The Coordinating Assembly of Non Governmental Organizations
(CANGO)
P.O Box A67
Swazi Plaza
MBABANE
SWAZILAND
Tel: 404 9283/404 4721
Fax: 404 5532
Email: cango@africaonline.co.sz
Website: www.cangoswaziland.wordpress.com
Facebook: CANGO Swaziland
Twitter: CANGO3
CANGO ANNUAL REPORT 2013/14
2013/14 Annual Report
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Table of Contents
1.0.
Chairperson’s Report
2.0.
Director’s Report
3.0.
CISPI
4.0.
Umbrella Grants Unit
20
5.0.
FANRPAN Node Activities
24
6.0.
Fostering Cooperation & Connection
7.0.
Regional Coordination
8.0.
Capacity Building
33
9.0.
Partnership
34
10.0.
Membership
35
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8
10
29
33
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Abbreviations
ACBF: African Capacity Building Fund
CANGO: Coordinating Assembly of Non-Governmental Organisations
CCM: Country Coordinating Mechanisms
CEDAW: Convention of Elimination of Discrimination against Women
CSA: Climate Smart Agriculture
FANRPAN: Food Agriculture Natural Resource Policy Analysis Network
HaSSP: Harmonised Seed Security Project
HTC: HIV/AIDS Testing & Counselling
JICA: Japan International Cooperation Agency
LCN: Lesotho Council of Non-Governmental Organisations
NPPO: Swaziland National Plant Protection Organisation
PRA: Pest Risk Analysis
SHACO: Swaziland HIV/AIDS Consortium
UGM: Umbrella Grants Management Unit
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CANGO Vision
Existence of a society which enjoys a decent standard of living
CANGO Mission
CANGO Coordinate and empower NGOs to effectively deliver on their mandates
Objectives
To increase and retain NGO’s membership.
To increase the voice of civil society in the development of legal and policy frameworks in the
country.
NGO’s and CSO’s engage the national budget to increase social spending to address high
level of poverty in the country.
To increase the capacity of NGO’s to deliver on their mandates
To strengthen the capacity of CANGO secretariat to deliver on its mandate.
To strengthen CANGO to effectively manage grants from different donors.
To strengthen strategic partnerships.
CANGO Board
Chairperson:
Vice Chairperson:
Treasurer:
Member:
Member:
Member
Member:
Member:
Member:
Member:
2013/14 Annual Report
Ms. Zelda Nhlabatsi
Mr. Dumisani Mnisi
Mr. Raynald Maseko
Ms. Reginald Magagula
Mr. Solomon TesFamariam
Ms. Maxine Langwenya
Mr. Desmond Maphanga
Ms. Khosi Hlatshwayo
Mr. Dumsani Sithole
Ms Cebile Manzini Henwood
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CANGO Staff
Executive Director
Grants and Finance Manager
Finance Office
MER Manager
Programme Assistant
Programme Manager
Communications Officer
Receptionist
Logistics Assistant
Intern
Intern
Mr. Emmanuel Ndlangamandla
Ms. Gcebile Tsabedze
Ms. Nomzamo Magongo
Ms. Nompumelelo Phakhathi
Mr. Mphile Sihlongonyane
Ms Nqobile Tsabedze
Ms Lungile Mnisi
Ms. Phepsiwe Mbuyisa
Mr. Ndumiso Malaza
Ms. Melusi Mngomezulu
Ms. Beatrice Mangwe
1.0 Chairpersons Report
End of year, which for us is when we have the Annual General Meeting, is both a time to reflect on the
challenges and accomplishments of the past 12 months and a time to be excited about the future.
2013/2014 was a period in which I was given the responsibility of leading as Chair for the Board. This
awesome responsibility one accepted with humility with the knowledge that in the Board were already
experienced leaders who were there to offer support as I charged my responsibility.
It is well known that institutional support for non-governmental organizations (NGOs) has been
extremely limited and these organizations have been weakened by economic problems. This reporting
period was critical for CANGO having emerged from a deep financial crisis and on the path to rebuild a
solid organisation. Members of CANGO continued to be confronted by various organisational
challenges key being limited resources to pursue their mandate as well as participate in CANGO led
events and national forums.
CANGOs Chairperson Mrs Zelda Nhlabatsi
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The environment in which we operate, at national, regional and international continue to challenge our
ability to achieve positive results. It is important for us to raise our voices at all these levels. At the
national level, national Elections were one of the critical events that were hopefully shape the
environment especially in the policy and legislation arena. We congratulate the Elections Network
which successfully mobilised NGOs and other civil society organisations to monitor the elections in
order to ensure adherence to national laws and regional instruments. However, we note the setback in
women’s participation in national decision making as only one woman was elected.
It is our role as civil society to challenge the status quo as the same trend may be observed in the local
government as well. This situation of exclusion of women and girls only perpetuates the poverty
situation in the country and challenges all of us, government and civil society to reflect on whether we
are making our investments on where it matters the most or not. NGOs, I mean the members of
CANGO, this is our core mandate: to stand up for the basic rights of all. This is a challenge to all the
consortia. We call upon our legislators and policy makers to make “human dignity” the centre of all the
decisions that are made.
CANGO also participates in the SADC Council of NGOs, as an executive committee members as well
as the member of the Council. We are also aware that some of you have also played a key advocacy
role at other level and CANGO applauds and encourages this.
We also note that for any organisation to continue to attract resources it requires a high level of
professionalism for the governing Board to execute its responsibility of ensuring that there is a strategic
plan guiding operations as well as policies to ensure accountability and transparency. During the period
under review, the Board was able to review the CANGO Strategic plan 2011 – 2015 where we revised
the desired organisational vision and mission which now reads thus:
Vision: Existence of a society which enjoys a decent standard of living and our mission is:
Coordinate and empower NGOs to effectively deliver on their mandates.
Within this review, the Strategic objectives were also aligned to the new vision and mission. CANGO is
a facility that serves the membership hence the emphasis on coordination and empowerment. There
have also been efforts to focus on the re-branding of CANGO in line with this vision and mission of this
institution.
Key organisational policies were also put in place. These include Gender, Health, Anti-Corruption and
Conflict of interest. One other key achievement was the development of a Risk analysis and framework
to guide the Board in ensuring that risks are well managed at CANGO. We encourage NGOs to
engage the Secretariat to assist them to adopt these policies that are critical for credibility and growth
on an organisation.
You are all aware that NGOs are set up to address a societal problem affecting in particular the poor,
vulnerable and marginalised. Our legitimacy is derived from our work- changing lives of the under
privileged, as we are not statutory organisations. The issue of lack of capacity for national NGOs is
well documented. We argue to our partners that capacity challenges can only be addressed if donors
invest in the sector. The best NGOs that are credited for good programmes are well funded
organisations, who are able to recruit qualified staff, monitor and gather evidence to inform their
programming.
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Developing and maintaining partnerships has not, and cannot replace the total value of funding lost;
however, it acts as a buffer, whilst we seek new and innovate funding in partnership together, focusing
on mutually beneficial interests that provide maximum benefit to target populations.
There is great value for us working together as our voices get amplified. NGOs are urged to continue
to participate in Consortia activities.
We appreciate the capacity that Pact through PEPFAR USAID has developed in our Umbrella Grants
Management Unit where there are now tools and systems to focus on organisational development,
Monitoring evaluation and reporting, grants and finance management and programmes. The
Communication Project by COSPE with funding from EU is investing in some capacity programme
design.
As we move forward, one cannot over emphasize the need for creative and continuous resource
mobilisation by NGOs. When the financial report is presented, you will note that there were some
improvements in CANGO Secretariat funding. However, as these projects are based on timelines,
some of the projects including the UGM support from Global Fund came to an end in December 2012.
This poses a critical challenge for the Board and management to continuously engage in the
mobilisation of resources. This situation is not just obtaining to CANGO Secretariat but to all CANGO
Members as well. To this end many NGOs have scaled down their programmes and some have had to
retrench staff. Some staff are given very short contracts because of funding uncertainty.
As I conclude, I would like to appreciate members the continued active participate in CANGO led
events in particular Consortium meetings. Coordination of our work can only be achieved if we
participate in coordination platforms.
May I take this moment to thank the CANGO Board members for their active engagement and
dedication to CANGO business and welfare of the people of Swaziland?
We also appreciate the Secretariat under the leadership of the Executive Director for their hard work
and professionalism. Without them CANGO cannot achieve her objectives.
Special gratitude go to our partners and donors PEPFAR/USAID, Pact, ACBF, NERCHA, UN Agencies,
OSISA and the European Union for their continued support and assure them to the continued
commitment to the issues at hand.
I thank you all!
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2.0 Directors Report
It is an honour once again to present to membership the 2012/2013 Annual Report. This provides us an
opportunity to account for resources that donors have placed at our disposal.
CANGO’s mandate is to facilitate coordination, build capacity of membership, provide space for the
NGO sector to influence policies for the benefit of the poor and marginalised in the country and
manages grants from different donors.
CANGO is an umbrella body for independent non-governmental Organisations. Non-Governmental
Organisations are organisations set up by citizens in response to societal challenges that are not
adequately addressed by the government or by the private sector. The sector is also referred to as a
voluntary sector, a critical value that we must continue to cherish and promote. To this end,
professionals and volunteers that join the sector should always be inducted to the uniqueness of the
non-profit sector so that we ensure that all of us - Boards, volunteers, management and staff give of
their time, talent and treasure so that we make Swaziland and the world at large a better place to live
in.
We must also appreciate that development work seeks to complement the government’s development
work. Hence, it is critical that our work respond to the government long and short term development as
espoused in the National Development Strategy, The Poverty Reduction Strategy and Action Plan,
National HIV and AIDS Strategy, Anticorruption Strategy to mention just a few. Whilst we partner with
government in development, we are also mindful of our other critical role which is to ensure that
government delivers on her promises. This is an area that creates tension between us and the
government and has been a source of mistrust not just in Swaziland but in Africa as a whole. We must
create the right balance to promote the partnership with the government on one hand but to also
represent the interest of those who find themselves in the fringes of society.
The institutional capacity strengthening at Secretariat level has remained a vital focal area. The office
has been renovated to provide an enabling environment for staff to perform their work. Additional
equipment was purchased including one additional vehicle purchased with PEPFAR/USAID resources
to facilitate work of UGM. There was an exchange visit with Lesotho Council of Non-Governmental
Organisation where the staff learnt how LCN was conducting her business in Lesotho. Cooperation
with sister umbrella bodies is critical because we deliver similar product and face same constrains.
CANGOs Executive Director, Mr Emmanuel Ndlangamandla
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Coordination is a core business of CANGO. There is recognition that coordination efforts are not yet to
the required standards it is expected to be. There is weak sharing of information to the extent that the
Secretariat is not yet able to provide critical data on the NGO sector such as number of employees,
number of beneficiary reached by members per year, salary ranges in the sector to mention just a few.
The Communication project seeks to mobilise the Secretariat and members to engage the coordination
issues with a view to understand expectation from members which will assist Secretariat to deliver.
Critical to coordination is communication and work has commenced on understanding communication
platforms at Secretariat level and with external parties such as member Consortia and stakeholders.
Coordination activities were scaled up during the period under review. All the Consortia –which are
mechanism for coordination- were mobilised to meet in order to plan and engage issues of common
concern. The participation of members in sectoral meting has generally improved and we would like to
express appreciation to the Directors of organisations that have ensured continuous engagement. We
also appreciate that other members are constrained by limited human resources and funding at their
disposal.
One of the Consortia mandate is to influence policies and legislations in the country. All this is done for
the benefit of the poor and marginalised in Swaziland. The Gender Consortium continued to raise the
issues of gender based violence which has become an endemic challenge for the country. The Sexual
Offenses and Domestic Violence Bill which was passed by both houses of Parliament in the previous
administration has however not been signed into an Act. The Consortium has engaged the Ministry of
Justice and Constitutional Affairs to speed up the process for the enactment of the Bill. The Human
Rights and Governance engaged the AGOA and incarceration of the Human Rights Lawyer, Mr Thulani
Maseko and Editor of the Nation Magazine – Mr Bheki Makhubu as it undermines freedom of the media
and expression. AGOA will result in massive loss of jobs and push the workers to go deeper into
poverty. The Swaziland HIV and AIDS Consortium’s voice at CCM level has also been strengthened
through capacity building process and facilitation of election of calibre of leaders that will be able to
promote the voice the CSOs.
The Umbrella Grants Management with guidance and mentoring from Pact has been able to train and
mentor the 8 NGOs/CBOs and FBOs who received PEPFAR/USAID Grants. The adapted tools and
systems from Pact has proved very useful in assisting partners to deliver their programmes. It is worth
reporting that the UGM support from Global Fund ended in December 2013. It was a lost opportunity
as no meaningful capacity building on Global Fund processes and procedures was achieved.
CANGO is also a FANRPAN Node Coordinator in Swaziland. We are proud to report that our
coordination of FANRPAN projects have been applauded as successful. In the four pilot countries, we
are the only country that made strides in harmonisation of our legislation to SADC Seed Protocol.
During the year under review we hosted an NGO Open Day in Manzini. We are grateful that NGOs
participated in the event which also included some games as well. The day provided space and
opportunity to learn from each other. Membership is the bedrock of CANGO. We are grateful that we
received application of new members. Some were given full membership whilst other were given
Associate status. It is challenging that there is no clear mechanism for partnership with most of the
International NGOs. The Secretariat is also constrained by lack of full time staff to manage
membership. To this end, we were not able to reach out to some members facing serious financial
constraints. The Secretariat has planned to conduct visits to member NGOs. Some NGOs visited by the
Executive Director included: Compassionate Swaziland, Nazarene Compassion, Imbita and the
Lutheran development Service.
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We also would like to note that the Code of conduct is not yet operationalised to guide the conduct of
CANGO members. The AGM has to give some direction regarding mechanism to help us put the
instrument into practice. SWASA has indicated interest to set up standards for the sector and we
welcome these developments as other sectors are already in advanced stages.
Partnerships are one of the critical strategic areas. The Secretariat has invested time to engage
partners – this includes the government Ministries, United Nations Agencies, donors and the private
sector. The objective is to facilitate a good working environment for NGOs in the country. Relations
with government have improved but there are some officials who have a negative perception of NGOs.
3. Programmes
3.1 Coordination, Institutional Strengthening and Policy Influence (CISPI)
ACBF support to CANGO started in December 2004 when a Grant was approved by the ACBF
Executive Board to strengthen the institutional and human capacity of CANGO to enable civil society
contribute to the development of policies and programs for the eradication of poverty in Swaziland as
well as the improvement of the quality and quantity of resources allocated to the poor.. After the closure
of this project on 31st October 2009, CANGO submitted a request for phase II on 29 September 2010
for a project of ‘Coordination, Institutional Strengthening and Policy Influence-CISPI”. The project was
appraised and approved by the ACBF Executive Board. The project agreement was signed on 10th
November 2012 and became effective on 13th November 2012.
3.1.1 Project Objectives
Strengthen the capacity of CANGO to coordinate the NGOs policy program in Swaziland.
Improve the capacity of CANGO Consortia to effectively engage in policy processes
3.1.2 Project Outcomes
Improved effectiveness of the CANGO Secretariat in coordination of policy advocacy
Increased financial sustainability of CANGO
Improved skills and knowledge of staff of Secretariat
Improved skills and competencies of Consortia members
Improved voice of Consortia members in the policy making process
3.1.3 Sectorial meetings
The five sectors that were facilitated to host their meetings includes: The Gender, HIV and AIDS, Food
Security, Children and the Governance and Human Rights Consortia. Sectors in the CANGO Context
are the Coordination framework that is facilitated by the Secretariat. The Consortia are networks that
bring together NGOs working in the same sector. To facilitate their work the Consortia prepare their
plans, share information; engage in campaign to influence policy and more importantly to be a voice of
the voiceless.
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The Consortium continued to be the bedrock of CANGOs Coordination, policy advocacy and voice with
each Consortium meeting every quarter during the whole year.
The Food Security Consortium has seen seven (7) of the eight (8) members consistently attend the
Food Security Consortium meeting and has been consistently meeting every quarter. The Food
Security Consortium continued to focus on resource mobilisation, strategic alignment of its work, and
branding of the Consortium so that it is well positioned to mobilise resources during the period under
review. The major milestone was the agreed Memorandum of Understanding framework on disaster
management with the Deputy Prime Ministers Office.
The Children’s Consortium has 28 registered members seen some improvement in terms of member
participation especially in the period under review. Members of the Children’s that had been active in
the past were seven organisations. During the period under review the number increased to twelve
(12) member organisations. There could be major improvements in terms of attendance made by the
Children’s Consortium as the issue of Children’s rights and welfare is one of the most topical issues on
the development discourse. The Children’s Consortium has been trying to engage the issue of unlawful
incarceration of Children at the Correctional Service Juvenile facility at Mdutjane. The Consortium has
also been trying to find a common footing and understanding on the issue of OVCs and top up fees in
schools.
The Gender Consortium has been very active during the period. The Consortium has seen the
consistent active participation of fifteen (15) out of the 25 members of the organisation. The Consortium
has also been the most visible in terms of advocacy on the ground. The Gender Consortium was
busy with the drafting of the CEDAW alternative report. The Gender Consortium further participated in
the planning meetings and commemoration of the International Women’s Day and the 16 Days of
Activism against the Gender based violence.
The Swaziland Elections Support Network is a newly established forum aimed at coordinating and
facilitating civil society active involvement in peace building, in elections civic education, elections
monitoring and participation in regional Election Observation missions. It is made up of about 10 active
members. The Consortium has a draft Memorandum of Understanding in place which needs to be
endorsed by members of the Consortium.
Figure 1: CANGO MER Manager conducting M&E clinics
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Figure: CANGO Staff during a Staff Training for Secretariat
The Human Rights & Governance Consortium is made out of 7 members and there has been constant
participation of members. The Consortium held two meetings during the period under review and the
meetings focused on the on Governance and notably the deteriorating Human Rights Situation in
Swaziland especially the muzzling of the press, and the loss of AGOA.
The Swaziland HIV & AIDS Consortium hosted 8 meetings during the period under review. The meeting
were attended by at least 23 organisations out of the 34 member organisations of the Consortium. The
meetings were focused on extended HIV and AIDS Strategic Framework, preparing the Civil Society
Charter which is an advocacy tool for Civil Society in terms of the role it seeks to play in the
implementation of the eNSF, engaging the Global Fund Portfolio Manager to advocate for civil
society, participation in the Global Fund mechanisms
Most critical is that the most Consortia namely Food, Gender, HIV&AIDS, and Children’s have strategic
plans in place now. UNDP has committed to recruit a Consultant to assist in the preparation of the
Consortia Strategic Plan. Strategic Plans have ensured that Consortia have a clear agenda, clear
vision and clear values that bind the members together. The Consortia also engaged in international
designated commemorations and also deal with emerging issues which requires a collective voice.
3.1.4 CANGO Annual NGO Open Day
The event was held at the Millennium Park in Manzini. A total of 43 NGOs participated in this
auspicious event. Guests included the Regional Administrator for Manzini – Prince Gcokoma, The
UNDP Deputy Representative, The CANGO Chairperson, and the NERCHA Director. The Regional
Administrator welcomed the NGOs in his region where he recognised the vital role played by NGOs in
the regional development programmes. He proposed that the Chiefs and the regional officials should be
fully mobilised for such events.
The UNDP representative noted that the UN System globally has been collaborating with CSOs since
the early 2000 which led to the development of a UNDP and CSO policy of engagement that was
signed by the Secretary General in the Millennium Summit of 2000. Indeed, in line with the UNDP CSO
policy, the UN in Swaziland launched in 2011 the United Nations Civil Society Advisory Committee
(CSAC) to strengthen engagement with civil society to promote the Millennium Development Goals
(MDGs). The advisory committee was established to foster policy dialogue between the UN and civil
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society organizations and improve strategic engagement in the work of the UN through better
understanding of the national development context.
Since the creation of the CSAC, the UN system in Swaziland has made significant progress in both
broadening and deepening its interaction with CSOs at all levels of its work. It has developed a valued
niche in creating the space with governments for CSO perspectives to be heard and incorporated into
policy and programmes. He noted that over the period he has spent in this country, he observed the
smooth interaction of government, CSOs and the UN System in various fora of policy engagement and
in development especially on issues of poverty reduction, protecting the environment, halting and
reversing the impacts of HIV/AIDS, empowering women, enhancing gender equality, promoting children
issues, as well as fostering knowledge, innovation and capacity development work.
The CSOs in the country have continued develop substantive capacity and influence in a range of
development issues.The CANGO Chair welcomed all present and thanked the Guests and NGOs for
their good attendance of this event. She noted that collaboration and partnership between and amongst
NGOs was a sine qua non for success in NGOs development agenda. She stressed that such a
platform was necessary to create harmonious relations, build a strong network and partnership
amongst NGOs. CANGO notes the important role of NGOs in developing Swaziland hence this day
ensured the visibility of NGOs in Swaziland. She welcomed all NGOs on behalf of CANGOs Board and
acknowledged their participation.
Major displays during NGO Open Day
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3.1.4.1 The CANGO Director Remarks
CANGO has been in existence since 1987 and the primary focus was Coordination. CANGO has
created five consortiums with their operating mechanisms to have a systematic way of coordinating
NGO activities in Swaziland. The Consortia is clustered as follows: Gender, Children, Children & Food
Security & livelihoods. There is also the Elections Network that operates under the auspices of the
Human Rights and Governance Consortium. He noted the mind-sets and perceptions of people on
NGO operations in Swaziland. Such perceptions emanated from among other things the advocacy role
for NGOs, media report on NGOs operations irregularities and the briefcase NGOs that are destroying
the credibility of NGOs in the country. He stressed this point and further used the theatre presentation
from Umsimisi Community Project to stress the negative perceptions of people about NGOs in the
country. He noted that the NGO policy under the supervision of the Ministry of Home Affairs had
become a dormant document. It was adopted in 2005 to improve coordination and facilitate the
regulatory environment for NGO in the country. He noted that there was an urgent need for the
Government of Swaziland to expedite the process of enacting NGO legislation to facilitate registration
of NGOs and fosters NGO accountability.
He stressed that NGOs had a big role to play in the development of Swaziland especially on the
HIV/AIDS response, Gender Based Violence, Sexual Reproductive Health, and Children’s Rights &
Welfare, Food Security, Sustainable Livelihoods and other emerging developmental issues. He
stressed that NGOs have been playing a vital role in the development of the country. They employ
and train young graduates who are now benefitting the country; they mobilise resources for community
action, advocated for a number of key policies and legislations reforms and have contributed to the
improved welfare of Swazis. NGOs intention to engage policy is to raise the concerns of the poor and
vulnerable in Society and should not be perceived as anti-government. The need for further strong
partnerships between government and NGOs was highlighted during the director’s remarks and he
further alluded to the fact that a private-public partnership was critical for the country’s development.
3.1.5 Staff training
Human resources is the backbone of any organisation. The Secretariat and membership place
emphasis on staff development. Hence, it is an ongoing process. However, some structured training
for staff was not pursued due to cash flow problems.
3.1.6 Staff exposure visits
In a bid to rebuild the Secretariat capacity, an exposure visit for the CANGO team to the Lesotho
Council of NGOs, another umbrella organisation, where the staff would learn how an umbrella body for
NGOs operate was successfully organised. The team was able to meet the LCN staff and
management where the operations of the two umbrella bodies were shared.
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3.1.6.1The objectives of the Exchange visit were:
To consolidate the team-spirit amongst the CANGO staff
To understand how another umbrella body executes its mandate
Learn how their Grants Management Unit supported by Global Fund operated and why it
collapsed.
Learn how the umbrella relates to members, the government, civil society, donors and the
private sector
Explore cross border project.
The visit took place from 24-27 November 2013. The 10 staff members were able to engage LCN on
various operational issues including its structure, governance, membership participation and funding
model. LCN the team found operates very similar to CANGO. This includes the programmes that the
organisation covers. What was worth noting is that the operational environment in Lesotho was more
favourable as it is respected by the government, donors and the broader civil society that it is given
task to broker peace whenever there is political conflicts. LCN was attracting more funding on
deepening democracy work because as a country the democratic culture was already taking root and
hence the acceptance of the role to engage at local government level and national level civic education.
The team also learnt how the Principal Recipient role was experienced at LCN and why it failed.
The team also met other critical partners such as UNDP officials where they learnt the deeper
cooperation they have with LCN. UNDP for example mobilises resources for civic education during
elections times and then contract LCN to deliver on these programmes. Also met was the Pact office in
Lesotho and people living with HIV.
CANGO Staff with UNDP Lesotho during Exchange Visit
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3.1.7 Develop Resources Mobilisation Plan
Sustaining CANGO operations is highly dependent on resources. To this end, there was an attempt to
recruit consultant to assist in the development of the document. Cash flow challenges stalled the
process. The Secretariat is working on a draft so that resource mobilisation work is scaled up.
3.1.8 Training of Consortia member on policy analysis and advocacy
The activity is aimed at exposing NGO personnel in policy work. Understanding what policy is, key
policy actors, tools to analyse policy and advocacy strategies will go a long way in enabling the
Consortia to influence national policies. The activity was also not implemented due to cash flow
problems. The training is now scheduled to take place in the new financial year.
3.1.9 Facilitate dialogue between Consortia and Parliament Portfolio Committees
It was not possible to create platforms for engagements with the Portfolio Committees because
Parliament was dissolved. Only the Agriculture Portfolio Committee was engaged under the auspices
of the Harmonised Seed Security Project (HaSSP) project funded through the Food Agricultural Natural
Resources Policy Analysis Network, FANRPAN and was able to facilitate the passing of the Plant
Health Protection Bill of 2013 into law just before exiting Parliament. The Secretariat is now engaging
Parliament with a view to facilitate more engagements with Portfolio Committees.
3.1.10 Facilitate Consortia influence of policies in the country
At the centre of the of Consortia’s business is policy engagements. The International designated days
are used to advance policy issues each Consortium is focusing on. The Gender Consortium focused
once again on the 16 Days of activism against gender violence is a flagship event for the Gender
Consortium in Swaziland. The Gender Consortium hosted planning meetings for the 16 Days Activism
Campaign for 2013. The 16 Days Activism also saw members of the Consortium hosting two
community dialogues, cyber dialogues and a media campaign covering a spectrum of issues on
Gender Based Violence (GBV) in Swaziland. The Consortium participated in the National
Commemoration which was held at Ludzeludze Inkhundla where 300 people were in attendance.
The Gender Consortium prepared a CEDAW Shadow report, following the submission of the national
report by the government. The Shadow report generated issues for advocacy and with support from
COSPE with funding from the European Union an advocacy plan prioritising the signing of the Sexual
Offenses Bill was put in place.
The Gender Consortium was also engaged in the Women’s Day Commemoration. The Women’s Day
was jointly organised with the Deputy Prime Ministers Office and was held at Ntfonjeni Inkhundla where
400 people were in attendance. The event was graced by the Right Hon Prime Minister who, in his
address renewed government commitment in fighting Gender Based Violence. The United Nations
Gender Theme Group also made remarks and indicated that the United Nations stands ready to
support Swaziland in eradicating Gender Based Violence in Swaziland.
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The Children Consortium participated in the Day of the African Child, African Children Month in June
and the Girls Child Commemoration. These events enabled the Consortium to raise critical issues
affecting children including access to education and impact of cultural practices on the girl Child. In all
these events the Right Hon. Prime Minister and His Deputy participated and this serves to underpin the
government commitment to children’s issues.
The Consortium held the Joshua Mzizi Commemoration Lecture led by Mr Comfort Mabuza on
December 10th 2013. The Civil Society in Swaziland decided to dedicate December 10th Human
Rights Commemoration to the Dr Joshua Mzizi, the legendary human rights activist in Swaziland. For
2013 a breakfast dialogue was held at the George Hotel where Mr. Comfort Mabuza former Medial
Institute Director, Theologian and Human Rights activist presented a Lecture connecting all Human
Rights commemorations : the 16 Days Against, Gender Based Violence, Disability Day, Disability Day
and HIV/AIDS Commemoration . At least 45 NGO Organisations attended the memorial lecture. The
Lecture answered the following question: Is Human Rights a reality or a mirage in Swaziland. The
major objectives of the memorial lecture were as follows:
To create awareness about Human Rights
To provide a platform to reflect on Human Rights situation in Swaziland
To advocate for realisation of rights enshrined in the Constitution
Lobby for effective resource allocation to the Human Rights and Integrity Commission
Mr. Mabuza presented an in depth analysis on state of human rights in Swaziland. He covered
extensively the Regional, Continental and Global instruments that the country has signed and also the
Constitution of the country that serves to domesticate human rights conventions in the country.
The overall picture painted was that human rights in Swaziland remains elusive yet the Country’s
Constitution provided and guaranteed these rights. He cited a number of examples where human rights
are denied the Right Holders. These include children’s rights, right of women, rights of disabled, right
of those infected by the HIV, right to information and free media, right to associate to mention a few.
What was evident was that citizens in the country should claim this right no matter the resistant’s from
the state institutions.
The Swaziland HIV and AIDS Consortium participated in the World Aids Day that was held in
Nhlangano and was led by the Church. There were regional commemorations which were led by the
Regions where member of the Consortium participated as well. The major event was attended by the
Cabinet Ministers led by the Right Hon. Prime Minister. Advocacy issues were raised through
speeches by representatives of the Church and people living with HIV and AIDS. The some members
of the Consortia also met the Global Fund on several occasions to raise issues of access to Global
Fund resources, disbursement challenges faced by implementers and lack of effective voice for civil
society organisations. In November 2013, Civil Society Organizations (CSO’s) implementing HIV
programs met to agree on priorities for HIV prevention programs in Swaziland. This exercise was
largely informed by the extended National Strategic Framework [eNSF]. The output of this meeting was
2013/14 Annual Report
17
the adoption of the Civil Society Organisations Priorities Charter. As a continuation to the initiative of
Civil Society Organisation’s engagement, three day orientation training was conducted to enhance the
capacity of Civil Society Organisation’s to meaningfully participate and position them for the Global
Fund New Funding Model. The civil society engagement was organized by CANGO the coordinating
body for non-governmental organization under the auspices of the Swaziland HIV and AIDS
Consortium (SHACO) and with support from Pact Swaziland, who had secured funding from
USAID/PEPFAR.
A profiling exercise was also conducted to assess the capacity of Civil Society Organisation’s present.
This exercise gave an opportunity for Civil Society Organizations to reflect on their organizational
capacities and national coverage and the profile also provided a clear picture how Civil Society
Organisations can play a role in the new funding model. Another SHACO milestones during the
period under review was the facilitation of Civil Society Elections for the Country Coordination
Mechanism (CCM) Positions. Following the announcement by the Country Coordinating Mechanism
[CCM] that the country will prepare the concept note in line with the Global Fund New Funding
Model, CANGO in partnership with Pact and funded by PEPFAR/USAID, organized a civil society
capacity building workshop.
From the 20th to the 23rd May 2014, Civil Society was engaged in conducting elections at constituency
level to represent their members at CCM level. Elected members are also expected to play fundamental
roles in the design and development of the concept note to Global Fund, as well as a critical part in
advocating for multi-stakeholder participation in all areas of the Global Fund architecture. The following
consortia were supported to conduct elections:
Figure 2: SHACO Meeting in progress
2013/14 Annual Report
18
Constituency
1. CANGO
Members Elected
Substantive: Mrs Zelda Nhlabatsi
Alternate: Mr Dumsani Mnisi
2. SWANNEPHA
Substantive: Mr Vusi Nxumalo
Alternate: Mrs Thabsile Gamedze
3. TB Constituency
Substantive: Mrs Magareth Thwala
Alternate: Mr Thulani Ngcamphalala
4. Malaria Constituency
Substantive: Mr Janvier Batungwanayo
Alternate: Mr Pius Mamba
5. Church Forum
Substantive: Ms. Hlobsile Nxumalo
Alternate: Rev. Zwanini Shabalala
6. Youth Constituency
Substantive: Mrs Siphiwe Nkambule
Alternate: Ms. Zanele Thabede
7. Key Populations Constituency
Substantive: Ayanda Maziya
Alternate: Mandla Mthethwa
The major achievement for the Food Security Consortium was the drafting of the Memorandum of
Understanding framework between the Consortium members and the Deputy Prime Ministers Office.
The MOU provides a framework for partnership and it is the first time a Ministry has developed an MOU
instrument that will facilitates contracting of Consortium members to engage in disaster relief
programmes. The Food Security Consortium also engaged UNDP Swaziland to pursue opening the
GEF Small Grants Programme in Swaziland.
2013/14 Annual Report
19
Institutional strengthening
The project sought to strengthen the office through a number of initiatives. The Office to recruit some
key staff – finance officer and Programmes Director. The Finance Officer was recruited successfully.
However the Programmes Director was suspended due to cash flow problems experienced by the
donor. Some office equipment was procured during the period under review. The vehicle was however
not purchased. This situation indicates the volatility of the donor funds. Also, critical is that it affects the
capacity development processes.
CANGO Office Renovation
The ACBF Grant provided resources to renovate the office so that it provides a conducive environment
to pursue CANGO’s objectives. A tender was issued and processed by the Tender Committee under
the leadership of the CANGO Treasurer. Wandzi Construction Company won the tender. ACBF
approved the tender and work commenced in December 2013 and was finalised by end of March 2014.
The additional office was constructed with a storeroom, additional toilets and kitchen constructed, there
was painting of exterior and interior and carpets were changes. The office indeed is now in a good
shape to be truly regarded as an NGO Home.
Commission and disseminate research
This activity was not pursued due to late disbursements by ACBF.
4.0 Umbrella Grants Management Initiative
Through the partnerships with Pact Swaziland, CANGO has taken lead in the provision of the technical
assistance to 8 implementing partners and monitored grant implementation. CANGO provides
technical assistance to the implementing partners in the following areas: Prevention, HTC, Gender,
Treatment Care and Support, OVC Support Care and Health Systems Strengthening.
4.1 Signing of Partners
Key achievements in the Grants Management Unit (GMU) have included competitively and
transparently recruiting and signing grant agreements with three nascent NGO’s implementing HTC,
Care and Support and Prevention Programmes. Grant Agreements for 5 Partners were ending
September 30, 2013 and were extended to September 30, 2014. CANGO is currently managing and
disbursing funds to 8 implementing partners. CANGO built their organizational capacity in Programs,
OD, MER and Grants & Finance for successful delivery of HIV programs.
2013/14 Annual Report
20
Figure 3: PACT Swaziland through CANGO UGM conducting a training
4.2 Capacity Re-Assessments
CANGO conducted capacity re-assessments with the old partners measure the level of growth or
increase in partners’ capacity to implement quality and sustainable HIV programs. Baseline
assessments were also conducted amongst the 3 new partners to determine the capacity gaps of
partners in; Grants and Finance, Organizational Development [OD], Programs and Technical and
Monitoring, Evaluation and reporting [MER]. In conducting the assessments, capacity assessment
tools [CAT] such as management capacity assessment tool [MCAT], Organizational Development
capacity assessment tool [OD-OCAT], Monitoring, Evaluation and Reporting capacity assessment tool
[MER-OCAT], Programs and Technical capacity assessment tool [PT-OCAT] were used. After the
assessments, CANGO developed Organizational Institutional Strengthening Plans (ISP) for each
organization. The partner ISP’s informed the content of technical assistance provided to partners. The
re-assessments revealed that 80% of the old partners improved their capacities by at least 30% or have
reached level 4 on CANGO’s MER, Programs & Technical, OD and Grants Capacity scale.
2013/14 Annual Report
21
4.3 Group Based Formal Trainings:
CANGO conducted group based training for implementing partners as reflected below:
Name of Training
Program
Management
Training
Basic
MER
Training
Grants
Management
Training
Financial
Management
Training
Aim of the workshop
To equip programs and MER Officers with
program management skills, tools and
techniques
Improve the proficiency of participants in
monitoring, evaluation and reporting and
support their efforts in overseeing MER for
their own programs and for their grant with
USAID/Pact.
Gain a basic knowledge of USAID rule and
regulations.
Target Group
Program Managers
Officers
and
M&E
Program and MER Officers
Finance
Officers,
Program
Managers & Officers and Directors
Gain a basic knowledge in financial Finance Officers/ Managers
management principles, internal controls,
reporting and documentation requirements,
audit and accounting systems and
processes.
4.4 One-on-One Mentoring and Technical Support
4.4.1 Programs
4.4.1.2 Program Design, Planning & Monitoring: To enhance the effectiveness of program
implementation, CANGO assisted partners with program design through the development of program
descriptions, annual budgets and implementation plans. During program implementation CANGO
monitored partner progress through routine work plan tracking, regular field visits and quarterly portfolio
review meetings. Regular field visits were conducted to provide supportive supervision, on site
mentoring during program activities and spot checks to verify implementation. Prevention partners were
assisted in adopting the newly introduced prevention minimum package into their programme planning
and implementation.
4.4.1.3 Partner Updates: CANGO also conducts internal partner update meetings. These meetings
were conducted on a weekly rotational basis to monitor partner implementation progress, discuss
implementation challenges, review financial burn rates and agree on key capacity building actions for
partner in the upcoming month.
4.4.2 Monitoring & Evaluation
M&E Systems: CANGO’s MER support to Partners in this period focused on supporting Partners with
adopting the new PEPFAR indicators as well as setting up data collection and collation systems to
accommodate the new developments. Assistance was also provided to partners to help in setting up
systems and structures for improved data management system. This included recruitment of relevant
2013/14 Annual Report
22
officers, training on Basic MER, development and updating of MER Plans as well as Data back up and
security plans. Partners were also assisted in the design, collection and analysis of their KAP surveys.
4.4.3 Data Verifications: To ensure that quality data is reported to funding partners, CANGO
commissioned bi-annual data quality audits. The purpose of the audits was to validate the accuracy of
the data reported by partners before consolidation into a CANGO report which was submitted to the
funding partner.
4.4.4 Mobile Data Collection
CANGO with assistance from Pact was able to pilot Mobile data collection technologies with three of
her partners: Save the Children, Cheshire Homes and Joyful Hearts Organisation. Assistance was
provided to these partners to improve their monitoring and evaluation systems and strengthen the
evidence behind their program implementation. Technical assistance included assisting partners in
selecting appropriate mobile platforms, developing cost-analyses between paper-based surveys and
data collection with mobile phones, conducting training on platforms, helping to troubleshoot any issues
that arose during implementation, and supporting use of data for decision making.
Save the Children used Mobenzi Researcher in the profiling of the 10500 beneficiaries that were
reached with their programmes and/or services in FY12. Cheshire Homes used Magpi’ (free version) in
conducting a KAP survey among children with intellectual disability 70 out 120 children were
interviewed. Joyful Hearts Organisation also used Magpi’ (free version) in conducting a KAP survey
among programme beneficiaries in the 4 communities services the programme. A total of 180 people
were interviewed.
4.4.4.1 Lessons learnt on Mobile Data collection
CANGO has noted that mobile data collection technology when compared to traditional data collection
methods, less expensive and less time consuming. They also produce quality data and reduce
transcription errors. CANGO will therefore encourage partners to utilize mobile data collection in routine
monitoring and their Evaluations.
4.4.5 Organizational Development
Organizational Development support provided focused on increasing partner organization’s
effectiveness and efficiency to enable the achievement of strategic goals. In this period, OD support
enabled the development of processes, systems and structures for governing bodies and organizational
leadership, so that these feed into and are synchronized with the organizational systems and
structures.
4.4.6 Finance & Grants
The focus of Finance and Grant support was on assisting partners in financial planning, reporting
compliance to donor rules and regulations as well auditing cost share. All Partners were also assisted
in VAT Tracking and claiming VAT from SRA. The performance of the UGM this year can best be
summarised in the table below. The Table shows performance against set internal indicators between
01 April 2013 to March 31 2014.
2013/14 Annual Report
23
Indicators
Number of partner staff trained by CANGO in MER, OD, Grants
and Programs,
Number of Partners who participated in capacity assessments
by CANGO.
Number of partners provided with technical assistance
(mentoring, training) to implement HIV and AIDS programs
Percentage of Partners which improve by at least 30% annually
(or reach Level 4) on CANGO’s HIV & AIDS, MER, Technical,
OD and Grants Capacity scale. (Old Partners Only)
Percentage of partners who attained at least 85% of annual
targets by end of the year (FY13 ONLY)
Number of Partners receiving funding from CANGO as part of
the UGM Program
Percentage of Partner organizations passing annual and / or
Semi Annual CANGO data quality audits
Percentage of Partners who submit accurate financial reports
the first time each month
Percentage of approvable financial reports from Implementing
Partners that CANGO has paid within 10 working days
Percentage of Implementing Partners whose grant agreements
are active or modified by 1st day of Financial Year (1st October
14)
Percentage of Implementing Partners who received a 2 months
advance within 10 working days of signing grant agreement or
modification memo or approved advance request
Target
Reach
65
60
%
of
Reach
92%
8
8
100%
8
8
100%
5
4
80%
5
4
80%
8
8
100%
8
5
63%
100
90%
100%
90
100%
100%
100%
100%
100%
100%
100%
100%
5.0 FANRPAN Node Activities
FANRPAN stands for the Food Agricultural Natural Resource Policy Analysis Network. FANRPAN
operates in the 14 Countries where each country has a Node Secretariat. In Swaziland the FANRPAN
Node Secretariat is the Coordinating Assembly of Non-Governmental organisations in Swaziland,
(CANGO). FANRPAN vision is a food secure Southern Africa free from hunger and poverty.
FANRPAN is a regional policy research and advocacy network whose operations are informed by major
regional policy frameworks and processes in Southern Africa.
5.1 Harmonised Seed Security Project Extension Phase: 2014:
The Harmonised Seed Security Project (HaSSP) is a FANRPAN project that seeks to address seed
security in the SADC region by aligning country policies in order to increase availability of and access to
quality affordable seed for smallholder farmers. The Major Objective of the HaSSP project is to
contribute to food security in the SADC region through the domestication of harmonised, effective and
efficient seed systems to enhance availability and access to improved seed varieties to small-scale
farmers. This involves working both on legislation framework as well as knowledge management
aspects of seeds in the region.
2013/14 Annual Report
24
HASSP is a Swiss Agency for Development Co-operation (SDC) funded pilot project running for four
years (2010 - 2013) in four countries: Malawi, Swaziland, Zambia and Zimbabwe.
The Major Objectives of the HaSSP project are to:
Alignment of variety release policies in four member states with SADC Protocols
Alignment of seed certification policies in four member states with SADC Protocols
Alignment of phytosanitary policies in four member states with SADC Protocols
Strengthening of seed certification facilities (equipment).
Assessment of institutional and individual capacity needs, and capacity strengthening
5.1.1 The HaSSP Community Seed Enterprise project:
The HaSSP Seed Enterprise Community Aspect of the project seeks to empower smallholder farmers,
especially women farmers, by strengthening their capacity to produce and access high quality seed.
Therefore, a major part of the project is the establishment and/or strengthening of community-based
seed production enterprise by smallholder farmers (with a bias for women farmers) in each of the
project pilot countries.
As a result there are funded activities for farmer selection and farmer mobilisation, procurement of
inputs, seed production and processing, as well as seed certification and quality control. The HaSSP
also funds farmer training through community seed workshops, as well as provision of small-scale seed
processing and storage equipment. In Swaziland there are 5 farmer association who are engaged in
Seed production under this aspect of the HaSSP project.
The project was envisaged to elapse in 2013 but has been extended for a year ending in 2014. Over
the past 3 years, the project has been able to produce more than 50 tonnes of seed produce for Mungo
Beans, Maize OPV and Legumes. The produce has been sold at community level, seed outlets and to
different
NGOs
focusing
on
farming
in
Swaziland.
The HaSSP Steering Committee met in the period under review and approved the following schemes to
participate in the extension of the project with the specific seed each scheme will produce and the total
tonnage
expected
of
the
seed
production:
Farmer’s Group/Association
1. Malunge
2. Lutsango Palata
3. Siyatfutfuka
4. Siyatfutfuka
5. Nxutsamlo Investment
6. Chubekani Investment
Total
2013/14 Annual Report
Location
Nyakeni
Maphungwane
Ekupheleni
Luve
Madlenya
Madlenya
Dry beans (ha)
3.0
7.0
1.0
2.0
4.0
17.0
25
Cowpeas (ha)
1.0
3.0
2.0
6.0
Maize (ha)
4.0
4.0
The HaSSP Project further supported each association with the following farming inputs: Fertilizer
Requirement – basal
Farmer’s Group/Association
Dry beans (bags)
1. Malunge
2. Lutsango Palata
3.0 x 4 bags = 12
7.0 x 4 bags = 28
3. Siyatfutfuka
(Ekupheleni)
4. Siyatfutfuka (Luve)
5. Nxutsamlo Investment
6. Chubekani Investment
Total
Maize (bags)
1.0 x 4 bags = 4
Cowpeas
(bags)
1.0 x 4 bags = 4
3.0 x 4 bags =
12
-
2.0 x 4 bags = 8
4.0 x 4 bags = 16
-
2.0 x 4 bags = 8
-
68
24
16
16
4.0 x 6 bags = 24
24
116
Fertilizer Requirement – top dressing
Farmer’s Group/Association
Dry
(bags)
1. Malunge
2. Lutsango Palata
3. Siyatfutfuka
(Ekupheleni)
4. Siyatfutfuka (Luve)
5. Nxutsamlo Investment
6. Chubekani Investment
Total
-
beans Cowpeas
(bags)
-
-
Total No. of
Bags
16
40
-
4
Maize (bags)
-
Total No. of
Bags
-
4.0 x 3 bags = 12
12
12
12
5.1.2 HaSSP Field Day:
FANRPAN and CANGO with support from the Ministry of Agriculture hosted the 4 th HaSSP Field Day
where more than 70 participants were in attendance. The participants were the schemes and
associations participating in the HaSSP Seed Enterprise Community Project, senior representatives of
the Ministry of Agriculture, FANRPAN Regional office, Swaziland Node Hosting Institution Secretariat,
senior traditional leaders of Ekupheleni and community members of Ekupheleni. The Field Day was
held on the 14th May 2014 at the Luyengo Campus of the University of Swaziland.
The Main Objectives of the HaSSP Field Day were as follows;
a) To motivate more community based farmers into SEED production by displaying what the
HaSSP Seed Enterprise Community Project has achieved.
b) To demonstrate the Government of Swaziland commitment and efforts in ensuring Food
Security in Swaziland through promoting sustainable options such as SEED production.
c) To market the farmers Seed produce to retailers who sell SEED in their agricultural business
outlets.
d) To publicise the HaSSP project to all the relevant stakeholders in the country.
2013/14 Annual Report
26
The HaSSP Field Day Key Note address was made by the Minister of Agriculture Hon Moses Vilakati,
who expressed sincere gratitude about the HaSSP project in making seeds available at low costs in
Swaziland. He also noted the challenges faced by farmers when it came to accessibility of seeds and
further motivated for active youth participation in Agriculture. Mr Ndlangamandla from the Swaziland
Node FANRPAN Hosting Institution encouraged farmers to use the support from donors wisely so as to
foster development in Swaziland. He encouraged young farmers to actively participate in agriculture
especially in projects such as the HaSSP project.
Figure 4: Farmers following proceedings during 4th HaSSP Field Day held at Luyengo Campus, UNISWA
5.2 Climate Smart Agriculture Initiative:
FANRPAN through the Swazi Node Secretariat hosted the Climate Smart Agricultural validation
workshop that was held at the George Hotel on the 19th February 2014. FANRPAN had engaged the
services of a national consultant, to conduct a CSA scoping study based on the following guidelines:
What is known on CSA and what are the gaps based on national, regional and international
CSA literature?
Based on the CSA definition provided above, what are the current CSA related policies in the
country (including environmental policies, water policies, agricultural policies, land policies and
development policies)?
What are current on-going CSA development and research programme initiatives in the study
country?
What are the national CSA institutional arrangements, and how are different stakeholders
involved?
How is the performance of current CSA policies, and what are their major gaps?
What is needed to ensure that CSA policies are improved in terms of relevance, equity and
effectiveness?
2013/14 Annual Report
27
The Climate Smart Agriculture initiative was a national validation workshop to review the draft CSA
scoping study report and get more inputs from other stakeholders based on the questions above. This
provided a greater opportunity for the stakeholders to add value to the research process and take
ownership of the research outputs therefore. The national validation workshop was attended by more
than 45 participants ranging from researchers, government officials, farmers, national agricultural union,
NGO
and
diplomatic
agencies.
5.3 PEST RISK ANALYS TRAINING:
Through financial support from FANRPAN, CANGO in partnership with the Swaziland National Plant
Protection Organisation (NPPO) under the Ministry of Agriculture hosted the Pest Risk Analysis training
that was facilitated by COPE, a regional Phytosanitary & Quarantine Institute from Kenya. The training
was attended by 20 experts in the field of phytosanitary and quarantine.
The capacity building initiative included understanding the improvement of competence of the NPPO in
implementing International Standards for Phytosanitary Measures (ISPMs). The reasoning behind the
training is that one of the most critical areas in preventing introduction and spread of pest in a country
especially through seed is through conduction pest risk analysis (PRA). Swaziland is a net importer of
seed. The country therefore is exposed to the introduction of seed borne pests if the relevant standards
are not implemented.
PRA is complex process that requires NPPO officers to not only understand how it is conducted but
also its justification and the other processes that are applied prior and after process. PRA can also be
used as a tool in negotiating market access. It was in this context that CANGO & NPPO secured
financial and technical support from COPE-FANRPAN partnerships to enhance the capacity of
Swaziland Plant Health Practitioners to enable them to be competent and relevant in the promotion of
Pest Risk Analysis (PRA). It is also on this background that the Swaziland NPPO sought to organize a
national training workshop on Pest Risk Analysis. The officers trained were drawn from the NPPO,
extension officers, estate managers, quarantine officers, border inspectors and Pack house manager.
The training was guided by the following objectives;
To create an awareness on the importance of pest risk analysis in Phytosanitary systems;
To sensitize participants on the resource of PRA information;
To understand the various steps in PRA process;
To enhance skills in the use of PRA tools.
2013/14 Annual Report
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6.0 Fostering Communication & Cooperation amongst Non-State Actors in Swaziland IN
PARTNERSHIP WITH COSPE AND FUNDED BY THE EUROPEAN UNION
COSPE, in partnership with punto. sud (an Italian based organisation that seeks to build the capacity of
non- State Actors on management skills in emergency and development sectors globally.) and in close
collaboration with the Coordinating Assembly of Non—governmental Organisations (CANGO) and with
support from the European Union (EU), is in the process of implementing a project to Foster
Communication and Cooperation for members, coalitions/ networks of the civil society in Swaziland.
The project appreciates the integral role played by the local Civil Society in Swaziland and its relevance
in advancing Human Rights and sustainable development. As such, the project is also cognisant of the
constraints often faced by CSO’s whilst executing their mandate hence the proposed partnership is to
also build capacities. Challenges such as: internal management, financing issues, project
implementation capacity, governance and others will be dealt with through trainings, guidance and
partnerships with CSO’s.
6.1 The project seeks to:
Improve cooperation, participation and collaboration of Civil Society Actors in development
processes in Swaziland.
Build capacity of non-State Actors through trainings that offers practical tools for more effective
participation in development processes.
Improve communication systems, networking and information flow between CSO’s and
Networks.
Harness common priorities in order to strengthen and better coordinate advocacy efforts by
CSO’s.
6.1.1 Result R.1. Swazi NSAs have access to quality information and are included in
coordination/info-sharing mechanisms

A mapping exercise will create an extended picture of Swazi non-state actors. It should profile
different categories of stakeholders, their role in the civil society, assessing how they function
and the constraints they have at different levels (internal management, governance, advocacy,
service delivery, funding, etc.), highlighting their relationships with each other and the
state/international community.

The mapping should be led by CSOs, so as to increase reciprocal knowledge of other NSAs
operating with the same mission and support creating alliances and synergies both in service
delivery and advocacy

The mapping will be the basis to identify and reinforce a system of coordination and infosharing mechanism among CSOs, such as CANGO website, social networks, and newsletters.
The aim is to improve the information sharing mechanism among Swazi NSAs but also with
relevant stakeholders both at national and international level with regard to advocacy
campaigns and call for actions, development programs and initiatives, as well as funding and
job opportunities.
2013/14 Annual Report
29

A publication will result from it with a detailed and critical analysis of the NSAs situation in
Swaziland, and a database with basics and contact information about the different actors of the
civil society. The database should also be kept updated continuously.
6.1.2 R.2. Improved NSAs ability and increased opportunities to coordinate negotiate and
advocate with different stakeholders
 An initial capacity assessment of NGOs will be on the basis of self-evaluation, identification of
own challenges and strengths. The tackled issues will be on communication, advocacy, internal
management and governance (transparency, accountability, efficacy and efficiency) and project
implementation.

The role of CANGO secretariat will be central in coordinating the instances that are elaborated
and advocated from the different networks: the Assembly will be reinforced in its capacity to
represent NGOs instances in wider platforms and networks and to coordinate with other
important civil society actors to have a strong role in the development process of the country in
front of relevant decision makers

While CANGO will keep a coordinating role, much emphasis is also posed on the need of
reinforcing the ability of the consortia to directly advocate and lobby relevant decision makers,
according to their thematic area and operation.

The project will support consortiums and coalitions in their advocacy capacity at different
levels: ability to mobilize people, communicating with and through the media, tracking policies
building processes, negotiating and influencing relevant decision makers, creating partnership
and alliances with other networks in and outside Swaziland.
6.1.3 Result R.3. Access to key information for capacity building and procedural alignment to
EC/main donor’s standards and regulations is ensured to Swazi NSA (on project planning,
project management and organizational accountability)
The project will reinforce the capacity of Swazi NSAs in accessing EU and other donors’ funding and
managing development projects. This will be done through increasing the knowledge and capacity of
NSAs in dealing with EU and other donors: project cycle management, governance and accountability
and other management issues.
The project will internalise this capacity building by facilitating the creation of a “Forum on quality
procedures and accountability”, which is expected to be able, by the end of the project, to continue
building the capacities of Swazi NSAs.
The forum will be created by and owned by the civil society coalitions/assemblies, composed by its
most trusted persons and selected through a process that will establish criteria for consolidating their
commitment as well as their capacities.
2013/14 Annual Report
30
It is envisaged that at the end of the project the following results would have been achieved:
Improved Networking and communication flow
Enhanced organisational systems and governance structures
Strengthened Advocacy Efforts within CSO’s
Improved ability to manage projects and better access to funding opportunities
A vibrant Civil Society with sound institutions with systems in place and are able tap
into available opportunities at international and regional levels.
6.2 What has been achieved?
6.2.1 Mapping Exercise
The project has executed a mapping exercise; an initiatives aim was to define a shared vision and
profile of Swazi Civil society and create a comprehensive directory. The mapping covered an array of
organisations working in the following thematic areas: gender equality, environment, HIV/AIDS
movement, media, community-based organisation, human rights (incl. children, youths, differently able,
LGBT) and governance, food security/sovereignty.
A questionnaire was developed and circulated to CSO’s with questions bordering around ascertaining:
•
Environment for civil society (legal, political, socio-cultural)
•
Level of civic engagement and representation in CSOs: advocacy and representation practices
•
Level of institutionalisation and organisation of civil society: structures and coordination
•
Perceptions of civil society impact: whether CS can influence its environment
•
Civil society resourcing: human resources, accessing capabilities, physical resources and
funds.
As it stands thus far, the project has mapped 90 organisations and 30 CBO’s. A conference to deliver
the findings was held at The George in Manzini. However, the publication, as per Result 1- “last bullet”
has not yet been published.
6.2.2 Coordination
While the coordination is partially fulfilled by the joint advocacy initiatives as indicated below; the other
part of it is envisaged to be achieved through identified synergies and getting the same thematic
organisations to jointly apply for funding and working together to implement projects. CANGO has
subscribed to a site that publishes Call for Funding Applications; called FundsforNGO’s. The CANGO
Secretariat will share the call for proposals or disseminate the information on funding opportunities
NGOs and other civil society partners. Working with punto.sud on this aspect to assist organisations
with technical support to respond for funding opportunities; CANGO will motivate organisations to work
2013/14 Annual Report
31
jointly to further increase their chances to source funding. Here, the project seeks to minimise
competition in favour of cooperation.
6.2.3 Communication and Advocacy
The project has recruited a Communications’ and Advocacy Officer in January, 2014 and was
eventually placed within CANGO in April, 2014. Two support Officers from COSPE Italy (one being an
Advocacy Officer and the other a Communications Officer) came into Swaziland to mentor the local
employee. Currently an internal communication plan for CANGO is the process of completion. It is
envisaged that the internal communication plan will inform the external one. An internal communication
framework has already been developed and awaits completion after CANGO membership has filled in a
questionnaire. The questionnaire was devised as a tool to ascertain membership preferred
communication tools. The content for the communication had been reviewed following a meeting
dubbed, “communication core group meeting” held at CANGO Resource Centre. The Core Group was
formed through a selection of CANGO’s consortia chairpersons and communications officers with the
objective to:
To ascertain communication priorities and expectations
Content: the kind of information to be shared between consortia and CANGO and vice versa.
On advocacy; the project has initiated and supported the gender consortium advocacy strategy. This
exercise began in February 2014; it being born off the CEDAW shadow report by CSO’s under the
auspices of the gender consortium and in line with the project of COSPE which has three areas of
focus (coordination, improved communication and advocacy); an advocacy training was held further
strengthen the advocacy plans of the gender consortium.
The issues that emerged based on the CEDAW shadow report were:
i.
ii.
iii.
iv.
v.
vi.
vii.
Adopting a law that makes education for all free and mandatory for minors.
The King signs the bill on Sexual Offenses & Domestic Violence Bill
In accordance with the Constitution, women are able to acquire, inherit and control SNL and
other public assets, independently of male family members and with support of traditional
leaders and law enforcement.
In accordance with constitution, women have full access to education irrespectively of their
reproductive decisions or circumstances.
Access to comprehensive sexual reproductive health services by young women.
Addressing and challenging customary law.
Enforce the constitutional provisions granting women the rights to acquire inherit and control
SNL and other public asserts.
2013/14 Annual Report
32
Out of the above array of issues emerging from the shadow report; the selection of objective matrix was
applied to select one issue amongst those that emerged from the shadow report. The consortium
eventually picked one issue of focus – that being advocating for the royal assent of the Sexual Offenses
and Domestic Violence Bill. Working with the local Communications’ & Advocacy Officer, the
consortium has held a series of meeting seeking to build an advocacy plan. At this stage the
consortium, through the Secretariat, has written a letter to the PS of the Ministry of Justice and
Constitutional Affairs and further copied same letter to the Minister of Justice, the President Senate,
Parliamentary Speaker and the Clerk to Parliament.
The project is still to identify other advocacy initiatives; one that has emerged so far is with MISA Swaziland and the Swaziland Community Multi-Media Network to speed up the Swaziland Broadcasting
Bill, 2010.
7.0 Regional Coordination
PSI provided a grant to facilitate regional coordination. The Secretariat Contracted FLAS to coordinate
the Manzini Region, AMICAAL, Shiselweni, and Hhohho was coordinated by the Baphalali Swaziland
Red Cross Society and Lubombo was coordinated by World Vision. Regional meeting were facilitated
in all the regions and partners at regional level managed to share information, NERCHA shared reports
of the mapping exercise, NGOs were also capacitated to participate in sharing their data through the
SHAPMOS forms. The major constraint is that the regional meetings were not sustained due to lack of
resources. There is hope that the meetings will be revived with NERCHA support.
8.0 Capacity Building
CANGO partnered with Japan International Cooperation Agency (JICA) to build the capacity of CSO
MER officers. A CANGO M & E Officer attended 2 week training of trainers in Johannesburg in June
2013, hosted by JICA. The course was targeted at managers who are tasked with organizing or
managing M&E training courses or/and responsible for M&E capacity building in government, national
coordination bodies, academic institutions and civil society organisations in the SADC region. The key
objective being empowering the managers to be able to strengthen and institutionalize M&E capacity
building within the respective organizations (with special focus on human capacity) by utilizing the
regional generic HIV and AIDS M&E curriculum. There were 6 countries represented at the training;
Botswana, Swaziland, Zimbabwe, Namibia, Lesotho, South Africa. There were 4 representatives from
each of the countries, drawn from four key sectors; The Civil Society, Government, Training Institutions
and National HIV/AIDS coordinating bodies. The Swazi team comprised of Mr Sifiso Zwide Ndwandwe
(CANGO), Mr Wandile Nkosi (Ministry of Health), Professor Nonhlanhla Sukati (UNISWA) and Mr
Lucas Jele (NERCHA
The main outcome of the training was a draft capacity building action plan for CSO in Swaziland.
Through this opportunity, CANGO successfully hosted two 1 day mentoring sessions for MER officers.
The main objectives of the meetings were:
2013/14 Annual Report
33
To assess the Capacity of organizational MER capacity and identify capacity gaps in the Civil
society
To encourage learning and sharing of best practices within the Civil Society Organizations
On average a total number of 30 participants from different NGOs participated in the mentoring
meetings. The participants were taken through a self-assessment sessions to identify MER Capacity
gaps in their organisations and also develop action plans on how to meet the identified needs. A
presentation on Mobile data collection technologies was also shared with the participants. Participants
were also taken through a session on the development of abstracts and posters to disseminate findings
of their studies and researches with stakeholders. A total of 5 organisations (SCSWD, Lutsango, LDS,
World Vision and Lusweti) were assisted the development of 10 research posters per organisation.
9.0 Key partners engaged
For CANGO and the membership to succeed there is need to develop, strengthen and consolidate
partnerships. Some of the partners that were met during the period under review included:
The Principal Secretary in the DPMs Office was met by the Executive Director and the Chairperson of
the Children Consortium where she was engaged on transition issues for the National Children
Coordination unit that was disbanded to transition to a Children department. The Principal Secretary
gave assurance that the Children department will be very effective institutional arrangement in the
Ministry.
The Chairperson of the Food Security Consortium led a delegation to meet the DPMs office on the
National Disaster Management Agency. The CANGO delegation was assured that the NDMA was
being capacitated and this had begun with recruitment of the Deputy Director for the Agency.
The Deputy Chairperson participated in a CSOs-EU Ambassador consultation on the socio-economic
and political issues in the country. The meeting was held on the 18th March 2014.
The Deputy Chair and the Executive Director met with the newly appointed European Union
Ambassador on 25th March 2014 where he was briefed about the CSO and NGO Architecture in
Swaziland, operating environment and funding challenges facing NGOs in the country.
The Secretariat met with Canada Ambassador on the 14th March 2014 where he was briefed about
CANGO and NGOs in general and how they operate in the country. The Ambassador shared about the
Small Grant Fund that some NGOs can access.
2013/14 Annual Report
34
10.0 Membership
Membership Applications
Five membership applications were received during the period under review
i) Women Farmer Foundation
This was newly established organisation that seeks to mobilise and empower women to engage in
Agricultural production in the country. It targets marginalised women. The Organisation has the entire
relevant documents, including registration, Strategic Plan.
The Board approved that the admission of the NGOs as an Associate member status to be given
space and guidance to grow and meet all membership requirements.
ii) Nazarene Compassionate Ministries
It is a fully-fledged NGO operating in Swaziland, under the Nazarene Mission. Its mission is to build
bridges of sustainability by linking resources with needs. It is a Member of WASH. It has all the
documents required. It has seventeen officers at present and community expert clients.
The Board approved the admission of the organisation as a full member of CANGO.
iii) SWANFE
This is an ex Offender’s organisation that was initially affiliated to CANGO. However, SWANFE has not
been active for a very long time, due to funding issues. The leaders want to revive SWANFE and are
seeking for renewal of membership.
Board decision
The Board approved the Associate membership status for this organisation whilst the Secretariat was
assisting the organisation to meet the criteria for membership.
iv) Philani Maswati
This is an organisation that provides assistance to the elderly. The Patron is her Majesty Indlovukazi.
This organisation had applied for membership, yet Philani was already a member. Philani was
reminded by the Secretariat that they were a CANGO member.
v) Human Rights Society of Swaziland (HURISWA)
CANGO through demands from Human Rights Organisations was requested to facilitate the setting up
of a fully-fledged Human Rights Organisation in Swaziland. CANGO secured a grant from OSISA to
assist in registering a Human Rights NGO. The government after a protracted process then registered
HURISWA in 2013. An interim Committee was then put in place. The Board decided that HURISWA
2013/14 Annual Report
35
be admitted as an Associate Member to provide opportunity to set up all the structures, mobilise
resources and adopt policies as well.
11. Resources Mobilisation
The resource mobilisation continued to be an area of focus. What however was a major constrains is
that there are limited opportunities for resources mobilisation. The CANGO Board has put in place the
Resource Mobilisation think tank
2013/14 Annual Report
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CANGO MEMBERSHIP LIST
Name of Organisation
Telephone
Fax Number
Email Address
1. African Cooperative Action Trust
(ACAT)
2. Baphalali Swaziland Red Cross
Society
3. Federation of the Disabled in
Swaziland (FODSWA)
4. BMEP/LULOTE
2404 4738
2404 2446
emdlamini@acat.org.sz
2404 2532
2404 6108
jabu@redcross.org.sz
2404 2880
2404 4719
makhosinip@live.com
2505 2491/2
2505 2492
lulote@realnet.co.sz
5. CARITAS - Swaziland
2505 6900
2505 2972
director@caritas.org.sz
6. Cheshire Homes
2518 6334
2518 6334
7. Swaziland Conference of
Churches
8. Council of Swaziland Churches
2505 2255/505 4430
2505 5253
info@cheshire.org.sz /
admin@cheshire.org.sz
scc@africaonline.co.sz
2505 5841
c.o.c@africaonline.co.sz
9. Family Life Association of
Swaziland
10. Good Shepherd Hospital
2505 3628/2505
3931/7602 1753
2505 3586/2505
3082/7602 5092
2343 4133
2505 3191
flas@africaonline.co.sz
2343 4003
admingsh@realnet.co.sz/accounts@g
shrealnet.co.sz
11. IBFAN Africa
2404 5006
2404 0546
ibfanswd@realnet.co.sz
12. Imbita
2505 6854
2505 5507
imbita@realnet.co.sz
13. Lutheran Development Service
2404 2562/7602 0436
2404 3870
director@lds.org.sz
rmaseko@realnet.co.sz
14. Cabrini Ministries
15. Raleigh Fitkin Memorial Hospital
16. Save the Children
2518 7705/7602 2476
2505 2211/2505 5077
2404 2573/76022628
2505 5077
2404 4719
dmnisi@savethechildren.org.sz
17. Salvation Army
2404 5234/76022459
2404 8665
Nhlanhla-ziqubu@salvationsd.co.sz
18. Swaziland Association for CrimePrevention and the Rehabilitation of
Offender (SACRO)
19. Swaziland Infant Nutrition Action
Network (SINAN)
20. SOS Children’s Village
2505 2172/7615 5427
2505 2172
2404 8863/404 7469
2404 7460
sacromanziniandmbabane@yahoo.co
m
desmond.maphanga@sacro-sd.com
pecrychips@yahoo.com
2422 0878
2422 0877
21. SHAPE
22. Swaziland Action Group Against
Abuse (SWAGAA)
23. Skill Share International
2404 5066/404 5752
2505 7514
2551 4045
25070068
sos-swz@realnet.co.sz
dududlamini@sos.org.sz
training@shape.org.sz
Swaaga.director@africaonline.co.sz
2404 4584
24043476
swazilandinfo@skillshare.org
24.Swaziland Hospice at Home
2518 4485
2518 6405
hospice@swazi.net
25. The AIDS Information & Support
Centre (TASC)
2505 4790
2505 4752
tasc@realnet.co.sz/director@tasc.org.
sz
26. Forum for African Women
Educationalist Swaziland Chapter
(FAWESWA)
2505 8266
2505 8266
phumied@yahoo.com/
2013/14 Annual Report
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37
27. Traditional Healers Organisation
23434 707
t.h.o@africaonline.co.sz
28. Women & Law in Southern Africa
2404 7088/404 1723
2404 6750
wlsaszd@africaonline.co.sz
29. World Vision International
30. WUS – Swaziland.
2404 1102/6/7602 6236
2505 2255
2404 1125
2505 6299
Solomon_tesfamariam@wvi.org
tjengs@gmail.com
31. Philani MaSwati
2404 4779
2404 3374
mmtetwa@swazi.net
32. Vusumnotfo
2437 1807 / 24373236
2437 1807/
24371193
kathygay@realnet.co.sz
33. Renewable Energy
2404 9040
2404 9040
reaswa@swazi.net
34. Adventist Development and Relief
Agency (ADRA)
35. Swaziland AIDS Support
Organisation
36. Swaziland Breast Cancer
Network
37. Media Institute of Southern Africa
(MISA)
38. Emmanuel Khayalethu
2505 8076/76038596
2505 2617
24220640
2422 0663
adraswazi@realnet.co.sz
nkhanyigame@gmail.com
vmatsebula@yahoo.com
2404 6699
sbcn@realnet.co.sz
mobiliser.sbccn@realnet.co.sz
misa.nd@gmail.com
24049270
2404 6697/2404 9700
2409 0171
nxumalo.ld@realnet.co.sz
39. Baylor College
24096000/2/2404 0133
2404 0214
40. MAIS Africa
2207 8144
2207 9337
41. Lusweti
2416 1082/7602 5168
2416 1039
info@lusweti.org.sz
42. NATICC
2207 9797
2207 9796
naticc@swazi.net
43. SWAPOL
2505 7088/7602
6172/7602 7324
250 4936
2550 4932
bomake@goneruaral.co.sz
45. International Relief and
Development
46. Prison Fellowship
2404 7970/7602 2401
4204 7970
Ird-sz@swazi.net
yabraham@irdglobal.org
enhleko@yahoo.com
47.FHI 630
2404 9186
brinehart@fhi360.org
pvilakati@fhi360.org
7622 1596/7605 4225
7670 9115
7804 1880/7825 9512
2473 6892/7624
3771/7619 0750
greaterhopeswaziland@gmail.com
info@joyfulheartsorganizatio.org
44. Gone Rural BoMake
csimelane@baylorswaziland.org.sz
hailun@baylorswaziland.org.sz
swapol@realnet.co.sz
77127911/7680 8470
48. Hand in Hand
49. Greater hope
50.Joy Full-Hearts
51. Compassionate Swaziland
2013/14 Annual Report
swazilandinfo@compassionateswazila
nd.org.sz
38