policies

into Portuguese

All MASC Foundation policies

available in Portuguese x x Completed

C1_08_GM Induction for MASC Foundation Staff

All staff with a full

understanding of the

Foundation's Strategic Plan,

Methodology and Procedures

etc.

x x Completed

C1_09_GM Holding of MASC Foundation General

Assembly

Approval of MASC Foundation

Policy documents, Workplan

and election of governing

boards

x Completed

C1_10_GM

MASC Foundation Policy and approach

induction for Donors and Founder

members

Donors and Founder Members

fully aware of MASC

Foundation's Strategies and

Policies

x Completed

C1_11_GM Progress reporting Quarterly Report made and

circulated to Board

x

x

1sr report Completed

C1_12_GM Quarterly Board Meeting Board Meeting

x

x

Completed

28

C2.0 Information, Knowledge and learning: Outreach and Networking

C2_01_IKL Contract entity for MASC Foundation

Branding, Web Page etc

MASC Publicity material,

Logo, business cards, letter

heads, roll up etc and

webpage completed

x x x

Publicity Material

Webpage to be

gradually rolled out

from September

C2_02_IKL Round Table meeting between experts

on results based monitoring

Exchange on experiences on

results based monitoring held

x

To be held on

completion of tools

and logframe

C2_03_IKL Launch of MASC Foundation +

International Conference

MASC Foundation Launched

as part of international

conference on corruption

x Completed

C3.0 Monitoring & Evaluation

C3_01_ME

Design of terms of reference and

implementation of Monitoring and

Evaluation database

Monitoring and evaluation

database in operation x

NVIVO to be

operational in

October 2015

C3_02_ME

Definition of final MASC Foundation

indicators and data to be collected

based in part on results of PEA's

Log Frame Indicators and data

collection tools completed X x

In course to be

completed in October

C3_03_ME

MASC Baseline on results of PEA,

Afrobarometer, information from the

field.

MASC baseline in place x Final Baseline due

November 2015

C3_04_ME Final logframe, indicators, theory of

change

MASC M&E Framework

completed x

Final Version due

October 2015

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C3_05_ME

Follow up the implementation of the

grants projects through monitoring

visits

First M&E visits carried out x First visits ref PEA

contracts in course

C4.0 Grant Process Management

C4_01_G Grants database designed Grants database and on-line

service functioning x

In Course for

integration on

Website

C4_02_G

Call for proposals based on issues

identified in PEA divided by Innovation,

Policy Development, and Brokering

Call for proposals launched at

National, Sub-National and

Micro Level

x First call Inhambane

PEA Sept 2015

C4_03_G Receipt and Assessment of grant

applications

Applications analyzed by MU

functions on clear criteria of

eligibility and relevance to

MASC Priorities

x x

PEA Inhambane

proposals-

October 2015

C4_04_G Grants Committee Meeting

Grant Committee minutes with

committee comments and

decisions of proposals

presented

x x x

First Meeting

Completed

Next Meeting

October 2015

C4_05_G

Preparation and communication

(letters, phone, meetings) of feed-back

on proposals

Applying CSOs receive

feedback letter on assessment

of their proposal

x x x Continuous

C4_06_G Grant Committee Meeting - for final

approval

Grant Committee minutes

indicating final list of proposals

approved

x

First meeting

Completed

Next meeting Oct

/Nov 2015

30

C4_07_G

Set up meetings for contracts

signature, training on MASC contract

terms and conditions and reporting

procedures and guidelines.

Contracts signed and all new

grantees with understanding

on Terms and conditions and

reporting requirements

x

First contracts

Completed

Next due November

2015

C4_08_G Request to bank for transfer of funds First transfer of funds to new

grantees x

First Transfers

Completed

31

Tracking Value for Money Indicators

This section will be dedicated to the tracking of Value for Money Indicators. MASC Foundation is

in the process of identifying these at Economy, Efficiency and Effectiveness levels. Baseline values

will then be defined for all the indicators at the three levels and Milestones set in the next

quarter. Below are some of the indicators under consideration.

Civil Society Support Mechanism (CSSM)

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TABLE 7: Monitoring progress against Value for Money Indicators

1 Baselines are based on data (average) of the first 4.5 years of CSSM implementation – see project document 2012-2015.

2 Staff time is divided between administrative duties (planning, budgeting, staff meetings etc.) and programme duties (such as technical assistance to

grantees, monitoring/follow up of grantees' projects, workshop training, facilitation, mentorships, networking etc.)

Nº Value for Money Indicators Baseline1 Milestone 1

2015

Milestone 2

2017

Target

2019

Forecast Actual Forecast Actual Forecast Actual

Economy

1 Staff costs as a percentage of the total

budget

Efficiency

2 Cost per training per beneficiary CSO

3 Cost of training per beneficiary (per

person)

4 Cost of Mentoring (per CSO)

5 Percentage of programme budget going on

Programme technical support vs. Pure

Administrative and management

overheads2

6 Time (Number of days) to process a grant

from close of call to first fund transfer

request to Bank


33

.

7 Division of funding envelope by size of

grant3

Nº of Strategic Grants

Nº of Small Grants

Nº of Innovative Grants

Nº of Rapid Response Grants

8 Ability to cover the 11 provinces and an

increasing number of districts through

MASC funded projects.

Provinces

Districts

9 Percentage of Grant beneficiaries

(CSOs/CBOs) based in the districts

3 Baseline 2011 and final target 2015 based on CSSM extension document 2012-2015 (August 2012). The milestones are cumulative. The figures will rise

once the results of the call for small proposals for 2013 are included in the next quarter.


34

.

10. Lessons Learnt

PEA Training and initial dissemination

In general the organizations are appreciative of the PEA approach but aware that it's a step up for many of them.

CSO have demonstrated a limited understanding of being “savi” in their work and implies that a huge investment will be necessary. It‟s unlikely that an individual CBO will be capable of carrying out the first general Micro PEA.

Although in General the District Platforms are the most active within the workshops they still require much work to be representative and work in true coordination.

Through disseminating the programme at district level, MASC is already reaching organisations (including informal) that previously it had not had direct contact with. For their part the organisations recognise that no other donors gets down to this level

The number of organisations with a project in course (external funding) is less than 10% of those encountered, it is therefore not surprising that one of the key concerns and interests of CSOs is that of sustainability

Although the women‟s participation has been acceptable in terms of numbers, their interventions are mostly out of the meeting space

Initial feedback from the Ministry of Education, Health, Provincial Governors has been very positive with much interest to set a meeting with MASC

The question of dissemination of the results of the PEA is one being raised by potential partners, suggesting that the most sensitive information be hidden for fear of reprisals

The terms “Political Economy Analysis” has also been adapted in different moments both by MASC and their partners as it creates a level of concern for the government

MASC Foundation Launch The official launch of the MASC Foundation was considered a huge success by all

those at the event and those that accompanied the event in the media. Around 200

hundred people were expected to attend but the final figure actually reached over

300. Over 80% of the award winners were present in the event and mass media

coverage was achieved. Despite the success of the event, MASC is always looking

to improve and identified the following areas for the future:

The formal letter sent to the President should have been submitted earlier and included a request to identify a substitute in his absence;


35

.

The sending of invitations and confirmations, despite being a time consuming process, cannot be 100% outsourced;

More use should have been made of individual meetings with the potential award winners and those handing over the certificates for preparation purposes;

Confirmation of the award winners should have been obtained earlier;

The mestre of ceremonies should have received more background information to each award winner to permit a more complete introduction.

Fundraising – LIGADA Proposal

The process of making a large proposal needs to begin months in advance as does the identification of potential team members to secure the best candidates.

The use of outside expertise was very useful in understanding what the donor was likely to be looking for

The outsourcing of specific skills was a success

The potential team leaders should assume more responsibility in the bidding process

The involvement of those organisations working as part of the MASC consortium was both very useful in terms of discussing approaches and helped ensure total transparency in the whole process.

The possibility of a local organisation in winning such a bidding process is still minimum, however the process served to put MASC Foundation on the Map as a potential partner for the future


36

.

11. Management

Internal Governance, General and Financial Management and Monitoring and

Evaluation and Interaction with Cooperation Partners

Activity 1: Interaction with Cooperation Partners (CPs)

Donors Diligence Testes

In March 2015 donors carried out their respective due diligence and risk

assessment analysis of the MASC Foundation. DFID, Danida and Irish Aid made

a joint assessment while SDC carried out its own assessment. The results

demonstrated that the Foundation was a low risk partner being well placed to

manage and successfully implement donor funding. This was due to it not only

having detailed systems, procedures and policies but also its track record in

implementing similar levels of funding with the same donors over the last seven

years and the fact that the key staff remain in place. It is not therefore a “new”

organization in terms of its internal capacity.

Joint Funding Agreement (JFA)

On the 4th and 5th March 2015, DANIDA, Irish Aid and SDC signed the Joint

Funding Agreement with the MASC Foundation, the official signing ceremony on

the 4th was held in the Hotel Cardosa where leading Civil Society personalities and

institutions were present to witness the event. The same JFA was also signed

with DFID on the 30th June.

The JFA outlines the common provisions and procedures for cooperation between

the Cooperating partners (CPs) and CPs‟ relationship with the MASC Foundation.

The objective of the JFA is to establish the basic modalities and procedures for

cooperation between the parties towards the operation and consolidation of

MASC. The CPs subscribing to the JFA support emphasizes donors‟ agreement

to a common; monitoring and Evaluation Framework, Log Frame and Results,

Narrative and Financial Report and Annual Audit. All Donors are contributing to a

percentage of the overall five year programme and not funding particular

activities/outputs.


37

.

As well as the JFA the MASC Foundation also signed bi-lateral contracts with the

CPs. To date MASC has signed with DANIDA, Irish Aid ,SDC and a Memorandum

of Understanding (MoU) with DFID.

Donor Induction

On the 5th and 6th August MASC held a CP Induction workshop at its offices. The

objective of the workshop was to allow the CPs to have an in-depth understanding

of the MASC Approach and policies and procedures. It was also an opportunity to

clarify points around definition of administration costs, the type and level of data

that the donors will required in the progress reports and dates and responsibilities

around Annual and Mid Terms reviews and Audit.

The workshop was considered to be very useful from both MASC and the CP‟s

point of view.

Table 8 : The key points raised in the Donor Induction workshop:

Day 1: 5th August 2015

MASC Administrative Cost in comparison with Private Consultancy Companies and International /National NGOs

MASC was congratulated for its work and transparency around the question of salaries and administration costs. The CPs had no further questions on this issue.

MASC Foundation Policies and Procedures – Use of the PEA, capacity development , access to information and Knowledge learning

MASC called attention to the CPs that they should be aware that the use of the Political Economy Analysis approach being proposed by MASC which will largely prioritize CSOs at District and community level and see equal distribution of funds nationwide was an innovative approach that was likely to create much pressure from the larger Maputo city and provincial capital based organizations looking for large funding. More information on the role out of PEA can be found in the Capacity Development section of this report.

Reporting Outline

Quarterly Progress report

Annual Progress Report

MASC presented the basic outline to the Narrative progress report, namely

• Introduction and Table of Contents

Abbreviations and Acronyms

Executive Summary

Brief Analysis of Socio-Political Environment

Progress related to Output 1 – 4

Progress related to Outcomes 1+2


38

.

Research and Learning

Management – Staff/Internal Governance

Key Activities for next Qtr.

The financial progress report will follow the budget approved to the CPs showing the quarterly expenditure against each budget area and the accumulative values to permit the donors to easily have an overview of the situation.

MASC also clarified that all CPs will be invited to the quarterly progress meetings that will include representatives of the MASC Foundation Board and members of the MASC Executive.

MASC CPs will clarify whether the proposed quarterly reporting structure is workable as some work off a six monthly reporting structure. The annual report will be a culmination of the four quarterly reports using the same structure.

Timetable for

Quarterly Progress Meetings

Annual Review

Mid Terms Review

Annual Audit

The dates for the submission of the progress reports and Management Committee Meetings will be as set out in the Joint Funding Agreement.

The Independent annual Audit report as outlined in the JFA will be completed by 30th April each year, Donors reminded MASC that this together with the annual Narrative and financial report was a trigger for their financial disbursements. MASC budget includes the costs of the Audit but the Terms of reference and selection of the audit company will be done by a committee made up of CP representatives to ensure an independent and transparent process.

It was clarified that the Donors will work together to coordinate joint Annual and Mid Term Reviews. These will be costed by the Donors and are not part of the MASC budget.

Presentation of MASC

Gender Strategy

MASC presented the outline to their Gender Strategy and the key questions that they proposed to use to put the same into practical


39

.

Anti-Fraud Strategy

Anti-Corruption Strategy

implementation. The CPs suggested that in the final Gender Strategy MASC would need to clearly demonstrate how the gender aspect would be built into the existing work being carried out, the means that MASC would be measuring and reporting on the changes and the approach and Human Resources necessary to train their organizations partners on this issue. MASC will circulate the Gender Strategy by the end of September. The MASC Anti-corruption and Anti-Fraud strategy were presented and donors invited to send in any comments they may have around the same.

Day 2: 6th August 2015

MASC Draft Log Frame

MASC is in the process of finalizing the final indicators from the initial long list circulated. The process is a participatory one where organizations at provincial, district and community level are being consulted as part of the first PEA processes. CPs participants were also invited to identify which indicators they considered to be most relevant and any other indicators that they would like to be included. The final logframe indicators will be available in October 2015.

MASC Draft Results Framework

The CPs congratulated MASC on their innovative proposal for measuring and demonstrating results and impact. It was noted that such tools would be gradually introduced with a view to also make them available on the website for Donors to be able to easily follow MASC progress.

MASC Draft Risk Matrix

The risk indicator on “Local partners without the capacity to handle funds” was altered from Medium to Low risk given MASCs detailed Capacity development support to grantees.

MASC Draft Value for Money Matrix

MASC presented an overview of the vfm indicators that they proposed to use based on the experiences of the previous programme, they also however requested Donors to identify other examples of VfM or an expert in the VfM that could help them improve on those present indicators.


40

.

MASC Fundraising and Sustainability As part of its vision to the future the MASC Foundation submitted a project proposal for the DFID Gender programme known as “LIGADA”. The Foundation proposal included a partnership with local partners OPHAVELA, MIRUKU, Young Africa and AKF Mozambique. The proposal was shortlisted with additional information being requested followed up by presentation and conference call. The MASC Foundation proposal is the only known fully local consortium that submitted a proposal, the other local institutions were part of an International organisation led consortium. Whilst it was not successful it did serve to put MASC on the map and demonstrated its capacity to develop competitive proposals that we believe will stand it in good stead for future calls. MASC is also looking to submit a smaller version of the LIGADA project to other interested donors.

CSSM Project Completion Report

DFID in collaboration with the MASC executive finalized the end of programme

completion report (PCR). The PCR served to close the programme on DFIDs

system and provided the background to the request for future funding. The PCR

seeks to “tell the story” of the CSSM Programme from 2007-2014 and is available

on the DFID website.

CSSM End of Project 2014 Audit

The CSSM was audited by an international external audit company, the Audit was

a success giving the CSSM a clean bill of health completing seven years of

exemplary financial management and reporting. This has been a corner stone to

CSSM success and has put it as leader and example for other organizations to

follow. The report was circulated to all the CSSM donors. The process to identify

the Audit Company for the MASC Foundation will follow the same produces as

previous years with a public call of interest being made and a committee made up

of just donors will analysis the proposals and select the company.

Activity 2: Internal Governance

MASC Foundation Extraordinary General Assembly

MASC Foundation held an extraordinary General Assembly on the 28th July with

the following agenda:

MASC Strategic approach and Systems and Procedures

2015 Work plan and Budget

Systems and procedures

Policies on Anti-Fraud, Anti-Corrption and Conflict of Interests


41

.

Internal Regulations of Governing Bodies All the above were approved unanimously with small corrections on language and translation. The Assembly that served also for the induction of members on MASC Foundation approach also held elections for the three governing bodies namely the General Assembly table, Board of Administration and Monitoring Board. The election of the following list was also unanimous.

General Assembly Table:

President: Gilberto Correia;

Vice-president: Eleásara Antunes;

Secretary: Feliciano dos Santos.

Board of Administration:

President: Narciso Matos;

1º Vogal: Calista Jesus T.F. Luiza da Silva;

2º Vogal: João Carlos Hotoa Nunes.

Fiscal Council:

President: Célia Maria Rodrigues Diniz;

1º vogal: Selma Fátima do Rosário Grispos Papadakis;

2º vogal: Saíde Habib Bhagvandas Habibe

The board members all took and signed a declaration to serve the Foundation to

the best of their ability. The members will serve for a period of three years.

MASC Foundation Management Committee

The MASC Foundation Management committee is made up of:

The Members of the Board of Administration

Narciso Matos;

Calista Jesus T.F. Luiza da Silva;

João Carlos Hotoa Nunes. Representative of the Fiscal Council

Célia Maria Rodrigues Diniz; Representatives of the Cooperation Partners

DANIDA

Irish Aid


42

.

SDC

DFID

Finnish Embassy

NORAD

USAID

MASC Executive

Director

Funds Manager

Financial Manager

Translation of MASC Foundation Documents

In preparation for the General Assembly the following documents were translated

English into Portuguese:

Anti-Fraud Policy

Anti- Corruption Policy

Conflict of Interest Policy

MASC Strategy and Operations Manual

Internal Regulations and procedures Manual

Governing bodies Regulations

Administrative and Financial Manual

Activity 3: General Human Resource Management

The first five months has seen the MASC Foundation contract the following

people:

Table 9 : MASC Foundation staff

Area of Intervention Name

Director Joao Pereira

Finance Elsa Joaquim Odete de Sousa

Grants Phillip Machon

Monitoring and Evaluation Fletcher Tembo Joyce Guambe

Information, Knoweledge and Learning

Wole Olaleye

Capacity Development Filipe Furuma


43

.

Administration Francisca Suleimane

Facilitating Agents Francisco Pantie (Centre)

The Facilitating Agents/mentors in the North and South will be contracted once

MASC Foundation has initiated its first projects in September 2015.

Induction of MASC Foundation Members, new executive staff and Donors

The month of July saw the induction and integration of the new MASC Executive

staff in terms of fully understanding the Foundations strategy, services and internal

systems and procedures. This process will be repeated next month for the final

two Maputo based staff that begin shortly.

In terms of the MASC Foundation Members, their induction was carried out

through a presentation in the Assembly of the MASC approach, systems and

procedures that included space for questions and answers clarifying any points

that were unclear.

The first Donor induction workshop, as reported on page 37 of this report was

carried out on 5th and 6th August 2015 and focused on MASC Approach and

policies and procedures. The second workshop is planned for 6th October on the

operationalization of the MASC Monitoring and Evaluation system and Gender

Strategy.

MASC Rehabilitation of Office

The MASC Foundation decided to remain in the same offices but will no longer be

sharing office space. The rehabilitation of the premises included resolving

infiltration problems on the 2nd Floor and front office that had severe dry rot with

the roof being in risk of collapsing. The rehabilitation also included painting and

creating conditions for a training room/library that will help reduce MASC training

costs being able to conduct small courses in house. The final work on the

entrance will be completed in the next quarter.

MASC Foundation in the Provinces As part of its work to achieve nationwide coverage whist keeping costs down to a minimum, MASC has identified premises in Beira that will function not only as the office for its facilitating Agent but also for small training programmes and accommodation for visiting CSOs, MASC staff and CPs. The income from the


44

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above will cover the operational costs of the premises as well as reducing training and accommodation costs as part of the MASC Foundation value for money operation. Similar installations will also be identified in Nampula Province in the coming months.

Activity 4 : Monitoring and Evaluation

The last quarter saw MASC Foundation complete its research framework that will

be built around its theory of change and regular analysis of the political, economic

and social context at National, sub-national and local level. The framework

combines quantative and qualitative tools and mechanisms to effectively capture

the different types of results of intervention at all levels.

The tools include Outcome Mapping, Outcome Harvesting, Stakeholder alignment,

interest and Influence Matrix (AIIM)and use of the Nvivo software to help

demonstrate the results at different levels of the MASC theory of change. MASC

will set up and begin testing Nvivo in the next quarter in preparation to begin to

include the initial results from the first projects due to begin in September 2015.

MASC will also be looking to carry out an exchange visit with SAVI Nigeria to learn

more of their approach.

In terms of the MASC logFrame and Indicators, a detailed list of outputs and

outcomes and their respective indicators has been drawn up. The months of

August and September will see MASC Executive test this list through visits to the

districts and participation in the Macro, Sectorial and Micro Political Economy

Analysis work. The draft Risk Assessment matrix and value for money will also

be finalized with the results from the ground.

Design of Logo Tipo and Branding Mateiral

The last quarter has also seen MASC Foundation complete all branding material

which included Business Cards, Letter Heads, envelopes, roll-ups, banners, etc.

12. Main activities for the period Sept – December 2015

Grants

Dissemination of MASC Foundation at province and District Level

Call for proposals for Natural Resources and Innovation

Assessment criteria and assessment of the different proposals

Grants Committee meeting

Diligence test of pre-selected projects

Grants committee for final decision


45

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Signature of grants contracts and transfer of funds

Visits to grantees

Analysis of grantees reports Capacity Development

Training of approved CSOs in PEA, Theory of Change, Log Frame, Results Framework, Advocacy, inclusion/Gender, Sustainability, Coordination, and data collection instruments

Finalize the diligence test tool to measure grantees organizational capacity

Follow up with Aga Khan Foundation and PRIA on E-learning platforms Information and Knowledge Learning

Promote an exchange visit with SAVI on PEA approach

Follow up contact with CDD on the creation of a local barometer

Activate the MASC Blog and identificar activists to produce opinions online about governance in Mozambique;

Update the MASC Web Page;

Complete MASC Gender strategy Monitoring and Evaluation

Second phase Donor workshop on Results Framework – defining the how/when and where of data collection;

Define final indicators and logframe

Finalize and disseminate data collection tools

Training for CSOs and MASC staff in use of the tools

Training in Monitoring and Evaluation for the approved organisations;

Drafting the Quarterly Report;

Monitoring visits

Get the NVIVO software up and running