Mid-term evaluation report 2020, The Zimbabwe-Norway partnership, Chabadza Community Development Programme

Background: The United Methodist Church in Norway, the Board of Global Ministries (UMCN) and The United Methodist Church in Zimbabwe (UMCZ) have had a close and long-lasting relationship since 1938. The current partnership 2017-2021 succeeded another five-year development cooperation that commenced in 2010. Following initial consultative meetings, the two partners agreed on and signed the first Zimbabwe-Norway Partnership: Chabadza Community Development Programme 2012-16. The Partnership in Development (PID) concept is grounded on a strong community-based approach for local ownership that is centred on The United Methodist Church and Society concept. The term Chabadza is a Shona word which means “working together” and is used when passers-by give a hand to people they find already working. Chabadza is therefore usually offered for a short while to allow the host to stretch a bit before the passers-by leaves the host to continue their work as before. The Chabadza community development concept was intended to secure the Partnership in Development approach and put its principles into practice. The underlying idea behind the PID is that local communities and local project committees should take a leading role in planning, implementing and management of their projects. The assumption of the PID is that the outcome of development efforts is influenced by how the relationships between the partners are organised and how they cooperate. In the case of the Chabadza Community Development Programme (CCDP), the relationship between the UMCN, UMCZ, the Government Departments, local authorities, local project committees and the beneficiary communities are all key to the success of the programme. The PID is based on critical principles such as democratic structures, community participation, transparent management and accountability.

Purpose/objective: The report is a result of the mid-evaluation of the second phase of the Chabadza Community Development Programme (CCDP) after almost four years of implementation (2017-2021). The evaluation is building on the evaluation of the first implementation phase. It gives a closer look at lessons learnt with respect to suitability of the development concept, the appropriateness, suitability and impact of the empowerment model and programme impact and sustainability among other aspects. The purpose of the evaluation was also to document and understand how the United Methodist Church in Zimbabwe (UMCZ) and partners were working within the Chabadza community-based approach in their projects and contexts. The evaluation further explored the ways in which the different projects could be enriched and learn from the evaluation process and from each other.

Methodology: The methodology for this evaluation was participatory and sought to create a sharing, learning, competency and institutional building environment for the UMCN, UMCZ, CCDP staff, their partners and communities. The detailed procedures included site visits to evaluate and assess the projects and engage with relevant stakeholders, in particular, targeted beneficiaries in communities.

The evaluation team used purposive sampling in drawing up the list of projects to be visited. In total 7 projects were selected based on distance, level of project concentration, sectors and logistical convenience. The projects that were visited represented education (6) and health (1). These represented newly planned, ongoing and completed projects. The evaluators collected both qualitative and quantitative information, made observations and reviewed secondary data. Data that was collected included the following:

• Review of programme documents (progress reports, annual reports and review documents)
• Field visits to 7 projects in the East Annual Conference
• Conducting focus group discussions with project beneficiaries, the Chabadza committees, stakeholders, service providers including builders, advisors to both the Chabadza committees and communities
• Key informant interviews with the CCDP staff and Board

Key findings:

• The operating environment 2017-20 was challenging but there has been excellent implementation progress. 21 projects implemented, some completed and dedicated, others at various stages of implementation. Spread in six of eight administrative rural provinces and in the two conferences of The United Methodist Church.
• The start in 2017 coincided with the second Zimbabwe Republic in November 2017, the 2018 national harmonized elections, the 2019 cyclone Idai and the Covid 19 worldwide pandemic. The period was fraught with erratic national policy changes and policy pronouncements that negatively impacted programming especially monetary policy changes and banking control systems. The Covid 19 pandemic added World Health guidelines and protocols, national level-based lockdown, travel and other restrictions into force. These also negatively affected and slowed down programme implementation.
• Partnership challenges emerged in some districts as Government took stricter control of development interventions following a stampede by development organisations that provided emergency response to survivors of cyclone Idai in 2019. District coordination efforts came with new requirements. This led to a slowdown of operations as the CCDP rushed to meet the new demands in Chimanimani, Chipinge and Buhera districts.
• Technical capacity of the staff improved by recruiting a qualified, skilled, and experienced staff member in the finance department. Operations staff received further training and graduated with University degrees in development related studies. This has resulted in improved operations, coordination and generally better/high quality project implementation and monitoring.
• PID remains a relevant and appropriate community development approach.
• New demands for development support are presented in the form of new projects from all over the country and church politics may influence selection. The Chabadza Board needs to streamline its project appraisal system by reorganizing itself in line with new challenges. The board must sharpen its technical competencies.
• The expanded programme with many projects cutting across all sectors requires improved budgetary and institutional support. New partnerships are necessary to support the expanded list of demands from communities.
• Capacity gaps were addressed by outsourcing some expertise required especially during training workshops, visibility promotion, communication, and documentation.
• Consider whether the CCDP should be registered as a PVO or continue operating just as a church programme. Registration as a PVO can present opportunities for broadening funding windows and other associated benefits.
• CCDP can explore cheaper and sustainable means to service its expanded geographical spread e.g. engaging student interns from Universities and use experienced skilled and resident coordinators.
• Empowerment of communities is done through training and capacity building to target groups, local partner organisations and project committees. In some cases, the roles of Chabadza local project committees and school development committees need to be reworked not to duplicate or render established structures irrelevant.
• Following the departure of the Finance Officer/Assistant Director for the CCDP in 2020, the Board migrated the custody and processing of transactions to Head Office. The logistics and bureaucratic procedures led to delays in processing of payments to suppliers and contractors. Potential exchange transaction losses suffered due to volatility of prices against a managed exchange rate that was further worsened by the associated payment processing delays. Exchange control restrictions were however the major contributor to delays in the payments.
• The Board has engaged a new Finance Officer at the Program. This will enhance segregation of duties and improve financial accounting and management. The CCDP strictly adheres to approved capital expenditure budgets. Corrective measures are also being implemented by the Board following the 2018 audit findings.
• Building and other materials are paid for and delivered directly to the project sites by the suppliers. This is an effective control to minimise opportunities for misappropriation and divergence of funds by influential individuals within communities. Communities set

up committees to co-ordinate and supervise their projects. Most of these committees are active and in charge and control of the development interventions.

• Record keeping for building and other materials is performed by treasurers who are community committee members. Some of the treasurers are exceptionally good whereas others still require capacity building. Most of the communities exercise prudence and diligence in the use and recording of building materials they receive from the CCDP. This is in line with the PID concept.
• Communities have learned to work together. This has enhanced co-operation and conflict prevention. The training given by the CCDP at the commencement of community projects has left many communities empowered with skills they also find useful in other areas of their individual and community lives.
• The board’s governance oversight, in particular subjecting the operations of the CCDP to regular independent external audits is commendable as this helps to uphold the integrity of reported information.

Recommendations:

• Recommends an extension of the CCDP for another five-year funding cycle.
• CCDP continues to collaborate with other PID programmes and develop through learning from other like- minded programmes.
• Continue strengthening the collaboration with stakeholders for successful and efficient project implementation through securing and adhering to signed MOUs.
• Strengthen project formulation, selection and appraisal system by utilising technical skills within the board and board capacity building.
• Diversify funding sources through exploring complimentary funds to Digni support.
• Reform financial and management systems to comply with devolution and decentralised thrust.
• Consider learning exchange programmes and training for transformation as empowerment strategies for communities.

Programming issues

• Restructuring the project implementation structure to suit the geographical expansion of the programme.
• Consider recruiting a communication, monitoring, evaluation and learning officer for the program. This can be in the form of student interns.
• Consider and agree on a growth model for the CCDP and initiate new partnerships to expand the financial base to meet the increasing demands (explore joining consortiums).
• Consider integrating post COVID-19 recovery programming in future projects.

Comments from Digni/Metodistkirkens Misjonsselskap: The findings in the evaluations appear consistent with the UMC’s observations. Despite all the challenges during the current programme period, the Chabadza staff has managed to achieve almost all their targets. The strengthening of the financial office and development related studies for the operational staff have given solid results. The evaluation concludes that the program is effective and has a strong empowerment focus for children, women and men, and that implemented projects are relevant in the communities and address’ identified needs and priorities from the communities.