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Christian Commitments ProgrammeMozambique
Final Evaluation Report
LIPANGUE, Lacerda Zacarias
TOMO, Armindo Feliciano
April 2013
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TABLE OF CONTENTS
ACKNOWLEDGEMETS ............................................................................................................................... 3
LIST OF ACCRONOMYS ............................................................................................................................. 4
SECTION I ...................................................................................................................................................... 5EXECUTIVE SUMMARY ............................................................................................................................. 5SECTION II ..................................................................................................................................................... 6PROGRAMME DESCRIPTION .................................................................................................................... 62.1. Programme Overview .......................................................................................................................... 62.2. Programme Rational ............................................................................................................................. 72.3. Programme Goal and Objectives .......................................................................................................... 8SECTION III..................................................................................................................................93. EVALUATION METHODOLOGY .................................................................................................... 93.1. Identify stakeholders ............................................................................................................................ 93.2. Describe and understand the programme ............................................................................................. 9
3.3.
Design evaluation ................................................................................................................................. 9
3.4. Gather evidence .................................................................................................................................. 123.5. Analyse Results .................................................................................................................................. 12SECTION IV ................................................................................................................................................. 134. KEY FINDINGS AND INTERPRETATION ................................................................................... 13SECTION V .................................................................................................................................................. 195. CONCLUSIONS ................................................................................................................................ 195.1. Relevance ........................................................................................................................................... 195.2. Effectiveness ...................................................................................................................................... 205.3. Efficiency ........................................................................................................................................... 205.4. Impact ................................................................................................................................................. 215.5. Sustainability ...................................................................................................................................... 24
SECTION VI ................................................................................................................................................. 25
6. RECOMMENDATIONS ................................................................................................................... 257. APPENDICES.....................................................................................................................27A. Programme Log frame ....................................................................................................................... 27B. Terms of Reference for the Evaluation .............................................................................................. 28C. Fieldwork plan ................................................................................................................................... 32D. Discipleship Wheel ............................................................................................................................ 33E. Reviewed Documents..........................................................................................................34
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ACKNOWLEDGEMENTS
We first thank God for His Guidance, Grace and Abundant Blessing from which we stay
illuminated for eternity.
We would like to extend our gratitude to all those who supported us on preparation and during
the evaluation of the CC Programme. We fully acknowledge that our work could not have been
completed without the participation and contribution of most of the programme team members.
Our special thanks to Christian Commitments Programme professionals in Maputo, namely Mr
Toms Valoi and Mr Isidro Fote, who kindly provided us with relevant information andinstructions of the Programme and of the World Vision as a Christian Organisation.
Our sincere thanks goes to Mrs. Humberto Nazar, Christian Commitments Programme officer
in Zambzia who served as an advisor for the evaluation team and largely contributed to the re-
design of the guiding evaluation questions. His careful car driving and patience were decisive for
the evaluation team to safely reach the locations for meetings.
Our thanks also go to Mr. Moussa Sangara, World Vision Provincial Representative in
Zambzia, who provided overall direction to the evaluation and ensured that all WV-Zambzia
staff gave priority to this evaluation despite other obligations.
Last but not least, our greatest thanks go to our respectable fathers, mothers, youths and children
of the visited communities in Mocuba and Morrumbala; without their active collaboration and
the fruitful discussions we had with them, this evaluation would not have been achieved itsobjectives.
May God Bless You All!
Lacerda Zacaria Lipangue
Armindo Feliciano Tomo
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LIST OF ACCRONOMYS
ADP Area Based Programme
AJOCUM Associao Jovens com uma Misso/Association of Youths with a Mission
CC Christian Commitments
CCP Christian Commitments Programme
FRELIMO Frente de Libertao de Moambique/Mozambique Liberation Front
HIV/AIDS Human Immune deficiency Virus and Acquired Immune-Deficiency Syndrome
IIL Instituto Internacional de Liderana/Leadership International Institute
N/A Not Applicable
NUPAMO Ncleo de Pastores de Moambique/Pastors Association
RENAMO Resistncia Nacional Moambicana/Mozambican National Resistance
SMART SpecificMeasurableAttainableRelevantTime-bound
WV-Moz World Vision Mozambique
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SECTION I
EXECUTIVE SUMMARY
The Christian Commitment Programme is a 4 year (2009-2012) WV-Moz attempt to addressChristian impact issues both at projects and office levels. Through this project, WV-Moz sought
to increase the capacity of staff to integrate Christian Commitments into their lives, professions
and programs. Also, WV-Moz took initiatives that promote the unity among churches of
different denominations. These have been designed to be achieved through activities that
enhance the spiritual formation and nurture of staff, collaborative Christian work with church,
Christian agencies and capacity building of local church leaders to enable them carry out their
wider mandate of disciplining the nation.
As the programme came to end, WV-Moz sought to get reliable and systematic information on
the progress made and the impact achieved taking into consideration the planned outcomes. For
this the work of external consultants were commissioned.
Taking into account the consequences of colonial and socialist past of the country and; the
current level of economic and spiritual poverty, associated with the challenges imposed by the
irreversible globalisation; CCP remains valuable instrument to support the Mozambicans
communities in facing live adversities.
The evaluation found sufficient evidences of social and spiritual improvements. There is an
observable decrease in anti social behaviour within the communities; increasing staffs who
demonstrate Christian values and churches actually work together in pursuit of spiritual growth
of their constituencies. The programme succeeded in creating ownership of the target group.
The evaluation recommends the programme to evaluate the potential of the existing faith based
organisation (NUPAMO, AJOCUM, ILL etc) to determine specific strategies for better
collaboration. Regarding the modes of delivery, the programme should integrate its activities and
budget within other projects of the organisation, so to emphasize its crosscutting nature.
Whenever possible, the programme should agree with senior managers and projects donors on
the shared responsibilities for the CCP because without full commitment of the senior managers
the CCP could be seriously weakened.
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SECTION II
PROGRAMME DESCRIPTION
2.1. Programme OverviewThe following Christian Commitment proposal covers 4 year (2009-2012) WV-Moz attempt to
address Christian impact issues both at projects and office levels. As a result of its colonial
history, form of government adopted at independence and civil war that followed soon after
independence, Mozambique has many of its citizens impoverished economically and spiritually.
About thirty-three years after independence, the country is still trying to recover from the
consequences of its past history. Within the last decade, HIV and AIDS had begun to reverse
some of the gains that have been made and this has further worsened an already challenging
situation. The Church has struggled to bring about a positive impact in the lives of its members
and other community members. WV-Moz, with more than 1000 staff at various levels of
Christian maturity, is seeking financial support through this proposal to address some of these
needs. This project will focus on addressing unfulfilled needs during the previous phase of
implementation as excavated by the evaluation conducted in 2007. Other new needs have been
identified through listening to and observing new trends in the Christian Commitments
community and strategic direction emphasis.
Through this project, WV-Moz seeks to increase the capacity of staff to integrate Christian
Commitments into their lives, professions and programs. Also take initiatives that promote the
unity of the church across the spectrum of denominations and traditions that will enhance the
leadership competencies of church leaders and develop activities for the Christian formation of
children, youths and women. These will be achieved through activities that enhance the spiritual
formation and nurture of staff, collaborative Christian work with church, Christian agencies andcapacity building of local church leaders to enable them carry out their wider mandate of
disciplining the nation. Activities that are being proposed are in line with the partnerships
strategic mandate number one that deals with the reinforcing our Christian foundations, identity
and witness. The bulk of our current funding is predominantly government grants, which limits
on the number of Christian programming initiatives that can be included, it has become
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necessary for WV-Moz to seek this additional resource to enable it address the needs as
identified. The four- year budget for this project is US$570,000.00.
2.2. Programme RationalMozambique was a Portuguese colony for over 500 years and Mozambique Liberation Front
(FRELIMO) fought a 10-year war of independence against the Portuguese. At independence in
1975, FRELIMO set up a Marxist-socialist government, which banned Christianity and other
religions. This situation destroyed the Christian values and moral education in peoples lives,
especially among the youths. Soon after independence, Mozambique was involved in a civil war
between FRELIMO and Mozambique National Resistance (RENAMO), which lasted for 16
years that led to the loss of many lives and thousands of internally displaced people. Over one
million Mozambicans took shelter in neighbouring countries during the civil war. It was in the
midst of this brutal war that WV-Moz started its relief operations to war and drought victims in
Tete and Manica Provinces in 1984. The civil war worsened the already bad socio-economic,
political and spiritual life of the country. With the signing of the Rome Peace Accord between
FRELIMO and RENAMO in 1992, peace returned to the country and reconstruction of the
country began. The two wars destroyed a lot existing infrastructure and reduced the gains of
many decades.
With a Human Development Index of 0.384, Mozambique ranks 172thof 177 countries listed.
Updated statistics in 2005 indicate that 54% of its population is living in absolute poverty.
National census data (1997) show that nearly one-quarter of the population said they had no
religion, 24% belonged to the Catholic faith, 18% Muslims and 17% Zionist (a group in which
many members mix traditional religion with Christianity). Less than 10% were classified as
Protestant/Evangelical Christians and the others belong to other faiths. These data clearly show
both spiritual and economic poverty exists in Mozambique. The country with an HIV prevalentrate estimated at 11% among adult population in 2007, and like many countries in Southern
Africa, has to deal with the growing challenges that HIV/AIDS is creating. AIDS is currently the
leading cause of maternal orphans in Mozambique. Surveys conducted by WV-Moz show that
many children become vulnerable to various abuses and exploitation, for lack of parental
protection and guidance. They often have to care for their ailing parents and guardians. Some
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have been withdrawn from school in order to look after sick family members. They are assuming
responsibilities that ordinarily should be those of adults. The most productive age groups of the
population are succumbing to HIV and AIDS. While many people know how to prevent HIV
transmission, many respondents, including church members, are still involved in risky sexual
behaviour. WV-Moz believes that behavioural changes that could reduce further transmission of
the HIV and AIDS virus and provide hope for those already infected could come through the
work of the Holy Spirit in the lives of individuals.
2.3. Programme Goal and ObjectivesGoal
To partner with churches and faith based organizations in pursuit of spiritual and social
transformation of staff, children, their families and communities in ways that contribute to
measurable improvements in their lives by September 2012.
Objectives:
Promote Christian formation of staff that contributes to healthy organizational culture &
holistic ministry;
Promote the practice of prayer at individual and corporate levels;
Create a Christian culture in the workplace that fosters openness and Servant leadership;Develop and strengthen partnerships with churches and faith- based organizations that will
support spiritual nurture of children, their families and communities;
Develop partnerships with churches that serve our shared mission;
Provide tools that result in measurable increase in Christian witness in all programs that focus
on the spiritual nurture of children;
Partner with churches in HIV/AIDS awareness, prevention and control;
Partner with churches on issues of advocacy and peace building;Build church unity among the different church denominations;
Build collaborative relationships with churches leaders in new operational areas;
Procure spiritual nurture materials forboth staff and childs ministry;
Organize and host church leaders conferences and prayer mobilization;
Carry out capacity building of church leaders and ministry to children leaders.
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SECTION III
3. EVALUATION METHODOLOGYThe sequential procedures adopted to evaluate the programme are as follows:
3.1. Identify stakeholdersUnderstand the importance of particular stakeholders;
Relationship between the target group and the rest of the communities;
Categorise the stakeholders: those who are involved (project teams) and those who are
affected (intended beneficiaries);
Complete the stakeholders analysis as shown in the table below
Stakeholder Analysis
[List key stakeholder groups and individuals that will be interested in the programme outcomes, will beaffected by them, or whose support/approval is essential, both within the programme and in the community,
and assess their importance (low/medium/high)]Stakeholder Interest Importance
WV-Moz staffThey are involved and make up the programmeteams but with interest in spiritual growth
High
Pastors/Church
leaders
Intended beneficiaries. Their interests are churchleadership competences and improvedcollaboration
High
WomenIntended beneficiaries. Their interests are spiritualgrowth and social affairs
High
Youths and children Intended beneficiaries. Their interests are spiritualgrowth, forma and biblical education
High
Community
members
Indirect beneficiaries. The programme expectsthem to be affected by the work of the intendedbeneficiaries and programme teams
Low
3.2. Describe and understand the programmeThis section covers the presentation and checking up the programme plan and the logic model.
The programme plan corresponds to the programme description presented in section II. The
programme log frame is presented in appendix A.
3.3. Design evaluationIn this section, we decided on the characteristics of the evaluation. Some of its characteristics
were provided with the terms of reference (Appendix B).
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The terms of reference called for final or summative evaluation to measure outcomes and
impacts though, we included some elements of progress evaluation. From this point we
immediately decide on the type of general questions we were to provide answers to. These are:
Evaluation Type Question
Process includingproducts and needs
Does it work?Is resource use minimised?Does it attain longer term goals?To what extent are the desired changes occurring? For whom?What are the potential barriers/facilitators?What is most appropriate development activity?
Outcome
What are the desired changes in behaviour or state?To what extent are these changes occurring?Are the changes effective?To what extent are desired changes occurring? For whom?
Impact
What are the unintended outcomes?To what extent have the intended benefits been achieved?What is the overall effect of the programme?What are the cost benefits?What is the cost effectiveness of the programme?
Having clear understanding of the type of evaluation and the information to generate (presented
in the form of question in the table above), we decided on the evaluation plan (Table below). The
evaluation plan is different from the fieldwork plan. The latter is just the indication of how the
field meetings will be conducted.
The evaluation plan elements can be interpreted as follows:
Evaluation questions: what do we want to know?
Indicators: How shall we know?
Baseline: What is the situation prior to any activity?
Source of information: Where the data will be obtained?Collection method: How the data will be gathered?
Schedule: When the data is expected to be collected?
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Evaluation Questions Indicators BaselineSource of
information
Collection
methodSche
RELEVANCE
To what extent are the objectives of theprogramme still valid?
The pretended changes shouldconform with the outlined problem
N/A Programmereports;
ProgrammeTeams
Reportsreview;
interviews
18-22and
remaevalutime
Are the activities and outputs of the programmeconsistent with the overall goal and theattainment of its objectives?
There should be logical connectionin the programme matrix N/A
EFFECTIVENESSTo what extent were the objectives achieved /are likely to be achieved?
The beneficiaries should share someexperiences of change in behaviour
N/A
Programmereports;
ProgrammeTeams
Reportsreview;
interviews18-22 M
What were the major factors influencing theachievement or non-achievement of theobjectives?
The programme are expected to listthem N/A
ProgrammeTeams
Interviews 18-22 M
EFFICIENCYWere activities cost-efficient? Plan-budget analysis N/A
Programmereports;
ProgrammeTeams
Reportsreview;
interviews
Evaluatimefra
Were objectives achieved on time? The activities should be terminatedat the programme timeframe
N/A
Was the programme implemented in the mostefficient way compared to alternatives?
Other implementation optionsagainst the actual one
N/A
IMPACTWhat has happened as a result of the programmeor project?
The beneficiaries are expected toshare evidences
Baselineneeded
Beneficiaries Interviews
18-22 MHow many people have been affected? Estimation should be undertakenBaselineneeded
Programmereports
(estimates)
Reportsreview
SUSTAINABILITYTo what extent did the benefits of a programmecontinue after donor funding ceased?
The discussion with the programmeteams and the information from thebeneficiaries should lead toconclusion about this issue
Baselineneeded
ProgrammeTeams;
BeneficiariesInterviews 18-22 M
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3.4. Gather evidenceFive distinct methods were used to evaluate the CC programme. These are: Focus Group
Discussion, Key Informant Interview, Direct Observation, Self-assessment tool, and Secondary
Data Review. The meetings with Focus Groups were arranged in accordance with the fieldwork
plan (Appendix C). Key informants included the CC advisory team. Direct observations took
place at the ADP and at the selected communities in accordance with the fieldwork plan.
In order to capture small picture of the senior managers commitment, an exercise of filling a
discipleship wheel (Appendix D) was undertaken. Secondary information was collected from the
reviewed documents listed in the appendix E.
3.5.
Analyse Results
Having gone to the effort of identifying evaluation questions, appropriate indicators and then
gathering data, we went through on organising the information and interpreting it. The
interpretation resulted in the key findings elaboration. The key findings enabled us to draw
conclusions and lesson learned. These elements are presented in the following sections of this
report. All sections were joined together to compile the evaluation report in conformity with the
selected report format.
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SECTION IV
4. KEY FINDINGS AND INTERPRETATION
This is the step in the evaluation process in which we gives sense to the findings presented in theprevious section. This will be narrative account that gives meaning to the information collected
through interviews (primary data) and through reviewing documents (secondary data). In a sense,
it is to explain the programmes successes and challenges in meeting its objectives.
KEY FINDING # 1: Staff members do in tegrate bibli cal pr inciples in the way to achieve
spiri tual matur ity
One of the objectives of any church ministry is to develop spiritual maturity" in the lives of its
constituency. Spiritual maturity is a process of the development of one's personal life with Christ
and the Body of Christ, the Church, which can be measured according to habits of intimacy with
Christ and self-motivated involvements in serving others in a local church.
The most practical and powerful way to get believers headed in the direction of spiritual maturity
is to help them establish habits that promote spiritual growth" (Warren, 1995, p. 348). These
disciplines include daily practice of Bible reading seeking God's guidance for the day,
prayer, intercession for others, private worship and seeking to serve others in order to
reflect Christ's love and message. The key to the development of these habits is the
involvement in small groups where mutual accountability of agreed upon habits give the
structure and motivation in order to encourage the environment for spiritual maturity.
In this way the interviews demonstrated that:
Since the CCP started, the staff gained abilities to pray, devote, study the Bible and to do
spontaneous prayer;They had opportunity to do what was regarded as not assignable to them like reading Bible to
the attention of other fellows. It is to refer that there are churches where reading the Bible is a
task only for the preachers;
They became aware of the importance given by Christ of volunteering themselves to assist
needy people and to spread the message of God;
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KEY FINDING # 2: There are examples of signi fi cant changes among fi eld staff in terms of
their behaviour s and practices as a resul t of the WV-M oz CC Programme.
A Biblical principle of spiritual maturity is putting off the old man and his deeds while putting
on the new manand his deeds (Col 3:9-14). This change has been testified by some field staff
during the interviews. Among others, follow some examples:
Before the CCP in Morrumbala, for instance, the way co-workers treated one another was not
friendly. It was even unimaginable in that time for one to give lift to another colleague who
works in different project;
The devotions, retreats and prayers changed the mentality of people in our organisation. One
colleague testified how the word of Christ brought through CCP, has saved him from
delusions of witchcraft: Once I told one villager that I was angry because my organisation
allocated a motorbike to my very recent colleague than me. The villager introduced me to a
witchdoctor who gave me a pocket-sized pillow. He prescribed me to keep that pillow in my
pocket when I am in the job. The result according to him was that I would be allocated a
motorbike. After a devotional session I changed my mind, I throw out the pillow and in my
dream I saw the pillow burning in a big fire.
Another staff member gave his testimony on how he used perseverance (Psalm 27:14 -
Wait for the Lord; be strong and take heart and wait f or the Lord) to keep himself peaceful
while disfavoured by some decisions taken by managers: I entered WV-Moz as the first to
readily accept an assignment to work in the most remote communities. After years of hard
work it was my expectation that my organisation would acknowledge my courage. It was
announced a scholarship offer and I thought I would be the choice to benefit from it. But the
scholarship was granted to another colleague, novice in the organisation. To worsen my
situation I was disrespected and seen as incompetent. There was even a plan to expel me from
the organisation.In this situation and with trust in God I was able to wait for His orientation
to decide on my destiny within the organisation. Fortunately He blessed me and today I enjoy
very good working environment in my workplace. I can today say that the nightmare has
definitely ceased thanks to my perseverance.
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The relationship between managers and staff members are of friendship. It does not occurs in
other organisations where Christianity values are not kept in the core position within the
organisational structure;
KEY FINDING # 3: Al though the Programme has demonstrated its capacity in promoting the
transformation of staffs behaviours, attitudes and lives, there still be much more to do to fulfil
its raison dtre.
Reviewing the CCP strategy and combining it with the results of the interviews, it was possible
to assemble some key observations which sustain the finding above, as follows:
Despite of the unchallengeable gains from the CCP spiritual and religious orientation, they
said, actually there is a decrease in the participation in devotional meetings;
The interviewers observed that managers are among those failing to participate regularly in
the devotional meetings. So, the staff members claim that the managers should be exemplary
in doing well for the whole organisation.
There is still being observed some contradiction among managerial decisions, employees
behaviour and Christian principles. According to the staff members, on the one hand, it seems
like the managers take decisions without regarding themselves as committed Christians and
on the other hand, the employees behave at the same way expecting interminable mercy from
their managers;
Since WV-Moz is a Christian organisation not linked to specific church, its staff includesmembers from a variety of church denominations with different pastoral rituals. Therefore, at
the devotional meetings some colleagues do criticise and even devalue the way other people
pray;
The CCP implementation structure does not fit the workload demand and this affect
negatively the time management for the ADP coordinators. It is essential that there are faith
guardians with clear terms of reference within the ADP and clusters;
The staff members lack biblical skills. The continuation of modular biblical courses can
enhance the ability of the staff to deal with scriptural issues;
Unfortunately there are colleagues who still engaging in risky behaviour though they have full
access to information on how a Godly individual is expected to behave in the society;
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At the beginning CCP had financial resources to support its activities, i.e., CCP was a project
rather than crosscutting issue. Today it has no sufficient resources and this brought about a
situation like stunting in its strength. Grants are not likely to contribute for CCP activities;
It is even difficult to assess the performance of the staff when dealing with CCP either
because the manager (ADP or cluster) is not completely involved with the programme or
because he/she has no power to reprehend his/her colleagues for not complying with the
regulations regarding Christian commitment. Note that WV-Moz has developed a kind of
code of conduct regarding Christian commitment but the competence to enforce its fulfilment
is not assigned/decentralised to ADP and cluster;
Sometimes the devotional meetings go beyond its intended goals, it is used like an
opportunity to criticise another participants. This behaviour causes some attendants to fear
participating in the meetings.
KEY FINDING # 4: The Programme has contri buted to considerable level of coll aboration
among churches of dif ferent denominations
Too often people only apply 1 Corin thians 12:12on an individual basis For as the body is
one and has many members, but all the members of that one body, being many, are one body,
so also is Chr ist. But this applies on a congregational basis as well. The body of Christ is made
up of many local congregations, each of which has their own distinctive callings and giftedness.And the more the churches get to know the other churches in their area, the less they'll think of
one another in terms of "the competition" and instead they'll see how they can collaborate
together to minister to and reach the whole community.
The Programme so far, has made advances in pushing congregations of different denominations
towards effective collaboration. Both the achievements and the prevailing challenges in this way
have been pointed out by the interviewers as follows:
There are associations of pastors (commonly known as Ncleo de Pastores) at provincial,
district and community levels;
There is strong collaboration among churches in Munhiba (Mocuba) and they are currently
discussing options to create a pastoral fund and centre for monthly worship.
In the beginning of CCP there was a strong collaboration with Biblical Union. As the Biblical
Union failed to comply with some regulation, the Pastors Association (NUPAMO acronym in
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Portuguese) is a promise to continue linking CCP and the churches. Recently NUPAMO
organised a coral interaction where many churches joined the event.
KEY FINDING # 5: The churches working together as associati ons they are str iving to create
an enabling envir onment for the spread of the word of God
The associations of pastors carry out activities with intent of bringing more collaboration
among churches of different denominations and improve the leadership competences of the
church leaders. In the list are joint conferences and workshops, joint prayers which are
organised through contribution of all members;
TheNcleo de Pastoresof Morrumbala often organise training sessions for pastors in order to
improve their leadership competences;
It was mentioned that with -Moz support 4 trainees enrolled at the Biblical School in
Nicoadala. Two of them discontinued their training allegedly because since they are heads of
families they cannot leave those families alone and without remittances;
In Morrumbala theNcleo de Pastoresplans to build a resource centre for children and youth.
If the dream becomes reality they think will serve both devotional services and to bring
revenue for its sustainability;
One of the impact activities NUPAMO did in the recent times regards the evangelisation of
communities in Inhassunge. There was high level of criminality in Inhassunge. According tothe pastors; there was a man called Duarte who built local church known as SOKELA in
which he was worshipped as God. When the pastors arrived to commence their job the local
villagers asked to know what is written in the Bibles. They warned that if the Bibles do not
make reference to Duarte they will deny receiving it. But NUPAMO persisted working with
that community and today the criminality is low and people are freed from Duarte who also
unfortunately passed away.
KEY FINDING # 6: The unity and collaboration between churches has succeeded in
replacing existing people bel iefs and behaviour which at some extent do impede communi ty
development to become reali ty
The partnership betweenNcleo de Pastoresof Morrumbala and CCP brought another way of
facing adversities in the community. Many pastors understood the value of literacy for their
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jobs. They even broke the existing paradigm of thinking in which pastors need only to have
good command of the Bible and other literacy skills are irrelevant for them. At the
commencement of CCP the majority of pastors had primary education but now some of them
are finalising secondary education;
The changes in the community are observable, though challenges still existing. There have
been significant changes in the way children and youths actually behave. Before the
commencement of CCP many youths were involved in dangerous addictions like smoking,
alcohol and exaggerated participation in night entertainment events. There is off course much
to be done because as people change their attitudes, the development and globalisation impose
new problems.
KEY FINDING # 7: The hi story of success does not happen in al l locati ons covered by the
Programme.
In Namanjavira (Mocuba) the situation differ from other visited places. Although an
Association of Pastors has been created and joined by few churches, there is strong tendency
for one another church to separate itself. It was reported that even funeral ceremonies
churches use to arrange for their crowds. They acknowledge that this problem is not a willing
of God; it is a product of behaviour of some leaders;
Through the work of the Association of Pastors 4 pastors (being 1 of Unio Baptista, 1Assembleia de Deus and 2 of Evanglica de Cristo) completed biblical courses.
Although interest has shown by women, the single example of women participation in
pastoral service was found in Namanjavira (Mocuba) where a Nazarene lady completed her
biblical course in Maputo together with her husband;
In direct observations was found that the participation of girls in formal education is
insignificant. This was corroborated by the interviews. They added that in Namanjavira has
never been a nurse, teacher or other female professional. The moral values and attitudes of the
youths particularly girls are not appropriate and, this leads to teenage pregnancies.
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SECTION V
5. CONCLUSIONSIn this section, the main conclusions are presented for each of the change criteria.
5.1. RelevanceThis indicates the extent to which the programme is suited to the priorities and policies of the
target group. In evaluating the relevance of CCP, it is useful to consider the following questions:
5.1.1.To what extent are the objectives of the programme still valid?In general, CCP aims at establishing partnership with churches and faith based organizations,
seeking spiritual and social transformation of staff, children, their families and communities in
ways that contribute to measurable improvements in their lives.
The history of the country is marked by hostility to Christian faith. Both, the colonial past,
socialist government and civil war, were not friendly for development of spiritually healthy
society. This spiritual poverty associated with poor governance performance, always result in
material poverty. Believing that the Holy Spirit can work on the individuals and make them able
to persist in fighting against adversities, we come to a conclusion that the CCP objectives are up
today valid.
5.1.2.Are the activities and outputs of the programme consistent with the overall goaland the attainment of its objectives? And with the intended impacts and effects?
To attain its goal, CCP seeks to promote spiritual growth for its target group members. The set of
its objectives clearly linked to the six specific spiritual disciplines viz abiding in Christ, living in
the Word, praying in faith, fellowshipping with believers, witnessing to the world and
ministering to others. Based on this matching relation we conclude that the activities and outputs
of the programme are consistent with its overall goal.
The ultimate effect and impact that the programme aims at is to alleviate the population from
spiritual poverty and then attain their economic development. Since this impact is much
aggregate i.e, depends upon the contribution of many efforts, CCP has large gap of attribution.
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5.2.EffectivenessThis measures the extent to which the programme attains its objectives.
In evaluating the effectiveness of a programme, it is useful to consider the following questions:
5.2.1.To what extent were the objectives achieved / are likely to be achieved?Although the programme impact has not been fully attained, its objectives have been
successfully achieved. There is an observable decrease in anti social behaviour within the
communities; increased number of staff demonstrates Christian values and churches actually
work together in pursuit of spiritual growth of their constituencies.
5.2.2.What were the major factors influencing the achievement or non-achievement ofthe objectives?
The programme strongly engaged itself in promoting unity among churches of differentdenominations; improving church leaders competences and increasing biblical literature access.
These have been the major factors of success of the programme.
5.3.EfficiencyEfficiency measures the outputs (qualitative and quantitative) in relation to the inputs. It is an
economic term which signifies that the aid uses the least costly resources possible in order to
achieve the desired results. This generally requires comparing alternative approaches to
achieving the same outputs, to see whether the most efficient process has been adopted.
When evaluating the efficiency of a programme, it is useful to consider the following questions:
5.3.1.Were activities cost-efficient?The programme has been equipped with financial resources for salaries of the staff, support
trainings and biblical literature purchasing. The programme had very limited staff only appointed
to it. At the central coordination team were two key people and at the Provinces one person each
in charge of the programme. Taking into consideration its cross-cutting nature we conclude thatthe programme has been well staffed. There is, in fact, no need to appoint a large team to
implement the programme because it is everybody task within the organisation to deal with it.
The availability of financial resources to support staff trainings, retreats, church leaders training
and the purchasing of biblical literature was very limited. The reason behind the lack of resource
is that the other departments/programmes do not dedicate part of their budget to finance CCP
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activities. They expect a separate and specific budget for CCP which in fact exists but is very
limited. The interviewees referred that the 2005-2007 phase of the CCP has done much
compared to the 2009-2012 phase because the former had been more equipped with funds than
the latter. It is to say that the 2009-2012 phase had much crosscutting strength than the other,
though both were not completely integrated as crosscutting issues within the whole organisation.
5.3.2.Were objectives achieved on time?The programme lifespan was from 2009 to 2012 and all of its components had been implemented
with this timeframe. Thus, the activities, outputs and outcomes have been timely realised.
5.3.3.Was the programme implemented in the most efficient way compared toalternatives?
The 2005-2007 modes of programme delivering was able to achieve large number of quantifiable
outputs like number of training sessions delivered, number of biblical materials distributed and
so on. But it was not efficient in creating ownership for the beneficiaries. The 2009-2012 while
with limited funds gave more responsibilities to the beneficiaries. The idea behind this attitude
was that there are many activities that can be implemented by the beneficiaries such as arranging
congregational retreats, worship days, opening church resource centres for children and youths.
5.4.ImpactThe positive and negative changes produced by programme, directly or indirectly, intended or
unintended. This involves the main impacts and effects resulting from the activity on the local
social, economic, environmental and other development indicators. When evaluating the impact
of a programme or a project, it is useful to consider the following questions:
5.4.1.What has happened as a result of the programme or project?Working on spiritual growth of the staff
WV-Moz along with other offices around the world shares the WV International Mission
Statement. This statement does orientate everyone who accepts to work for WV-Moz to Follow
the Lord and Saviour Jesus Christ. As a result, the CCP managed to include one of its
representatives in all processes of procuring & selecting new staff members including their
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further spiritual formation in all offices around the country. Regarding this issue, the staff
members with whom we had interview testified that before they entered WV-Moz they even
didnt know about God.Other staff members they were not fellows of any church. Actually they
feel difference between the time before joining WV-Moz and the present moment in terms of
living in the word of God. Therefore we conclude that the programme was able to alter positively
the religiousness and spirituality of the staff members.
Working towards increasing staff capacity to practice Christian Leadership
The programme has been working to create leadership abilities for the staff so that they can
implement Christian Commitment Strategies wherever they work. In this task, the programme
has been successful. It was in fact noticed in the ADP where the staff members do apply pastoral
skills to guide devotional meetings. By extension we can conclude that the programme has been
successful in tailoring Christian Leaders for itself and for the community in general.
Equip senior leaders with Christian tools to facilitate them on their day-to-day
management tasks
It is an expectation that the senior managers serve as guides to the majority of staff in all
Christian related tasks within the organization. But due to the workload pressure and differences
in programme priorities and structures, senior managers have not yet given enough time to carryout activities leading to grow up the spirituality of the staff members. This fact has impacted
negatively the motivation of the subordinates.
Biblical formation for the staff as preparation for appropriate use of God principles when
working with/for the community and specially women, children and disadvantaged people
The programme attempted on providing modular courses to the staff within the ADP. Because
the courses were discontinued due to reduced number of trainees, it didnt atta in the intended
objective. In addition, the discontinuation of the course brought about a feeling of frustration for
those employees whose expectation was high. The programme also didnt create effective
resource base for the benefit of the employees particularly within the ADP.
Working towards partnerships among churches of different denominations
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It has been found that before the programme, collaboration, communication and joint activities
were unimaginable to happen. There was predominantly a sentiment of competition among
churches. The programme brought new approach in pursuing the will of God. Church leaders
became conscious of the advantages of unite and collaborate each other for the benefit of their
constituencies and the communities as well. In fact, churches of different denominations and
worship styles have been engaged in joint events like worship days, retreats, children education,
prayer gathering etc. Given these facts, we conclude that the programme was successful in
expanding the vision of the churches in terms of their modes of working together.
During the revision of the materials of the programme and interviews we didnt find any
reference to interfaith collaboration, i.e, a place or moment where CCP explore the possibilities
of create understanding and collaboration between Christian churches and other religions such as
Buddhism, Islam, Hinduism etc. Although not observed, we deduce that this situation can make
WV-Moz associated with individualist faith organisations. That is to say that people of other
faiths may see the organisations as only giving value to Christianity to the detriment of other
faiths.
Working towards prayer engagement within the target communities
One of the end results of CCP is to create a culture in which prayer ministry is integrated as part
of community transformation process. In this domain, the programme has managed to teach all
staff members to engage themselves in regular and intentional prayer and also to mobilise prayer
among children, women, youths and other members of the targeted communities. This was made
clear during the interview visits as the culture of starting any events with prayer was
demonstrated. The conclusion here is that the programme has succeeded in strengthens the
capacity of the target groups (children, youths and women in particular) to integrated prayer in
their day-to-day professional duties and lives.
5.4.2. How many people have been affected?The programme estimated to benefit 1200 individuals. Its reach was greater than the planned
because its activities and outputs have multiplier effect. The precise number of benefited people
covers direct target people (members of associations, fellows of churches, WV-Moz staff) which
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have been successfully covered and indirect targets (families and community members at which
the direct targets live). In fact the programme doubled its estimate.
5.5.SustainabilitySustainability is concerned with measuring whether the benefits of programme are likely to
continue after donor funding has been withdrawn. When evaluating the sustainability of a
programme or a project, it is useful to consider the following questions:
5.5.1.To what extent did the benefits of a programme continue after donor fundingceased?
CCP is a multi-target programme. Its target ranges from its own staff, churches, community
members and partner organisations. The knowledge and abilities gained by the staff members are
durable though need permanent refreshment. It means that once the staff leaned to pray, worship
and guide their professional by Christ principles they are not expected to loose it in any way
regardless they still working or not for WV-Moz. But as there is always staff mobility, CCP
should continue delivering its services. This applies for the pastors who have been trained with
WV-Moz support.
Regarding church collaboration and joint efforts, these can suffer with time if the programme is
discontinued because according to our observation the association of pastors (NUPAMO) is yet
embryonic. Be noted that NUPAMO is a direct result of the failure of the Biblical Union (Unio
Bblica) to comply with financial and administrative standards agreed with WV-Moz.
The culture of prayer appears to be rooted within the individuals and the communities. We
believe that those communities practicing prayer will not abandon it as the programme is
discontinued.
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SECTION VI
6. RECOMMENDATIONSThe main guide to recommend is the set of conclusions that is presented in the previous chapter.
When justifiable, information from other sections of the report will be used to drawrecommendations.
CONCLUSION RECOMENDATION
The objectives of the programme are up
today valid. Its activities and outputs are
also consistent with its overall goal.
The programme logical matrix is not
completely filled up and lack of some
planning elements
The logical framework and matrix should be
completed. This should cover: inputs, activities,
services/products, utilisation of the products,
direct impact, indirect impact and aggregate
impact, SMART indicators, means and sources of
verification and risks/external factors.
The programme should base itself in a baseline
study results.
There is an observable decrease in anti
social behaviour within the communities;
There is an increase of participants staff
who demonstrate Christian values
Programme to keep working towards these
achievements
Regarding church collaboration and joint
efforts, these can suffer with time if the
programme is discontinued because
according to our observation the association
of pastors (NUPAMO) is yet embryonic
The programme should evaluate the potential of
the existing faith based organisation (NUPAMO,
AJOCUM, ILL etc) to determine specific
strategies for better collaboration.
The availability of financial resources to
support staff trainings, retreats, church
leaders training and the purchasing of
biblical literature was very limited
The programme should entirely express itself as
crosscutting entity. In so doing, the programme
should integrate its activities and budget within
other projects of the organisation
There are many activities that can be
implemented by the beneficiaries
The programme should agreed with the partner
organisations on the shared responsibility for the
activities within the logical matrix
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CONCLUSION/cont RECOMENDATION/cont
The programme was able to alter positively the
religiousness and spirituality of the staff
members
The programme should assess the spiritual
needs of the staff in order to design specific
action plans for the staff spiritual growth. This
can most easily be done through the
discipleship wheel appended to this report
The programme has been successful in
tailoring Christian Leaders for itself and for the
community in general
The programme should continue with this
process as the demand for Christian leaders is
permanently increasing
Due to the workload pressure and differences
in programme priorities and structures, senior
managers have not yet given enough time to
carry out activities leading to grow up the
spirituality of the staff members
In future occasions, the programme should
agree with senior managers and projects donors
on the shared responsibilities for the CCP.
Without full commitment of the senior
managers the CCP could be seriously
weakened.
The discontinuation of the biblical courses
brought about a feeling of frustration to those
employees whose expectation was high. The
programme also didnt create effectiveresource base for the benefit of the employees
particularly within the ADP
When and where possible, the programme
should revitalise the biblical courses for the
staff because, it constitutes the formal
approach of training and has high potential tomotivate the participants
Where possible the programme should support
the partner communities/churches to create
resource bases for children and youths
The programme didntexplore the possibilities
of create an understanding and collaboration
between Christian churches and other religions
such as Buddhism, Islam, Hinduism
The programme should explore such options.
This will lead to increased coverage of its
services in terms of behaviour changing and at
all the community transformation
The knowledge and abilities gained by the staff
members are durable though need permanent
refreshment
The programme should insist working towards
this achievement. The programme, also, may
promote exchanges with other offices
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APPENDICES
A. Programme Log frame
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B. Terms of Reference for the Evaluation
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C. Fieldwork plan
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D. Discipleship Wheel
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E. Reviewed documentsThe names of the files were kept original to facilitate localisation in the case of eventual need
FILE NAME
Documents received from WV-Moz off ice in Zambzia
01 AES POR DISTRITOS 2010 URGENTE02 Plano de encontros de Relaes com as Igrejas e OBF03 PROGRAMA DE COMETIMENTO CRISTO. 201304 Relatorio Junho III 201205 Devoao Semeando Esperana 201206 Plano de Fevereiro 201007 RELATORIO Setembro 201108 RELATORIO SETEMBRO Fy-200909 FICHA DE CONTRO PART10 PLANO DEZEMBRO 2011 Fy-12
11 Relatorio de JULHO IV Fy.10 201012 Grupos Devocionais2012 (Autosaved)13 PROGRAMA DE COMETIMENTO CRISTO.23.01.0914 Relatrio de Outubro Fy-201015 PLANO Abril 2 vII 0916 PROGRAMA DE COMETIMENTO CRISTO. 201217 Relatorio I SEMESTRE Fy 12 Zambezia
Documents received from WV-Moz off ice in Zambzia18 Christian Commitment Proposal FY2009-2012 Final -E
19 Evaluation Report 2005-2007
20 ToR programme evaluation 2009-2012