Application form: MAJOR DEVELOPMENT PROJECT or phased ...BE8... · THE CIVIL SOCIETY FUND – Major development project (DKK 500,000 to 5 million) 1 1. Cover page MAJOR DEVELOPMENT

THE CIVIL SOCIETY FUND – Major development project (DKK 500,000 to 5 million)

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Application form: MAJOR DEVELOPMENT PROJECT or phased projects (budget between DKK 500,000 and 5 million) February 2013 This form must be used to apply for funding of major development projects or phased development projects. It is divided into four parts:

1. Cover page with basic information Applicant, partners, synthesis, title, amount applied for, etc.

2. Application text This part is built around a structure, which must be adhered to in the description of the major development project. Instructions on how to fill in this framework are reproduced at the end of the form.

3. Budget summary The main items of the budget drawn up for the project. Please, note that the budget summary must be elaborated upon in the annex ‘Budget format’.

4. List of annexes This is to indicate the obligatory and supplementary annexes that support the application.

Instructions The instructions elaborate on what should be included under each section and subsection in order to have the application assessed. Please, note:

- NUMBER OF PAGES: Part 2 ‘Application text’ must not exceed 25 pages. Applications longer than that will be turned down.

- SIZE OF ANNEXES: The length of supplementary annexes must not exceed 30 pages. - LANGUAGE: The project description must have been drawn up in between the Danish applicant

organisation and its local partner. Consequently, a document must be available in a language commanded by the local partner. The actual application, however, can only be submitted in Danish or English.

The application form and all annexes must be submitted in three printed copies to:

CISU - Civil Society in Development, Klosterport 4A, 3.sal, DK-8000 Aarhus C, Denmark

In addition, the application form and Annexes A-C must be sent electronically to: [email protected].

Annexes D-F may also be submitted in an electronic format, although this is not required.

mailto:[email protected]


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1. Cover page MAJOR DEVELOPMENT PROJECT (from DKK 500,000 to 5 million)

Project title:

Just Environmental Governance – Expanding Community Rights to Use and Benefit from Natural Resources

Danish applicant organisation:

Danish Forestry Extension (DFE)

Other Danish partner(s), if any:

Local partner organisation(s):

Associacao do Meio Ambiente – amigos de terra (ama)

Country(-ies):

Mozambique Country’s GNI per capita: $380 (2008)

Project commencement date: 01.01.2014

Project completion date: 31.12.2016

Number of months: 36

Contact person for the project: Name: Flemming Sehested Email address: [email protected]

Amount requested from the Civil Society Fund: 4.285.368

Annual cost level: 1.428.456

Is this a re-submission? [ X ] No [ ] Yes, previous date of application:

Is this a: [ ] A. New project? [ ] B. A project in extension of another project previously supported (by the Civil Society Fund or others)? [ X ] C. An intervention conceived from the outset as divided into several project phases, of which this phase is number [ 1 ] out of [ 3 ]? Note that section F must be filled in too in the case of phased projects

Do you want a response letter in (choose one): [ ] Danish or [ X ] English?

Synthesis (maximum 10 lines – must be written in Danish, even if the rest of the application is in English) Lokal befolkningen i Mozambique nærer tætte bånd til deres naturressourcer, der typisk er deres vigtigste økonomiske aktiv. Interesser i regeringen og private investorer ønsker i stigende grad eksklusiv adgang til de samme naturressourcer. Lokal befolkningen har en begrænset viden om deres rettigheder ifm. anvendelse of erhvervelse af jord og det forhindrer dem i at indgå aftaler der imødekommer deres legitime behov. Mangel på transparente processer forhindrer endvidere den enkelte borger i at holde myndigheder og virksomheder ansvarlige for en social og bæredygtig drift. Indeværende projekt vil opbygge lokale kompetencer om borgernes rettigheder, styrke dialogen mellem rettighedstagere og -holdere i Cabo Delgado Provinsen, og sikre råderetten til jorden via registrering (DUAT). Projektet er delt i 3 faser. F1 samler evidens, opbygger og styrker skovgrupper og naturforvaltningskomiteer via træning og rådgivning, samt igangsætter dialog med myndigheder og privatsektoren. F2 inddrager medier og befolkningen aktivt i fortalervirksomhed, mens F3 søger at konsolidere viden og erfaring via kampagner og udøvelse af politisk indflydelse på national lovgivning om landrettigheder.

29.8.13

Date Person responsible (signature) Copenhagen

Flemming Sehested

Place Person responsible and position (block letters)

Ref. no. (to be filled out by CISU)

mailto:[email protected]


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List of Acronyms “ama” Associacao do Meio Ambiente

CDC Comité de Desenvolvimento Comunitário (Community Development Council)

CGCRN Comite de Gestão Comunitária dos Recursos Naturais1 (Committee for Community

Management of Natural Resources)

COGEP Conselho Locais de Gestão de Recursos Florestais e Faunísticos (Participatory Natural

Resources Management Council). Umbrella organisation for the CGCRNs

CSR Corporatate Social Responsibility

CTV Centro Terra Viva, Environmental Research and Advocacy NGO

DANIDA Danish International Development Agency

DFE Danish Forestry Extension

DPA Direcção Provincial de Agricultura (Provincial Department for Agriculture)

DPCAA Direcção Provincial de Coordenação da Acção Ambiental (Provincial Directorate for

Coordinating Environmental Affairs)

DPRME Direcção Provincial de Recursos Minerais e Energia (Provincial Department for Mining and

Energy)

DUAT Direito de Uso e Approveitamento da Terra (Land Use and Benefit Right)

EIA Environmental Investigation Agency

FDI Foreign Direct Investment

FEFA Forestry Extension to Farmers in Ancuabe

FEMA Private Sector Forum for Environmental Management

FGAs Forest Growers Associations

FL Forum Local (Local Forum)

GC United Nation Global Compact

LC Local Council

LOLE Law of Local State Organs

PEDSA Mozambique’s Strategic Plan for Agricultural Development

PESOD Economic and Social Plan and District Budget

SDAE Serviços Distritais de Actividade Economica (District Services for Economic Activities)

SDPI Serviços Distritais de Planeamento e Infrastructura (District Services for Planning and

Infrastructure)

SPFFB Serviços Provincias de Floresta e Fauna Bravia (Forest Department at Provincial level)

SPGC Serviços Provincias de Geografia e Cadastre (Cadastral Department at Provincial level)

UAFA Ancuabe Forestry Associations Union

UDACA Uniao Distrital de Associacoes e Cooperativas de Ancuabe (District Union of Association and

Cooperatives in Ancuabe)

UDCCMO Uniao Distrital de Cooperacao de Camponeses em Montepuez (District Union of Farmers

Cooperatives in Montepuez)

GPs United Nations Guiding Principles on Business and Human Righs


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2. Application text A. THE PARTNERS

A.1 The Danish organisation Skovdyrkerne/Danish Forestry Extension (DFE) Skovdyrkerne/Danish Forestry Extension (DFE) is a well-established Danish NGO owned and governed by small scale forest owners in Denmark. DFE provides forestry extension and practice related education and acts as spokesperson for the interests of its members. Over the past 20 years, DFE has been engaged in development work and can document experiences from more than 20 countries in Europe, Asia, and Africa, where it has worked in partnership with local communities and local and international organisations to support the development of responsible forest and natural resource management across the globe. This work has included the process of setting up forest owner associations, informal and formal education related to the environment and natural resources, climate change adaptation, along with advocacy and awareness raising on topics related to forest management, the environment, and natural resources. DFE consists of 7 local units each lead by a board of directors elected amongst the members. DFE has nearly 5,000 members, which is represents about 25% of all Danish forest owners. As such, DFE represents approximately 20% of the total private Danish forest cover. The local units offer their members advice on all matters related to forestry, marketing of forest products, contracting of forest management operations like thinning, skidding of wood, supply of seedlings, fencing material etc. DFE has also long-term experience acting on behalf of the forest owners, advocating for their interests and voicing their demands. The units are financed via membership fees (payment for advice and information), profit sharing related to marketing of forest products and sale of contracting services, among others. The local units are governed by a board of directors, which are elected by the general assembly (members). DFE’s experiences with the specific topic

There is a clear coherence between DFEs expertise and the present project in terms of:

competence and capacity building in environmental governance and natural resource management;

outreach (extension service) and facilitation of practice related training and education;

project management and institutional building and development;

improved income generation through a market oriented approach and organisation of relevant and realistic user payment services; and

advocacy and lobbying in the interests of the members / primary stakeholders In e.g. Latvia and Lithuania, DFE has supported the new forest owners in establishing forest owner associations, which have since then become self-sustainable. Similar success has been achieved with the interventions supported in Nepal, India and Mozambique. Here, local forest owner and user associations have been established. The underlying goals are always the sustainable use and management of natural resources under a democratic framework.

In Nepal and India, DFEs local partners have challenged the government by voicing farmers’ rights to land. Another innovative advocacy tool DFE uses is is the mobile nature schools that are operating in Nepal and Mozambique. The mobile nature school reaches out to children and young adults in rural districts where few other organisations are operating in order to teach environmental literacy through innovative hands-on methods based on the natural environment in which the target groups live and on the resources that they use for their daily existence. The projects’ other respective objective is to lobby the Ministry of Education in Nepal and Mozambique in order to include an environmental curriculum into the national teaching curriculum, so that all school are required to teach on environmental issues. Additional information about DFEs project portfolio can be found on www.Skovdyrkerforeningen.dk/dfe

DFE project activities in Mozambique DFE has been operating in Mozambique since 2004 and it is also one of three countries where DFE is planning to operate in the future. The two other countries are Nepal and Vietnam. In Mozambique, DFE has been working in partnership with the local NGO, Associacao do Meio Ambiente, “ama”, implementing the project Forestry Extension to Farmers in Ancuabe (FEFA) in the northern province of Cabo Delgado. The goal is to improve forestry extension and the main focus is on agroforestry for livelihood improvement and community land rights, hereunder delimitation of community land, and building democratic processes in Forest Growers Associations (FGA). The FEFA project started out with a budget of DKK 2.5 million for the first three years, and was later extended with a budget of DKK 8.2 million over 3 years. The project will phase out by the end of 2013. In 2012, DFE and “ama” initiated a new project together - Environmental

http://www.skovdyrkerforeningen.dk/dfe


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Education on Wheels (EEoW). The project aims at mobilizing children in primary schools and youth in adult education in both Ancuabe and Montepuez districts to become change agents for more sustainable natural resource management. It will complement the FEFA project by developing local environmental knowledge among children and youth, assuring that the next generation has been given an opportunity to develop the right skills to promote a more sustainable use of natural resources, and to know about their rights and how to represent them. DFE capacity building and project management DFE has long experience in project management and monitoring, training and capacity building as well as experiences with marketing and introduction of sustainable user payments in order to increase ownership and balance expectations. The combination of DFE’s more than 100 years of experience of capacity and democratic organisation building, formal education and vocational training, political and marketing related interventions in Denmark and the experience of the DFE staff from Mozambique, Nepal, India, Vietnam, Baltic Countries, South Africa, Tanzania, Ghana, etc with development work makes a strong basis for the proposed project together with “ama”. Organisational capacity building is given high priority by DFE, as a means for the local partner to become more professional, more independent and not at least equal partners. Together with the local partners, DFE will develop a capacity building programme with a heavy focus on environmental advocacy. Thus, while ama has in the past received capacity building in organisational management, technical skills, and association building, the new training in good governance, CSR, and environmental advocacy reflects the change in focus in project activities, which focus on land rights and securing fair and legitimate access to natural resources. DFE’s work with commercial entities makes us well placed to understand and communicate with the business sector. We understand the business opportunities and limitations that are important when it comes entering into dialogue.

In the case of Mozambique, DFE has been one of the main supporters to establish an advisory board to the local partner “ama”. The advisory board consists of representatives from the other international partners to “ama” and provides supervision to “ama´s” executive board and the operational level. In addition to the the advisory board, DFE has also supported “ama” in their wish to operate with basket funds. Basket funds allow the organisation to manage funds that are not directly linked to a specific activity but are used for strategic issues in “ama” and contribute to more continuity and stability in the organisation. DFE will continue to support the idea and act as a catalyst for change among the other members of the advisory board. DFE staffing DFE has a resource base of more than 70 professionals of which more than 20 have experience in work in developing countries and Eastern Europe. All are working on a daily basis in extension and information facilitation as part of development projects or in local branches of DFE (local Skovdyrkerforeninger). DFE staff that will be selected for the present project all have extensive experience within sustainable natural resource management, association building, democracy and advocacy in Denmark and/or developing countries. Complete CV´s can be provided upon request. A.2 Other Danish partners (to be filled in if several Danish organisations are forming an alliance) N/A A.3 The local organisation Associação do meio ambiente – amigos de terra (“ama”) is a registered NGO that works in the Cabo Delgado province. The organisation was created in 1990 under the name Núcleo do Meio Ambiente (NUMA), with the aim of uniting people who have an interest in saving and preserving the country’s natural resources. Today, the head office is in Pemba, the capital of the Cabo Delgado province. The organisation also has a training centre based in Ancuabe and basic offices in Montepuez, Namanhumbir, Quissanga, and Mecúfi. It is important to “ama” to be present in the districts where they are implementing projects. The technicians or extensionists themselves live in the villages and are part of everyday life. This has given “ama” higher credibility and legitimacy to speak to and on behalf of its beneficiary population. The general objective of “ama” is to contribute to the well-being of communities through sustainable management of natural resources, good governance and active cooperation between the different stakeholders. As specific objectives, “ama” seeks to safeguard the exploitation of natural resources through appropriate and sustainable practices; ensure the implementation of public policies related to different areas of intervention of “ama”; strengthen the organization and institutions of community participation and consultation; promote environmental education for risk reduction and environmental health; and develop and strengthen institutional and organizational component of “ama” as an organization.


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The organisation can offer services or activities including strengthening of civil society, natural resource management, environmental management, sanitation and hygiene, democracy and good governance, social accountability, awareness raising and advocacy. “ama´s” Executive Board consists of three parts, each with a president, a vice president and a secretary, who are elected for a term of three years and do this work voluntarily. All three parts that work together are : 1) Assembleia Geral, the highest body of “ama”. They are responsible for the organization’s direction and strategic development; 2) Conselho de Direcçao, the body that supports the executive director. They are responsible for organizing the activities and services that “ama” is executing; and 3) Conselho Fiscal, a council that evaluates, controls, supervises and follows up on projects budgets. See Annex L Organisational Diagram for ama. The organisation has approximately 70 members, out of which around 35 are active. The local partners experiences with the specific topic “ama” as an organisation holds long professional and hands-on experiences with sustainable natural resource management, land rights issues, monitoring of legal and illegal timber logging (verification of the licenses and maps registering and reporting irregularities), building democracy in community based organisations, and social accountability. Their main activities have been related to disseminating existing laws, policy and strategies on sustainable natural resource management, empowering citizens on organisation building, technical skills, democratic processes, participatory planning and budget monitoring combined with mobilising local communities to present their legitimate demands. See Annex K, list of ama’s projects. With more pressure on land and natural resources, the organisation realized that there was a need to engage more in dialogue with government on crucial matters such as land rights, illegal logging and corruption among officials. Through the FEFA project, “ama” employed their first advocacy officer. With a person dedicated to advocacy activities “ama” pays more emphasis in participating in national networks where they can share and gain new knowledge with likeminded organisations. In addition, “ama” holds a seat in the board of the provincial umbrella organisation FOCADE and plays a vital role in especially the network on Natural Resource Management. The provincial network is following the activities related to the vast interests for land from foreign investors, participating in public meetings where companies are presenting their project ideas or their Environmental Impact Assessments (EIA). “ama” has e.g. participated in the national campaign against the Brazilian coal company Vale operating in Tete Province who neglect promises made towards the local communities that had to be resettled due to the exploration activities. The company was awarded the Public Eye Peoples Award in 2012, which gives it the status of worst company of the year. The provincial network was e.g. active in collecting signatures for the public vote. “ama” became a member of the Provincial Association of Paralegals (PAP) in 2013. Two technicians participated in a 3-week paralegal course around justice, legal rights and natural resource protection, which has further enhanced “ama´s” organisational competences to engage with advocacy activities. Relationships to stakeholders or the like On a provincial level, “ama” is a known and recognised organisation. The organisation has especially a long and strong relationship to the Provincial Department for Agriculture (DPA). The head of the section for Fauna and Wildlife is a founding member of “ama” and is currently the President of the Conselho de Direccao. “ama” and the Provincial Department for Coordinating Environmental Activities (DPCAA) have e.g. cooperated around the annual celebration of Environmental Day. Since 2003-2004 “ama” has had a sound relationship to the Provincial Department for Education and Culture (DPEC) around adult and formal education, introducing local curricula on environmental education and conservations contents. On the district level, “ama” is also a known and respected organisation. Especially in the three districts Ibo, Ancuabe and Montepuez, “ama” is seen as one of the main actors implementing projects that improve local livelihoods and promote democratic processes. On a village level, “ama” is known for their activities working directly with farmers, carpenters, fishermen, and local leaders, among others. Extension workers are based in the villages where they operate, they are familiar faces and they engage with the local community in their spare time. Organisational development of ”ama” “ama” has undergone several notable changes in their organisational development since 2003. From being very innovative and spontaneous in their existence operating on an ad hoc level, they can demonstrate a formal structure, procedures and higher performances, just as they can demonstrate a more transparent and


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accountable organisation. Another development is to be found in their latest strategy plan that highlights advocacy as one of the central elements. The organisation has grown from less than 10 employees in 2003 to around 45 people today. “ama” is working with international development agencies such as MS Action Aid, Helvetas Suiss Intercorporation, WWF MOZAMBIQUE, ITC (KPMG), Care, Intermon-Oxfam, DFE, HORIZONT3000, French Cooperation agency, and Diakonia. The agencies hold a seat in the Donor Advisor Committee that act as advisors to “ama”s board and executive management level. They support “ama” with implementing their Strategy Plan 2012 – 2015 around the areas of water and sanitation, food security and agricultural conservation, good governance, land rights and forestry in different districts in Cabo Delgado. A.4 The cooperative relationship and its prospects The partnership between DFE and “ama” has already proven its worth. DFE and “ama” have cooperated for almost 10 years now and there is a mutual respect and trust between the parties, and perspectives for future long-term cooperation are in the pipeline with DFE´s application for a Program Agreement with CISU. The added value of the long-term partnership so far has consisted of funding of project activities, capacity building supporting “ama” in becoming a vibrant, solid and influential actor, as well as priority given to financing the training centre and guest house in Ancuabe. All these activities should be seen as a strategic means for “ama” to generate income, and hence become less dependent on external financing in the future. DFE has furthermore supported “ama” in their quest towards strategic advocacy activities. DFE has e.g. been able to meet a growing need in “ama” to include an advocacy and communication technician through the FEFA project. Training in advocacy processes and tools has been an important pillar just as access to international advocacy and updated research about land rights have been important elements in the partnership so far. As a result, “ama” has gained experiences on land rights, sustainable natural resource management, delimitation processes and understanding of advocacy processes. DFE on the other hand is expanding its knowledge base in forestry extension and natural resource management. The international profile has allowed DFE staff to give various lectures in international natural resource management at Copenhagen University. DFE staff serves as examiners for the International resource management course at Copenhagen University. In addition, we sit on the educational advisory board at the university. We also cooperate with the local government on lessons in climate change adaptation. DFE staff has also been nominated as one of the two Danish members to the Management Committee for COST Action FP1203 “European Non-Wood Forest Products Network”. Without the international partnerships and field experiences, DFE would most likely not be able to fill out these posts. In addition, the experiences from the different projects are presented in the DFE newsletter. It serves as a means to wake interest among experienced forest owners who might be interested in becoming part of one of the international projects. With the present project, the continuing capacity within the organisation ensures that not only the technicians, but also the executive board members gain knowledge about their role as advocators, international conventions, national laws and advocacy processes. Prospects to “ama´s” profile and role as a civil society player “ama´s” role as an organization that protects the environment and promotes sustainable use and preservation of natural resources has never been as urgent and necessary as it is now where new investment activities in rural areas are claiming exclusive rights over land. To address the new challenges, organisations such as “ama” has undergone an organisational change to meet the shift in the roles of civil society organisations. This can also be seen in “ama´s” latest Strategy Plan where initiatives that will strengthen their role as advocates raising awareness of societal issues and challenges. The role as watchdog holding institutions accountable and promoting transparency and accountability should furthermore be seen in close relation to ama’s advocacy role. On the other hand, “ama” still holds a focus on their role as capacity builder and strategic service provider since they see them as interlinking activities that feed into each other. Through advocacy activities “ama” can e.g. use their position, competences to raise awareness and capacity build civil society members, just as they can use their experiences from the projects as evidence for participating in constructive public dialogues with authorities, institutions, companies and the like. “ama” has already proven their role as an important civil society player. Back in 2005 “ama” received


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their first award by the Danish Ministry of Environment for their dedication raising focus on peoples’ rights to access water and latrines in townships in Pemba. On March 19, 2013, “ama” received the award as the Best NGO in Cabo Delgado Province.

B. PROJECT ANALYSIS

B.1 In what context is the project placed? Brief introduction to Mozambique and the project area Mozambique is located in Southeast Africa and is bordered by Tanzania to the north, Madagascar in the Indian Ocean to the east, South Africa and Swaziland to the south, Zimbabwe to the west, and Zambia and Malawi to its north-western side. The capital Maputo is situated in the South of the country. It is one of the largest countries in Southern Africa with an area of almost 800,000 km

2 (or almost 18 times the size of

Denmark) with a eastern coastline of 2,700km. The country is divided in eleven provinces: Cabo Delgado, Niassa, Nampula, Tete, Zambezia, Manica, Sofala, Inhambane, Gaza, Maputo Province and Maputo City. The country regained its independence from Portugal on 25

th of June, 1975, but shortly thereafter went into a

civil war that lasted 16 years, ending in 1992 with the signing of the Peace Agreement between the Mozambique’s Liberation Front (FRELIMO) which brought the country to independence, and the post-independence rebel group Mozambique National Resistance Movement (RENAMO). The estimated population in 2011 was 23.930.000 of which more than 60 % live in rural areas. The official language is Portuguese, but the Government also encourages the use of indigenous languages. The north-central provinces are the most populous. Around 45% of the population is living there, and out of those almost 4 million people belong to the Makhuwa culture. The country is categorised as a Least Developed Country (LCD) that faces considerable economic and human development challenges. More than half of the population is still estimated to live below the poverty line. Institutional capacity is limited and corruption continues to be one of the main challenges hindering sustainable and fair growth. In 2012, Mozambique was ranked 185 out of 187 countries on the Human Development Index (HDI). Illiteracy is another challenge. More than half of the adult population cannot read and write, with the illiteracy rate higher among women. Those with little or no formal education risk facing limited job prospects, despite a growing economy. Even though the country is facing a growing economy Mozambique is still heavily reliant on foreign aid. Half of the national budget is financed by aid. Nevertheless, Mozambique is widely considered to be a success story in Africa. Peace has been established and Mozambique has recorded some of the highest rates of economic growth in Africa. Since the civil war ended in 1992, the country has been able to show an average annual rate of economic growth of around 8% between 1994 and 2007. During the peak of the financial crisis the economic growth dropped, but recent analysis shows growth of 7.2% in 2011. The positive development is e.g. linked to the increased activities within the extractive industry. The Cabo Delgado province, located in the far north east of Mozambique, has recorded economic growth due to the extractive industry although it is still believed to be the least developed province in the country. The province has a population of around 1,650,000 and is divided into 16 districts and four municipalities: Pemba, Mocimbua de Praia, Mueda and Montepuez. It covers some 82,625 km2, or twice the size of Denmark, and has a 425 km coastline on the Indian Ocean. The provincial economy has so far been based on agriculture (subsistence farming) and artisanal fishing, which accounts for over 50% of the province’s output, with agriculture being by far the main contributor to the provincial GDP. Commercial forestry and tourism are other areas that are expanding and the recent economic development based on the extractive industry has increased massively when gas, oil, graphite, gem stones, and minerals were found. The rush for farmland Mozambique is rich in natural resources and the Government is having high expectations about the central role that the exploitation of natural resources can play in reaching growth and reducing poverty in Mozambique. Especially industries such as mining, petroleum, logging of hard-wood timber, agri-business, and tourism are claiming exclusive access to rural communities’ most important economic asset – their land – that they use for subsistence farming, pastoral activities, fuel (charcoal), and construction material. Knowing that local communities have strong bonds with their traditional land and depend on access and use of the natural resources available for subsistence, cultural and spiritual reasons, this can have serious


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impact on rural communities. The companies promise the communities job opportunities and improved livelihood conditions and thereby gain a social license to operate. Broken promises by the companies about job opportunities, lack of public consultation and acceptable compensation have been seen in recent cases such as with the foreign coal companies Vale and Rio Tinto. Both companies are extracting coal in Tete Province and both are in conflict with the local communities due to a lack of respect for human rights such as: the right to self-determination, adequate housing, adequate food, clean water and sanitation, taking part in cultural life, and freedom of movement. Non-compliance with legislation and a lack of ethical behaviour by some companies also creates tensions. A recent study carried out by the Environmental Investigation Agency (EIA) shows evidence that Chinese concessionaires in Cabo Delgado province managed to smuggle out large amount of illegally logged timber, including hardwood logs from pau ferro, mondzo, pau preto, chanate, jambire and umbila trees. In 2011, Chinese customs statistics showed the import of 230,000 cubic metres of logs from Mozambique. Mozambique’s data showed just 36,000 cubic metres of logs being shipped to China in the same year. This indicates widespread miss-declaration at the point of export, with containers of logs banned from export being falsely described as sawn timber. Large scale biofuel production projects encouraged by the Government so long as it does not replace food production with fuel production (Policy and Strategy for Biofuels, Resolution No. 22 of 2009) are yet another concern to many traditional land users. Recently, 40 Brazilian farmers applied to the government for 60,000 km2 of land (7.6% of the country) for commercial soy cultivation to supply the Chinese market. Local farmers in the provinces Nampula, Niassa, Zambezia and Cabo Delgado have asked the Government to halt the allocation. The farmers are afraid that the projects will threaten to convert rich forests found in the provinces into mono-agriculture fields just as it prevents local farmers to continue to use and benefit from the forest. One concern is the competition for water needs between biofuel producers and local communities who need water for food production, livestock and domestic consumption. The discharge of pollutants due to the use of agrochemicals (e.g. fertilisers, pesticides, and herbicides) may damage the quality of soil and water resources and negatively affects the aquatic life. The increased pressure on land has also contributed to changes in patterns towards a less sustainable use of natural resources among local communities. Activities such as clearing new land by uncontrolled bushfires destroy fauna and flora. The increased need for charcoal is causing the communities to cut down trees and bushes at an unsustainable rate to meet their daily demands. The effects of those activities include erosion, loss of soil fertility, overgrazing, deforestation, vegetation changes, water pollution, rainfall changes, and floods with the effect of lower productivity. Furthermore, conflicts between humans and animals are more frequent since the communities are moving or are being moved closer to larger mammals’ natural habitats. The States obligations towards traditional land users: The State is obliged to respect, protect and fulfill human rights and fundamental freedom. The Constitution of the Republic of Mozambique published on 22 of December 2004 is the main legal instrument regulating the State and guaranteeing the fundamental rights of individuals, hereunder rights for equitable access to land and responsible management of natural resources. The fundamental challenge, however, to enforce the implementation of legislation and thereby secure benefits for the land and forest dependent poor still remains.

Right to land Mozambique has some of the most progressive land laws in Africa. At the time of independence in 1975, Mozambique nationalized all its land. With the Land Act from 1997, regulations on land policy were further institutionalized with the objectives to protect existing land rights, to promote a transparent land allocation system, and to create a favourable environment for new investment into rural areas and stimulate community development with mutual benefits for all stakeholders. According to the law, land belongs to the state and may not be sold, mortgaged or pledged. In the Land Act, the state maintains its role as owner of the land, and attributes to individuals the legal right to use and benefit from the land. There are three ways to acquire the right to use and benefit from land:

occupation by local communities or individuals according to customary norms and practices (an existing right);

occupation in good faith by individuals for a period of at least 10 years (also an existing right); and

formal request to the State for a new land use right


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In the latter example, the government is entitled to give priority to a private investor who approaches the government with a formal request for access to land for e.g. mining operations “….whenever economic and social benefits related to these operations are higher” than how it is being used today. For a community to ensure that they have rights to use and benefit from the land they have used for generations they have to apply for a DUAT – the direito de uso e aproveitamento da terra (Land use and benefit right). The DUAT is currently Mozambique’s single form of land tenure right, and is exclusive, inheritable and transmittable. However, to obtain a DUAT involves a long and costly process, minimum US$2.000. As a consequence, only few communities can afford to obtain a DUAT, leaving them vulnerable in a time when interest for land is increasing.

Right to public revenue from commercial activities In a means for compensating communities for their loss of access to land, the government has taken several approaches. The Forestry and Wildlife Act 10/99 envisages that forest dependent communities are compensated with a ‘20% revenue’ for their loss due to logging companies or tourism. The forest regulation approved in 2002 (Decreto12/2002) explains in detail the mechanism how to get the ‘20% revenue’ to the community. This law has a list of tree species and for each species the government has determined an internal price per cubic meter. When a company receives a license from the government, it states in the license what species and how many cubic meters the company can cut. Based on the government’s price list, the government calculates the amount the company has to pay the government. It is this amount from which 15% should go to a government pool for reforestation and to the patrolling staff at the central level (they can then for ex. Invest in trucks for patrol staff). After the 15% is taken, the community is entitled to receive 20%. The mechanism for channeling and utilizing these funds were first established through the Ministerial Diploma 93/2005 in 2005. The idea behind the article was to assure that community members would gain direct, tangible, and immediate benefits from the exploitation of forest resources. But also awake interest and community involvement in the conservation of timber resources and in combating illegal mining activities, promoting community organizing, participatory management of forest resource, and presenting prospects for partnerships and negotiation with forest operators and other stakeholders to reduce the actual levels of poverty. It has not been possible at this stage to access information about the correct public revenue that community members have gained from e.g. timber trade, but the recent research carried out by EIA leads us to assume that the communities have not gained what they rightfully could expect.The conclusion of the EIA report are supported by our field experience and observation. The Mining Law Nr. 14 / 2002, of June 26 is currently under revision and the Prime Minister is considering the possibility of using revenue from the exploitation of mineral resources to set up a sovereign wealth fund administered by the government. The approach differs from the one described in the Forest and Wildlife Act where the local communities receive the revenue directly for local development purposes, while the wealth fund is thought as a means to finance national infrastructure development programmes.

Right to public participation and consultation The right of affected communities to be heard is stipulated in most of the national legislation, but as illustrated above it still remains complex in practice, especially given both the pressure to fast-track privatization and the attempt to liberalize regulation concerning land. The Land Act requires community consultation with the affected traditional users. In theory, community consultations are seen as an instrument through which local communities can negotiate their project benefits, including employment opportunities and other social benefits. There have been cases where investors only set up meetings with the community authority. The community authority is composed by the traditional leader (regulo) and his close associates. They sign the paperwork on behalf of the community and consider the consultation completed, without the community ever becoming involved. In these cases, the traditional leaders’ leave out the opportunity for the public in general to present their concerns in relation to the investment project, reach a common understanding and set up potential demands. There have been suspicions that the traditional leaders were benefitting personally from the agreements they entered on behalf of the community with the investors. Since August 2010, the Council of Ministers approved changes to the consultation process towards a more transparent approach demanding that a community consultation should consist of at least two meetings and detailed meeting minutes describing what was discussed and agreed upon should be available. However, the meeting minutes are not a legally binding contract, and no sanctions are in place in the event that private investors do not respect the promises made to the community.


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There are presently several cases presented in the national media concerning conflicts between local communities and foreign investors. The communities find that they have been overheard and that the companies do not fulfill their promises. Some communities have been resettled to even more remote areas, to marginal land with low soil fertility, making it a challenge for families to make a living. Thus, even though the legal framework is in place, real life examples illustrates that there is a need to emphasise a more profound enforcement of the existing legislation and instruments. It furthermore calls for advocating for a legally binding document that would protect local interests.

Right to information The Media Law from 1991 guarantees the independence of media organisations, the freedom of the press, the right to information, the exercise of the right to reply and the right to broadcast political party statements during elections. The state holds a majority stake in the main national daily, Noticias, and the largest broadcast networks, Rádio Mocambique and Televisão de Mocambique. However, being based in Maputo, they tend to have little influence on the largely illiterate rural population. The right to information tends to be seen as a right to information for the media actors and not of all citizens. As such, people and civil society organisations often face restrictions in accessing information and public services, exercising rights and monitoring the implementation of public services or contracts between the government and foreign investors. Contracts between the Government and mining companies are e.g. confidential and demonstrate a lack of transparency and accountability in Mozambique’s extractive sector. The Government has said it might renegotiate some of the mining contracts but it is not clear when this will happen. Even if the government does decide to go ahead with renegotiation, civil society will only be in a position to contribute if the original contracts are accessible.

Business enterprises and their obligations to respect traditional land users rights Business enterprises are first and foremost expected to comply with national laws and regulations. Next, business enterprises are advised to assess whether it is sufficient or whether higher standards should be applied in e.g. new investment projects. Standards can e.g. take their departure in philanthropy, social investments, or respect of all human rights. Most large business enterprises have already a social responsibility policy, which are typically part of their marketing and image protection. Such is the case of Rio Tinto and Vale who both have CSR policies, although both are presently experiencing an escalated conflict due to unfulfilled promises made to the communities in connection with their resettlement. Companies that take on their responsibility to respect all human rights are thus expected to avoid infringing on the human rights of others and should address adverse human rights impacts with which they are involved directly as well as in-directly. Two international initiatives support business enterprises to “know and show” that they respect human rights: The UN Global Compact (GC) and the UN Guiding Principles on Business and Human Rights (GP). The GC was introduced in Mozambique in June 2003. It asks companies to embrace, support and enact, within their sphere of influence, a set of core values in the areas of human rights, labour standards, the environment and anti-corruption. In Mozambique 12 companies and organisations including one mining company support the principles to date. In June 2011, the United Nations Human Rights Council unanimously endorsed a set of Guiding Principles on Business and Human Rights. The GPs establish an authoritative global standard on the respective roles of businesses and governments in helping ensure that companies respect human rights in their own operations and through their business relationships. The guiding principles also set the need for rights and obligations to be matched to appropriate and effective remedies when human rights are breached. The initiative should therefore also be seen as a means for civil society organisations to hold the government accountable to protect and respect human rights, and the private sector accountable on adverse impact on human rights.

Mechanisms that involves civil society in development processes: In response to demands of civil society organisations (CSOs) to formalise civil society participation in development processes, the government set up the Development Observatories (DOs) –initially called Poverty Observatories - in 2003. In 2005, these were extended to a number of provinces. The Observatories are a consultative forum, which monitors the implementation of the National Poverty Reduction Strategy (PARPA) and includes civil society representatives. Given their structure, the DOs were welcomed because of their potential to give a voice to civil society in development processes. It was especially seen as a vital


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instrument towards the betterment of governance in all its dimensions such as strengthening its policies, improving the provision of public services, improving the administration, and clarifying the role of the State in a free society. Critics, however, claim that they have been overshadowed by the dialogue between donors and the government and thus their potential has not been fully realised. Furthermore, the DOs have no power to negotiate and limited mechanisms and procedures for effective and efficient accountability. The Law on Local State Bodies (nº 8/2003) known as Lei dos Órgãos Locais do Estado (LOLE) was on the other hand aimed at bringing the public administration closer to the citizens by increasing civil participation in the management of public affairs through representative local councils at different levels: district, administrative post, locality and village as the illustration shows. The local councils (LCs) are comprised of community representatives from community authorities such as the regulo, religious leaders and representatives of interest groups. The councils present their priorities of activities to be included in the Economic and Social Plan and District Budget (PESOD) and carry out budget monitoring. To date, progress has been slow – especially when it comes to the decentralisation of power- and the councils still face many challenges, including strong party influence and even a lack of literacy among its members. But, provided that these obstacles can be overcome, the local councils can become an excellent instrument to foster a bottom-up approach to development and boost democratic ownership in Mozambique. B.2 How has the project been prepared? Involvement of partners in the process and ownership to the project and the project document The objectives and activities are to a large extent based on the prior working experience between “ama” and DFE. As the FEFA project activities have been unfolding, the partners have been building knowledge and extensive field experience that have fed into the new project idea. Over the course of the past project period, there has been a considerable increase of foreign investment activities due to vast discoveries of noble timber species, coal, gas, and other minerals in Mozambique. This new development, which has been intensifying, made it apparent that the work with the communities which was focused on building the capacities of farmers and supporting the communities to obtain land rights was becoming increasingly important. Thus the FEFA II project, which combines activities based on improving agricultural practices for improved livelihoods with supporting the process of obtaining land certificates and advocating for farmers to gain their rightful share from the land made available to the extraction industry has given us the extensive knowledge about the context, target groups, and changing developments. As part of the wrapping up of FEFA II, DFE and ama are producing an extensive report which will catalogue the experiences and evidence gained around the land rights issue during FEFA II. This product will form the platform to begin work on this proposed project. To assure ownership DFE and “ama” carried out a workshop in August 2012, establishing the base for the present project proposal. DFE staff and ama staff worked together in Mozambique writing the project document, LFA, and budget in order to produce the final application documents. Thus, a joint finalization between DFE and ama staff has reached the conclusion that the direction to work with just environmental governance would be the next logical step. The provincial authorities DPCAA and DPA with whom ama has worked in the past, through the FEFA projects and other programs, have given their consent and have confirmed their interest in being involved in the proposed project. The DPA and DPCCA have had a close cooperation with ama and they are interested in continuing their cooperation with the organization. Support letters from the two departments are attached in Annex I and J, respectively. The DPRME have given their verbal consent, noting that their doors are open when ama begins implementing the project. This reserved step is only logical for an authority.

Província – Cabo Delgado

Distrito 1 Distrito n…Distrito 2 n=16

Posto administrativo 1 P. admin. n…P. admin.2 n=57

Localidade 1 Localidade 2 Localidade n… n=87

aldeia 1 aldeia 2 aldeia n… n=776

Caixa1 - Divisão administrativa do país-Província de Cabo Delgado

A

d

m

i

n

i

s

t

r

a

ç

ã

o

e

s

t

a

t

a

l

Administração

local


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B.3 Problem analysis

Main problem and their causes The main problem to be addressed during the three phases of this project proposal is poor environmental governance and stewardship of land that endangers local communities’ rights to access, use and benefit from community land. The following causes and underlying causes to the main problem were identified and given priority in the first of three phases during a preparation workshop in August 2012: 1. Inclusion of CSOs and citizens in Ancuabe and Montepuez in management and distribution of

land is limited

Community members unaware of their rights to use and manage land; o Insecurity of tenure;

Worsening of poverty; o Inadequate negotiation power among community members;

Communities lack understanding of legislation; o Communities are losing out on their rights to receive revenue from resources exploited from

their land;

Weak confidence in authorities ability to protect community interest;

o Failure to harmonize social and economic development activities through the LOLE structures

and e.g. mapping of existing local community uses of land and plans for new investment

activities contributes to conflicts between investors, the rural communities and the authorities; o Inadequate community consultations in connection with land allocation to business

development;

Awareness about revenue from exploiting natural resources is limited; 2. Poor understanding and respect for citizens’ rights on secure and equal distribution and

management of land and natural resources among public authorities and business enterprises on provincial and district level

Weak enforcement of implementing legislation;

Inadequate community consultation processes; o Business enterprises do not honour the community consultation promises;

Consultation minutes contain insufficient information or lack uniformity in their presentation, and also vary in the type and quality of the information registered;

No legally binding documents of the promises to the communities made by the private investors and a lack of accountability mechanisms;

Lack of transparency and accountability in distribution and management of land; o Tedious and challenging process to obtain land rights in Cabo Delgado; o Insufficient technical officials dedicated and qualified to carry out demarcation of community land

and process DUAT; o Authorities do not assume responsibility for supporting local communities in benefiting from

legislation as in the case with the earmarked return of 20% from the forestry tax; o Challenging to administer the 20% revenue. How do you e.g. determine which community

members actually have the right to benefit from the revenue?;

Unaware of international initiatives around business ethics and social responsibility such as the GC

and GPs that require that business enterprises comply with all applicable laws and respect human

rights;

Lack of grievance mechanism in place in cases of adverse impact on community members; o No sanctions if the promises made by the private investors are not fulfilled. Experiences from

on-going conflicts in Tete province illustrate the weakness in the existing procedures; B.4 Stakeholder analysis Primary actors: Relevant authorities (duty-bearers) On the provincial level, the duty-bearers count authorities such as DPCAA, DPA and DPRME. They are responsible for e.g. ensuring sustainable development through the implementation of environmental standards, sustainable management of land and forests through design and implementation of management plans guiding commercial harvesting and community based natural resources management promoting good


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land use practices, community consultation, and administrating the 20% public revenue. They support to a wide extent the various project activities implemented by “ama” in Cabo Delgado province to date. On the district level, there are two main actors: the Servico Distrital de Actividade Economica (SDAE), which is representing the areas: agriculture, livestock, business, fishing and forest and fauna including the responsibility for forestry concessions, simple licenses and mineral concessions in the district. Servicos Distritais de Planeamento e Infrastructure (SDPI) is housing the DPCAA. The District Directorates are important to the project since they are elaborating the district plans, which are being forwarded to the provincial department for finance and planning. Local governance structures such as the Observatórios Provincais (OP), Conselho Local Distrital (CLD), Conselho Local do Posto Administrativo (CLPA) and Conselho Local da Localidade (CLL) have an interest in assuring that community rights are being acknowledged, and included in local decision-making processes on social and economic development. They are furthermore interested in benefitting from capacity building that can strengthen their influence and prepare them to carry out advocacy activities to raise their concerns. They are important to the project since they may help carry forward the project to a wider group of people in their districts/villages and help sustain the project beyond the project duration. The project will focus on establishing means to promote coordination among all the various government structures. Traditional leaders (regulo) likewise hold a central role. The regulos are a knowledgeable resource in the local communities. They have frequent meetings with the communities and raise relevant local topics. These meetings are central to the project as they are a means to reach as many community members as possible. The community leaders, furthermore, hold information about how community land is divided among the families and will therefore also be able to help identify and reach families that might be affected if foreign companies are allowed to exploit natural resources where they are having their subsistence farming or community forest. DFE and ama are mindful about the risk that some might work against the project since they can see that they may risk losing their status of power in the community if individuals begin to be better informed about their rights in relation to the use of land. Individual community land-users constitute key interest groups. Their practices are relevant to work towards a more transparent and accountable management of natural resources. On the one side, they face a potential risk of losing their main asset – their land. On the other side, there might be individuals that wish to act out of personal interest, i.e. obtaining a job through an investments project, or gaining financially by, for example, aiding in illegal logging. The same can be said about foreign investors, who have a vested interested in the land, on which communities depend. The investors’ practices determine the current and future rate of deforestation and forest degradation, but very much also determine current and future behaviour towards respecting human rights of local communities. Local CSOs working with natural resource management are relevant to the project. The co-management councils – Comite de Gestao Participativa (COGEP) is a forum for local communities, the private sector, associations and the state. The councils are created in each district and their main goal is to reconcile the various actors’ interests regarding the use and exploitations of the natural resources. On the village level, Community Management Committees for Natural Resources - Comite de Gestao Communitario de Recursos Naturais (CGCRN) – are envisaged to give the forest dependent population a legal and united voice in matters such as the planning and management of forest and resource use issues including the follow-up on the community earmarked tax revenue, representation and negotiation. The Forest Growers Associations (FGAs), created by the FEFA project, focus on the daily forest and agro-forest activities and hold an interest in assuring that community rights are being acknowledged and included in local decision-making processes on social and economic development. The Community Development Councils (CDCs) are relevant to the project due to their role to identify, present and give priority to local development activities for later approval in LOLE structure. “ama´s” executive board members and management are expected to assume a more visual lobbying and policy-oriented position, advocating for the communities’ right to use and benefit from the land they depend on. It is not without challenges to move in this direction but the board members are willing to take on the responsiblity as advocates. “ama” extensionists and volunteers are interested in expanding their competences from having mainly technical and educational skills towards including also new competences in good governance and advocacy.


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Their placements among the community members means that they have to be “good examples 24/7” since the community often reflect their behaviour in the extensionist’s behaviour. Secondary actors: The Provincial Network for Natural Resource Management in Cabo Delgado consists of several local NGOs that have in-depth knowledge about the situation in the Cabo Delgado province. Together, they have an extensive network that could enable them to bring up topics that otherwise risk to be rejected by the local or provincial authority. The Provincial Association for Paralegals (PAP) is coordinating activities in the province on justice, legal rights and natural resource protection. The two trained paralegals of “ama” can ensure synergy between “ama”s activities and those of other organisations in the province. National NGOs such as Justiça Ambiental (JA), Centro Terra Viva (CTV) and Friends of the Earth together with “ama” have an important role in holding the foreign investors accountable to the public. This is often done together with international NGOs with offices in Mozambique such as KEPA, WWF, and IBIS. The international NGOs support the national and local NGOs in producing and sharing relevant evidence that they then use in national events but also in international lobby and advocacy. Interest groups and business associations such as the Confederation of Private Sector Associations (CTA), trade unions, the Association of Timber Operators (ATO), and the Private Sector Forum for Environment (FEMA), who support the private sector with advice on legislation and with issues related to e.g. corporate social responsibility (CSR), but also institutions such as the Center for Development and Land Studies and Kuwuka JDA who is dedicated to environmental advocacy and promoting debates around land access. International alliances such as International Land Coalition (ILC) that promotes secure and equitable access to and control over land for poor women and men through advocacy, dialogue, knowledge sharing and capacity building. Other partners to “ama” whose work focuses on sustainable natural resource management, good governance and advocacy activities. Through “ama´s”Advisory Board, it is possible to create synergy and prevent duplicating activities. The media will be an important actor in this project as they might play a role in bringing the issue of just environmental governance into the public eye, disseminating important information on the project activities and raising awareness among communities, as well as helping put pressure on duty bearers and the extracting industry.

C. PROJECT DESCRIPTION

C.1 Target group and participants The primary target group relates to the three actors: 1) communities, 2) government officials, and 3) the private sector. a) Community members, the men women, and children, in Ancuabe and Montepuez, around 120,000

people, who depend on land for their subsistence and who are responsible to manage it properly. Their interest in the project is to have the right to use the land and to gain the knowledge and skills to represent their interests and rights towards authorities and the business sector. They have limited knowledge, resources and organization but some of them have been organized during the FEFA projects into Forest Growers Associations and CGCRNs. Others are part of existing CSOs. Representatives from these organised groups will be part of specific trainings and those representing their communities. Overall, the community members we are working with have been identified throughout the work, experiences, lessons learned and CSOs established under FEFA.

b) Government officials, including technical and law enforcement officers working at provincial (4 departments), districts (2), administration posts (6) and village level.

The table below specifies the official and unofficial frameworks and structures which allow for citizens to participate in government affairs and have a voice. It is through these channels that community members and government officials will be reached by the project


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Level No No. Persons

LOLE framework for dialogue

No. No. Persons

Natural Resource Management structures

Formal space for dialogue

Formal space for dialogue

Non-formal space for dialogue

Province 1 Observatórios Provincais (OP)

1 20 FOCADE (Nature Resources management group)

District 2 60 Conselho Local Distrital (CLD)

5 160 COGEP UAFA UDACA; UDCCMO;

Administration Post

6 36 Conselho Local do Posto Administrativo (CLPA)

Local 13 79 Conselho Local da Localidade (CLL)

Actual Villages

50 Population: 119.914

97 2000 CGCRNs CDCs

FGAs

c) The private sector in the two districts and its business associations:

1) private sector operators working in timber, mining, biofuel production, tourism, etc.; 2) Private Sector Associations (CTA), trade unions, the Association of Timber Operators (ATO), and

the Private Sector Forum for Environment (FEMA). Although the private sector is one of the main target groups, emphasis in this phase is on capacity building of the communities and the government about their rights and responsibilities. The private sector will not be directly lobbied. Rather, they will be invited to workshops ama will organise as well as invited to participate in the CSO forums and be part of a constructive dialogue, especially in the case of public consultation, where they by law are supposed to participate. Thus, the project will attempt to secure their participation wherever possible and collect information on the sector. The secondary target group relates to networking relationships that will ensure a synergy between the project and the activities in the association. The work in the Forum nacional de recursos naturais and the network Grupo tematico de Gestao de Recursos Naturais in Cabo Delgado are likewise of importance to the project. “ama” houses the secretary and have employed an advocacy official facilitating the group until February 2014. The project will furthermore continue to work in close relationship with national associations whose main purpose is the protection of nature and environment such as Justiça Ambiental, Centro Terra Viva, Forum Terra, KPMG/ITC, Friends of the Earth to ensure exchange of knowledge, information and carry out campaigning. Last, the project will give priority to engage with the International Land Coalition that is based in Kenya and continue to engage with organisations in Mozambique (IBIS, WWF-Mozambique, and KEPA) who are working with land rights and protection of nature and environment. C.2 The project’s objectives and success criteria (indicators) Development objective for the three phases: Community rights to resources and their use according to de jure legislation and de facto traditional norms are protected and respected by local authorities and the private sector Indicators and means of verification (MOV):

By 2016, the provincial and district government authorities demonstrates openness towards enabling a more transparent and accountable relationship to e.g. communities, CSOs, local traditional authorities

o MOV: Interview, agenda and memo from community consultations


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By 2019, exiting mechanism that ensure that a rightful proportion of revenues are collected and distributed back to the right-holders are enforced

o MOV: Baseline, various records

By 2021, a forum for private investors in Cabo Delgado is established to advise on business ethics and corporate social responsibility (CSR)

o MOV: Statutes and terms of reference The immediate objectives relate to the first phase 2014 – 2016: Immediate objective 1: Organisational capacity of “ama” increased on JEG, business ethics, CSR, and advocacy processes and “ama” becomes a solid, respected and influential actor on land-related issues by 2016 Indicators and means of verification (MOV):

By 2016, “ama” board members, staff, and volunteers have enhanced their skills and competences on JEG and business ethics and CSR

o MOV: training package, list of participations, reports, participation in relevant boards

By 2016, “ama´s” board aware of advocacy processes and their role as advocators; o MOV: training package, lists of participation, reports, # of articles written, # of participation in

public meetings, # of meetings with provincial and district authorities, case studies of how advocacy has worked in practice.

By 2016, “ama” is capable of collecting, using and distributing information for evidence-based advocacy campaigns;

o MOV: Best practice publications, notes, case studies, articles, seminars, practical impact. Immediate objective 2: By 2016, at least 2000 community members have gained knowledge about how to secure their land rights and to get access to revenues from extraction activities. Indicators and means of verification (MOV):

By 2016, CSOs in the two districts are aware of their rights and demand accountability from the public and private sectors in allocation and distribution of benefit of land;

o MOV: Baseline, training package, list of participation, reports

By 2016, local communities in the villages involved in the project are aware of their rights to receive revenue from resources exploited from their land;

o MOV: Baseline, # of awareness raising activities

By 2016, the number of citizens participating in and addressing their concerns at community consultations are increased from the present level by 25%;

o MOV: Baseline, review of memos from community consultations, interviews

Immediate objective 3: By 2016, an understanding and respect for citizens’ rights on secure and equal distribution and management of land in the two districts enhanced among public authorities and business enterprises on provincial and district level Indicators and means of verification (MOV):

By 2016, authorities facilitate public access to relevant and accessible information about, i.e. new investment projects, land use plans programs, and budgets in the district offices;

o MOV: Baseline, interviews, timely published announcements

By 2016, community consultations are held according to law, and minutes includes agreements to activities, budgets, timetables and who is responsible for the activities

o MOV: baseline, interviews, minutes

By 2016; transparency in the collection and distribution of the 20% public revenue is improved through accountable reporting.

o MOV: Baseline, interviews


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By 2016, relations to private investors in Cabo Delgado are established to raise awareness to further the understanding of their role as socially and ethically responsible citizens towards local communities;

o MOV: Interviews, baseline, MoU on dialogue between the company and “ama”, license to operate, CSR policies, socially oriented interventions made by private businesses.

C.3 Outputs and activities Outputs and activities to each of the three immediate objectives are outlined in the logical framework matrix in the Supplementary Annex G. The project implementation plan (PIP) can be seen in the Supplementary Annex H. C.4 Strategy: how does the project cohere? Criteria used to select which districts to operate with during the first phase: The project will in the first phase focus on two districts where “ama” already is operating. It allows “ama” to include their experiences and learned lessons from e.g. FEFA, and use and build on existing relationships with district directorates, community leaders as well as the community in large. Through the FEFA project, legalised CSOs, in the form of CGCRNs, FGAs, and UAFA, have been formed and are important outputs of FEFA II. They will be used to reach the community at large and to have community representatives. Next, focus has been on choosing villages where the government and especially the extractive industry have demonstrated high interests in gaining exclusive rights to the same natural resources that the local communities use for their subsistence farming and the like. Last, attention has been given to villages where the mobile nature school is operating. It will enable cooperation between the EE on Wheels and JEG teams making room for human rights education in the schools. Therefore the following two districts and villages were chosen. The total village number is 50.

Ancuabe Village Name

Population Montepuez Village Name

Population

1 Nanona 2.503 Namanhumbir 2.379

2 Miriangone 1.250 Nanhupo 6.695

3 Ntique 1.550 Nseue 1.800

4 Megarruma 2.041 Napaco 1.455

5 Nanhomane B 594 16 de Junho 3.090

6 Mahera 2.200 Mapupulo 3.084

7 Napuda 6.854 Nicanda 2.337

8 Mecocora 4.485 Nannere 2.663

9 Nacuei 3.280 Upajo 2.531

10 Miegane 1.345 Massingir 1.798

11 Ncole 1.895 Megarruma 2.741

12 Ncuale 1.338 Linde 7.250

13 Mocone 400 Mitale 3.400

14 Macaia 4.309 Natite 1.836

15 Nonia 1.026 Matimba 509

16 Campine 2.208 Mpene 620

17 Nacaca 2.076 25 de Setembro 1.905

18 Nnaua 4.038 Nacimoja 2.500

19 Sofala 410 Catia A 2.027

20 Zambezia 161 Chimoio 1.074

21 Ngura 1.342 Nairoto 5.312

22 Nangumi 1.624 Maviha 1.780

23 Natocua 2.185 Unidade 5.660

24 Nacussa 1.625 Nacololo 3.270

25 Muaguide 1.954 Ntele 850

Total 51.348 Total 68.566

a) Ancuabe district:

Ancuabe District is a district of Cabo Delgado Province in northern Mozambique. It covers 4,836 km² with 109,792 inhabitants in 2005. The district is home to several hardwood timber companies but this year there have given no licenses to operate. Other types of companies are are in the tourism industry (Taratibu) and lately also companies with investments in mineral extractions. The German company Graphite Kropfmuhl

http://en.wikipedia.org/wiki/District

http://en.wikipedia.org/wiki/Cabo_Delgado_Province

http://en.wikipedia.org/wiki/Mozambique


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(GK) has reopened the old graphite mine in Ancuabe and expect to expand their activities. At the time of this writing, there is surveying going on for a new graphite mine in close connection to the GK mine. The project will work in the following administrative posts: Mesa, Ancuabe – Sede and Metoro, and will include villages such as Nangumi, Natocua, Nacussa and Salaue.

b) Montepuez district: Montepuez District is located in the southern part of Cabo Delgado, with an area of 17,721 km2 and a population of 185,635, according to 2007 census data. The district is likewise home to several hardwood timber companies (Henderson International, Mozwood, Panga, Sawers Lda, Cap and MadeiPemba Lda), , and the cotton company Plexus. Investments in minerals are also seen. Gemfields has already one ruby mine in the district and has started negotiations to buy a controlling interest in a ruby deposit adjacent to its Montepuez mine. The company has said that their Mozambican operations are a key element of their continuing growth strategy. Last year the government also launched a public tender to select a company to operate a marble mine and factory in Montepuez. The project will work in the following administrative posts: Nairoto and Namanhumbir and will include villages such as Nseue and Namanhumbir. Several of “ama´s” extension workers are living in the villages where “ama” is operating, which also allow for coordination and cooperation when necessary. In addition, having staff on the ground allows ama to know what is happening on the ground and find out the villagers’ concerns and needs. This presence also increases the credibility of ama. Next, the two districts are bordering each other, which will optimise the utilisation of human and monetary resources. Furthermore, the team can make use of the facilities at the training centre in Metoro, Ancuabe district and the two recent facilities in Montepuez district - Nanhumbiri and Montepuez. Transfer of knowledge from other DFE/”ama” projects: It is crucial to DFE that knowledge gained from former projects is evaluated and used in new project initiatives where relevant. In the present project, it means that DFE and “ama” will use experiences and lessons learnt from the FEFA project on association building for democratic management of resources, land rights, and the process of Land Use and Benefit Right (DUAT). The project will give priority to continue to work with and strengthen the capacity of the 14 Forest Growers Associations (FGAs), established during FEFA. Out of the 14 groups 10 have been legalized to date and 4 are in the process of being legalized. The FGAs are all affiliated to the platform Ancuabe Forestry Associations Union (UAFA) that is operating on a district level, and which was also established and is supported by FEFA. The project will furthermore include experiences from working with the CGCRN in 17 villages, which FEFA has been instrumental in legalizing and supporting, involving community members who had been making significant follow-ups on timber cutting in their respective communities through controlling and monitoring legal and illegal logging. All CGCRNs are affiliated to the platform COGEP that is operating on a district level. Montepuez does not at present have a COGEP y but experiences from FEFA will be used to establish the structure during the first phase of the proposed project. It is still too early to evaluate on the experiences learned from the EE on Wheels project but there is an obvious relation between the two projects around human rights awareness raising and education in schools as a means to prepare young adults about their rights and how to claim them. Strategy The strategy to reach the development goal where acknowledgement of community rights to resources and their use, according to de jure legislation and de facto traditional land tenure, are respected by local authorities and the private sector will require that “ama” work with both duty-bearers and rights-holders and influence the way in which decisions are made so that communities gain an equal voice in the process. It requires that all legislative and compliance processes are inclusive, representative, transparent, well informed, effective and equitable, and serves as a means to avoid becoming a victim of the “resource curse”. For this to happen, the focus is on empowering local communities about their rights, actions to take and how to do it and thereby changing the power so that vulnerable groups are given more control over their lives (objective 2). This will be done by offering training and working in close relation with existing formal LOLE structure (CLDs, CLPAs, CLLs and CLPs) and the non-formal structure that operate with natural resource management (COGEP, CGCRNs, FGAs, UDACA) supporting the CSOs in adapting and starting to use their new knowledge.


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Next, powerful people or institutions are hard to influence in the position of power Attempts to change the imbalance of power can therefore provoke that those who hold power feel threatened or uneasy in the new power balance. With this in mind the project will take actions to establish a constructive relationship with the provincial government (province, district and local level) in the attempt to reduce conflicts and promote changes of behaviour among individuals or institutions that use their power to the disadvantage of others. Through dialogue and workshops officials are empowered on their role in ensuring compliance with legislation, their duty to protect and respect human rights, and ensure that community consultations are being carried out (objective 3). Last, constructive dialogue with the private sector will be supported. The aim is bridge the gap between the stakeholders involved and to encourage the operators to act in a socially, environmentally and economically responsible through raising awareness about their responsibilities to respect human rights throughout their activities and to promote mechanisms such as grievance mechanisms and how to ensure that communities in case of adverse impact can gain access to remedy is necessary (objective 3). For this to happen “ama´s” role needs to be of a catalytic nature. For “ama” to be an effective change agent and a force for catalysing change at the national/provincial and local levels it needs to have a substantial institutional weight, to be credible, with a reputation established over time based on its integrity and principled attitudes, the quality of knowledge it contributes and disseminates, and the quality of the expertise it can mobilise on key land-related issues. The illustration below shows how the objectives interact and contributes to the development goal.

Organisational capacity of “ama” For “ama” to be able to continue to improve its position as an NGO that both - train civil society members to become strong advocates for their own rights - while also raising evidence for their advocacy work, it is necessary for “ama” to continue improving its own competences on relevant topics. As a result, the present project sets an important objective to increase the capacity of the members of “ama’s” executive board, management, staff and its volunteers. A training needs assessment was carried out during a recent DFE visit to Pemba, and resulted in the following training packages for ama that will initiate in the first phase: Package A) Just environmental governance

o introduction to policy influence and political dialogue tools; introduction to relevant legislation, international conventions on human rights and instruments such as Forestry Stewardship Council (FSC), Extractive Industries Transparency Initiative (EITI) etc.

o DUAT, mechanisms of public revenues from extracting natural resources; Package B) Business ethics and CSR

o legislation and mechanisms for corporate social responsibility (Global Compact and Guiding Principles on Business and Human Rights; grievance mechanism and access to remedy;

o community consultation and engagement; Package C) Institutionalising advocacy

o strategic advocacy processes, tools and advocacy roles;

Objective 2: at least 2000 community members have gained knowledge about how to secure their land rights and to get access to revenues from extraction activities.

Development goal: Community rights to resources and their use according to de jure legislation and de facto traditional norms are protected and respected by local authorities and the private sector

Secure communities exclusive land rights

Objective 3: Understanding and respect for citizens’ rights on secure and equal distribution and management of land in the two districts enhanced among public authorities and business enterprises on provincial and district level

Objective 1: Organisational capacity of ”ama” increased on JEG, business ethics and CSR, and advocacy processes


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o monitoring system for advocacy; o involve CSOs in gathering evidence;

Strategic service delivery: It is vital that civil society is given the opportunity to stand on equal footing with the government and private sector and to be active participants in shaping the changing landscape of Mozambique’s economy and society. By raising awareness among all three stakeholders and facilitating an open space for discussion we believe that we will be one step closer to a better foundation for constructive dialogue about local development initiatives between the involved parties. Therefore, in the present project proposal, strategic service delivery will consist of three intervention areas: a) capacity building of the three actors: authorities on provincial, district and village level; CSOs; and the private sector, b) technical advice and supervision to the CSOs; and c) registering of DUAT Regarding a) Capacity building of stakeholders

i) Training of local civil society organisations in the two districts The aim is to increase local knowledge among members of civil society organisations on their rights, how to obtain them and how to hold duty-bearers accountable for their obligations to implement legislations but also to hold the private sector accountable for the promises made during e.g. public consultations. The training package includes 5 sessions: 1) legislation and community rights regarding access to revenues from exploitation of natural resources; 2) Community consultation processes; 3) Access to remedy and grievance mechanisms; 4) Basic advocacy processes; and 5) Integrating land allocation issues into the Economic and Social Plan and District Budget (PESOD). The training package will be offered to the two structures: LOLE and CGCRN in each district.

ii) Workshops for technical officials at district and local level: Through a series of workshops, which should be seen as an open space for dialogue, an understanding and respect for citizen’s rights around a secure and equal distribution and of land in the two districts among public authorities on district and local level is established. The 3 workshops are structured around 1) Duty-bearers role to protect and respect human rights of traditional land users when allocating land to business enterprises; 2) Revenue mechanisms; and 3) Community consultations. During the workshops challenges to comply with legislation and regulations and debate new ways to overcome them will be revealed. When the technical officials better understand and respect citizen’s rights room for confidence in authority’s ability to protect community interest can rise.

iii) Promote business ethic and social responsibility among private sector operators in the province Experiences show that it is important to establish early on and open dialogue with investors e.g. timber, bio fuel, mining, private safari and tourism operators. The aim is to minimize risk and to prevent conflict of interest between local communities and the companies. The strategy is to use a positive approach and invite representatives to participate in workshops where “ama” together with relevant provincial authorities will facilitate awareness on issues such as 1) Business development and human rights; 2) Community consultation, grievance mechanisms and access to remedy; 3) Communities access to revenue on natural resources. By reaching out to the private sector in an open and positive dialogue “ama” hopes that it can contribute to a smoother relationship that is built on trust and mutual respect, and thereby minimize the gap between the private sector and civil society, focusing on how they can complement each other in ensuring more transparent and accountable environmental governance. Regarding b) Technical services towards the civil society organisations During the whole project period “ama´s” technicians will work in close relation with the established structures of co-management of natural resource . “ama” has e.g. been the main partner in establishing 17 CGCRNs through the FEFA project and has provided training, capacity building, and support on legalization processes. The CGCRNs in Ancuabe have furthermore been connected to the district forum, the COGEP.


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This experience will be used in establishing CGCRNs and the COGEP in the second project district, Montepuez. In the case of the COGEP, with representatives from the local government, private investors, community members, associations and NGOs, this is an important actor to receive capacity development since they can serve as an “ice-breaker” and thereby establish a tighter relationship to the private investors in the district. The technical staff of “ama” will support the civil society organisations in applying the new knowledge during the whole project period by e.g. participating in their meetings, carrying out follow-up training with each organisation depending on their individual needs, facilitating and enabling for the communities to access policy makers and offer to be bystander in meetings with local authorities. The technician will furthermore work closely with the FGAs, COGEP and the CGCRNs following the collection and distribution of the 20% revenue. In cases of conflict the staff can be called upon to act as mitigators. Regarding c) Registering of DUAT The experiences from FEFA has shown that the process of obtaining community land tenure (DUAT) itself is extremely tedious and “ama” has only been able to register one DUAT while two are still in the process. It should be noted that ama has reached further than any other organisation who has pursued a DUAT for communities. Another experience is that due to a limited number of technicians from the government at the provincial level to operate in the field, and the very high fee (approximately US$ 2000) needed service provision is close to non-existing and only few communities can afford to register their land (DUAT) and therefore risk losing their asset – their land – to new investment projects. The communities with DUATs will be part of a long-term study (3 years) illustrating to what extent the effect of having a DUAT actually has protected them and allowed them to negotiate better conditions in cases where their land was central for new investment projects. The communities are: Nanune – 7.567 ha; Nimala – 2.951 ha; and Nacaca) The data will be compared to data from other communities that have not been able to register their land and therefore been in an expected weaker position during negotiation processes. The possible communities are: Campine, Nacuale, Ngura and Natocua. The communities might change due to changing conditions on the ground and will be settled once the project implementation begins. It is therefore found crucial to continue with the effort as a means for “ama” to collect evidence for use in the following advocacy campaign on e.g. less stringent systems that allow communities to obtain a DUAT free of cost.

Strategic advocacy:

Institutional capacity: In “ama” advocacy has normally been part of an isolated activity in a project and not as something that everyone in the organisation have a role to play in. It has often been carried out by the field staff while management and board members have been less involved. With the present project, members of the executive board to “ama” will be trained to better enter in positive and constructive dialogue with local politicians and business representatives preparing them for their new role in advocacy on matters of environmental governance. The first changes towards more strategic advocacy that took its departure in evidence-based data began in 2010. “ama´s” first experiences working with strategic advocacy shows that it is a long-term process to institutionalize advocacy activities. One major challenge is to find and keep employees with the required skills to carry out advocacy work, i.e. carrying out research, challenging authorities with their duties towards rights-holders, and mobilizing citizens to become interested in advocating their own rights together with “ama” or on their own behalf. By institutionalising advocacy processes there are less risks that the institutional knowledge will reduce when staff leave. With more focus on the watchdog role “ama” has experienced that the technicians can be placed in a more vulnerable position if they report on e.g. illegal logging. It means that the organisation also needs to establish a set of code of conduct/safety instructions on how to act if the staff is placed in such a situation and include a chapter into the employee handbook. In addition, to support its advocacy effort, ama is in the process of developing a website, which will assist the organization in sharing and raising awareness about environmental problems, run signature campaigns, and reach out to a wider online audience. Another challenge is related to monitoring the organisation’s capacity to employ advocacy activities and the impact thereof. Thus, a monitoring system will be introduced that assesses the organisation and its capacity to implement activities. The monitoring system builds upon experiences from a Danida programme in Katmandu, which lists twelve measuring points: issue, research, consultation, policy alternative, cross cutting, resources, public education, networks, engagement, follow up, institutionalising, and governance.


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Research and public education: In this phase priority is also given to competences that allow “ama” to provide evidence and documentation such as research, baselines, case studies/best practices, small publications, seminars, events etc. The messages will be transmitted using a diversity of activities to advocate for the causes or disseminate information. Use of Radio Mozambique broadcasts in Portuguese and community radio in local languages can broaden significantly the dissemination of information on land rights, community consultations and the 20% public revenue. Messages can be tailored to different audiences – local leaders, farmers, charcoal producers etc. Production of posters and pamphlets to transmit messages to illiterate people in particular is yet another important medium to transmit messages as well as theatre and dance to build awareness about land rights but also on the effect of land use practices. In addition to the activities mentioned above community mobilization, theatre etc. will be presented as a means to engage in policy dialogue. Networking: The project will continue to build upon the constructive relationships that “ama” has been able to establish with several provincial departments, district offices and councils. Cooperation with provincial and national platforms, networks and coalitions committed to sustainable use of natural resources, which secure a diversity of capacities and that have shown good results is yet another means that the project will use for its purpose to raise concern about noncompliance of land rights and to share experiences. Furthermore, meetings with local authorities and representatives from the private sector are seen as means to establish more fruitful cooperation between the parties.

In general, the project will prioritize women in the same way as men, and encourage their participation

whenever possible. On the other hand, when discussing how we can improve access to and ownership of

land one group is often left out – female headed families. If this is not taken into consideration during the

community consultancies, it can have severe consequences to these families since they have fewer fallback

options when their access to land and natural resources is eroded. Therefore, in the training sessions

specific attention will be given to the international Convention on the Elimination of all forms of Discrimination

Against Women (CEDAW). The convention states that State Parties “shall ensure women the right to . . .

equal treatment in land and agrarian reform as well as in land resettlement schemes. . . .”. “ama” has no

information about the number of female headed families in the two districts. Information will be gathered in a

baseline study and serve as the base for the second phase that is planned to include a special focus on

female headed families and their access to land. Stakeholders and their connection to the project We identified in section B4 primary and secondary stakeholders. This illustrates that there is potential for establishing fruitful relations with several stakeholders but an updated analysis will be carried out in the initial phase pointing out institutions, departments, and individuals relevant to the present project. The provincial and local authorities have high power and express a high interest in the project. They are important to the project and will be directly involved already in the initial phase of the project. They will e.g. have to give their consent to the prepared training package. On the district level Servico Distrital de Actividade Economica (SDAE) and Servicos Distritais de Planeamento e Infrastructure (SDPI) who also houses the DPCAA are very powerful but all individuals might not show the same commitment in the project, due to personal interests. It is important to keep them updated on progress, just as it is important that they support “ama” with relevant information. Community leaders take likewise a central role. They might be very powerful on the village level but in matters relating to land rights their voice is not as strong although their interest is high. It is important to them to ensure fair treatment. They will benefit from training and are important during the baseline study and participatory monitoring and evaluation. On the other hand, there are also examples where community leaders have misused his/her position in relation to community consultation. It speaks for creating a close relationship to the stakeholders to observe and make contact in case of further misuse of power. If not, it will undermine the trust to the local establishment, and thus prevent positive changes. Communities are less powerful but they have a great interest in the project and are together with Local CSOs such as the Forest Growers Associations (FGAs) and the Committee for Community Management of Nature Resources (CGCRN) the main target groups. Our technical staff will be in close contact with this group and will be able to pick up on matters of concern.


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Much of the work related to advocacy for land rights, illegal timber logging (verification of the licenses and mapping and reporting irregularities) and citizen participation takes place in Maputo. Often powerful international NGOs, such as KEPA, WWF MOZAMBIQUE, Justiça Ambiental (JA), Centro Terra Viva (CTV) and IBIS, are supporting the work financially. They are powerful and have a great interest in the cause and in working together with local organisations. “ama” has established strong relations to e.g. Justiça Ambiental, Centro Terra Viva and Friends of the Earth and “ama” WWF MOZAMBIQUE, National Platform For Natural Resources Management, is often invited to participate in workshops and speak about their work. Information is also shared via an email list. Ama has therefore an established support network, which it will use throughout the project. Foreign investors are powerful. They have shown limited interest for the concerns of local communities. Earlier initiatives to invite private timber operators to participate in seminars with an environmental agenda have been poor. This time attempts to link up with provincial authorities and invite the private sector to participate in workshops on e.g. legal compliance will be initiated. “ama” will work with interest groups and business associations such as the Confederation of Private Sector Associations (CTA), the Association of Timber Operators (ATO) and the Private Sector Forum for Environment (FEMA). They have a certain level of power and can influence the private sector towards higher business ethics, which is why they are relevant to the project. “ama” will take the initiative to cooperate with the organisations and together reach an agreement on how best to approach the industry. Special inputs DFE plans to assign experienced Danish foresters and associates for specific short term training input from national or international experts on advocacy, corporate social responsibility, business, and human rights. DFE adheres to the principle of identifying and activating staffs/consultants with optimal competences, e.g. training of board members and work experience from working in the cross-filed between associations, the business sector, and the state. This counts for internal staff as well as external consultants. Prior to any short term input, Terms of Reference reflecting the tasks and responsibilities in connection to the planned assignments will be developed. C.5 Phase-out and sustainability Phase out “ama” will be the overall responsible party for carrying out the project activities. The project will contribute to the organisational capacity building of executive board members as well as of staff which will be of benefit to them long after the project ends. The involved CSOs will have learned a constructive way to approach local authorities and will be able to use these channels after the project period ends. “ama” is already working with several of the CSOs through the project (PROGOAS) and “ama” will continue to establish interaction between the projects where found relevant to ensure synergy and exchange best practices and learning. “ama” will therefore still be available to provide guidance after the present project ends. Sustainability

Organisational: The training packages during the project shall be seen as a means to raise the organisational capacity and institutional knowledge of the organisation. With a constant focus on continuous training “ama” will gain increased institutional capacity and therefore stability, making it less vulnerable to changes, in for example, staff. It will also safeguard the future acquisition of qualified staff.

Economic: In the previous projects between DFE and “ama”, focus has been given to establishing a financial foundation for the organisation that in the long-term will make them less dependent on solely external financial project support. This has been done through strategic financial support for a training centre and guesthouse in Metoro, Ancuabe district and the expectations are that “ama” by the end of the present project will be capable of demonstrating income generating activities that allow them to run and maintain the facilities. It is expected that at the training centre in Metoro, ama will organise technical courses for external organisations and Institutions based on payments. The training centre will also start to produce plants in a nursery on a big scale, selling it to different people, timber companies as well. It will also promote improved cooking stoves, developed during the FEFA project, for selling as a way to reduce charcoal and firewood consumption.

Social and cultural:


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Social and cultural sustainability is ensured because the project is rooted in the empowerment of the local communities: the strengthening of citizens' self-esteem, knowledge of rights and how they can work to secure their interest, as well as local authorities and private companies emerging acceptance of taking the community into account when important decisions are to be taken. Whenever training or communication is targeting local communities, priority will be given to speak in the local language Makua. This is to involve the target groups better and also to show the acceptance of their culture. Systematisation and dissemination of experiences “ama” will take care to systemize their dissemination of experiences using a fixed format to be used for internal reporting back to the office. The format includes a section on reflection “What have we learned of this activity? The project staff appointed by “ama” will be responsible for collecting experiences to be incorporated in the different periodic progress reports. The annual progress reports will furthermore feed into the presentation at “ama´s” annual General Assembly. A midterm evaluation will be conducted to systemically gather lessons learned, and to ensure that the remaining activities still are contributing to the completion of the objective. A participatory workshop will be conducted as one of the final activities inviting beneficiaries and other stakeholders for the purpose of sharing the results of the project and to indicate the direction for the 2

nd

phase. A final report will be carried at the end of the project ensuring that experiences are incorporated in writing. The final report will be available to the Royal Danish Embassy in Maputo, CISU, “ama”, DFE, and other interested stakeholders. On the external level “ama” will participate in provincial forums as well as some national forums where they share their experiences, exchange didactic material and coordinate common activities when found appropriate. C.6 Assumptions and risks Below, the main assumptions are analysed. No major risks have been identified, but the following assumptions have been addressed. Assumptions for immediate objective 1 as well as for the means of coping with these:

“ama” is viewed as a legitimate advocator for environmental governance by stakeholders. “ama” is benefitting from a high reputation as a service provider within the field of sustainable natural resource management gained from over more than 20 years of professional experiences. They are furthermore seen by the provincial authorities as a professional organization that supports the disseminating of legislation and raising awareness about the government’s implementation of legislation.

The executive board of “ama” will take on new responsibilities towards acting at a more policy-related and advocacy level

To date, members of “ama´s” executive board have had a more administrative role rather than acting on a more advocacy level trying to influence on policy or legislation. Advocacy is now considered a core cross-organisational activity where board members naturally participate. The time is ripe and there is a willingness among the present board members to have a stronger outreach. Training will support the board members to prepare them for their new role.

“ama” members assume the role of watchdog Staff members have presented their fear in relation to the watchdog role. Their fear builds on experiences working with the timber operators that not all are welcoming “ama´s” work in environmental governance. Therefore, the management will need structured capacity building that aims at improving their competences to enter into a constructive and equal dialogue, whether it is with government representatives or representatives from foreign investment projects. Furthermore, it is important to prepare a code of conduct/conflict resolution safety instructions for the watchdog role that take into account the security of the staff. Assumptions for immediate objective 2 as well as for the means of coping with these:

Citizens assume their role as both rights holders and duty bearers


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Personal interest, i.e. obtaining a job through an investments project, or financial gain from aiding in illegal logging might weight higher among some citizens. Through the training sessions and supervision the project is searching to reduce the risk of exposure.

Expectations of immediate results Working with civil society to become aware of their rights and hold duty bearers accountable is an area which requires time. We recognise this and the present proposal is therefore designed as one of three phases. This will allow the involved parties to develop a stronger confidence in voicing their rights. Assumptions for immediate objective 3 as well as for the means of coping with these:

High turnover of staff or transfer to other positions in the provincial, district and local authority. It is known that there is a high turnover of staff and it might affect the success for a positive dialogue between “ama” and the authorities if there constantly is a turnover. It is therefore important that the training is available for more than one person from each office.

Interests and integrity amongst individuals at all provincial government level It is well known that the government system - especially within the area of forestry – is lacking transparency, and being characterised by the almost notorious failure to ensure collection and distribution of the 20% share of revenue to the local communities. By entering into constructive dialogue with the government authorities it is believed that the negative spin and the mistrust between the different actors can be changed over time.

The private sector is willing to actively participate in the debate and take action By inviting representatives from the business enterprises in the province to participate in workshops regarding community consultations, community investment and topics related to corporate social responsibility, it is anticipated that it will encourage these stakeholders to start working with the same issues. However, whether this will suit the companies cannot be predicted beforehand. To minimize this risk, a memorandum on further actions on the subjects as well as follow-up meetings will be offered.

D. PROJECT ORGANISATION AND FOLLOW-UP

D.1 Division of roles in project implementation The project will continue the organisation and overall division of roles and responsibility between ama and DFE as defined and tested in previous projects. A contract will be signed between the two partners. The DFE Director is project director and an experienced DFE employee will be appointed Project Coordinator on a “fly in- fly out” basis. The Terms of Reference for the project coordinator are attached as Annex M.

Mutual obligations of ”ama” and DFE “ama” holds the primary responsibility for implementation and realisation of the project. “ama” will be responsible for the day-to-day management tasks. Together with the staff and manager, the “ama” project coordinator will prepare semi-annual progress reports, rolling 6-month implementation (working) plans with preliminary budgets. The DFE Project Coordinator will together with the “ama” Project Officer be responsible for accounting and reporting to CISU and other relevant authorities. Clear TORs will have to be developed for relevant local staff in order to ensure clear lines of command. Significant changes regarding the general timeframe, objectives and components can only be made after a dialogue within the PMT and requires subsequent approval by CISU. The implementation of the project shall be based on the approved project application, budget, LFA and PIP as well as the Agreement between DFE and CISU. The approved project application will form the basis for the overall governance of the collaboration. Obligations of DFE DFE will primarily act as advisor/facilitator regarding project management and technical matters. DFE will also have the lead role with respect to CISU’s requirements in terms of public accountability, reliability and efficiency. DFE is directly responsible for fund administration and in matters relating to fund distribution and allocation DFE has the final responsibility and decision. DFE will be in charge of appointing scheduled short time international consultants and internal reviews in consultation with the ama Project Officer. The general Terms of Reference for said consultants have been developed and will be adjusted accordingly and finalized prior to the actual visit. The DFE Director will together with “ama” be responsible for accounting and for reporting to CISU and other relevant authorities. As a valid member of the PMT, DFE is not only invited to provide overall guidance for


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the implementation, but is also obliged to contribute actively and on a regular basis to the successful implementation of the project. DFE is responsible:

to CISU for the utilization of the grant in accordance with the Agreement between DFE and CISU, and for reporting duly to CISU.

to immediately inform CISU of any suspected irregularities in connection with the management of the grant.

for maintaining regular communication with “ama” in order to sustain a close dialogue with “ama” on the implementation process and other matters related to the project.

for the timely provision of technical and administrative input if and when needed.

for the timely provision of necessary liaison with relevant national authorities and in general facilitate the establishment of smooth and fruitful tripartite work relations between “ama”, DFE and relevant authorities.

For the timely transfer of funds in accordance with the budget and based on the receipt and approval of request for transfer of funds from “ama”.

provide technical and managerial input and capacity building of ama. Obligations of “ama” “ama” is responsible for implementing the project in accordance with the grant application, including the activity plan and final approved budget and other relevant documents. Furthermore, “ama” is responsible to be in regular contact with DFE on issues of concern for the implementation of the project. “ama” is obliged to secure that the activities are carried out in conformity with national laws and regulations. With the possible support from DFE, “ama” will ensure necessary project approval by relevant authorities. “ama” also holds responsibility for submitting any proposal for additional components of the project or for reallocation between different components to DFE for approval. “ama” is furthermore responsible for ensuring that project funds are handled as per the Agreement, and that the funds are being used for the activities stated in the grant application and the final approved budget. “ama” is obliged to notify DFE if it proves necessary to modify or change the activities, in case of delays in the activities, or in case of any essential changes in the conditions for the grant. On terms agreed “ama” will provide satisfactory and timely progress and financial reporting. Project Management Team (PMT) The project officer, technician, and the DFE Director will form the project management team (PMT). The PMT will be responsible for ensuring thorough implementation and realisation of overall directions plotted by DFE and “ama” in mutual understanding. A brief outline of responsibilities for local staff “ama” is found below: Project Officer (1): The PO is responsible for overall coordination of the project and takes specific responsibility for the development and delivery of the JEG programme. He/she will e.g. liaise with officials on provincial and district level, the private sector, and other developmental players in the area with focus on JEG. The person is furthermore expected to take on advocacy activities and together with “ama” management and board members be front persons during advocacy campaigns. This post is located in Metoro. Technician (1): The person will operate in both districts. The main responsibility is preparing and carrying out training, project delivery at village level including support to authorities on village level, the CSOs, and community members in general implementing JEG activities. The technician is furthermore expected to be involved in data collection, analysing and write monthly field reports. Advocacy official (1): The person is responsible for the leadership and coordination of just environmental management advocacy and policy activities, just as well as he/she is responsible for supporting knowledge management, learning and capacity building throughout the project. He/She will take lead on collecting evidence and nurse external relations, partnerships and communication. Interns – “ama” Volunteers (2): The volunteers will follow the team on their visit around to the villages. They will become familiar with and gain practices with JEG strengthening their position as candidates for future “ama” projects. Besides the above mentioned an accountant (half time) and 2 guards will be allocated to the project.


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Project implementation Plan Aiming for a smooth start, the project will start with a kick-off workshop with participation from DFE and “ama” core staff. During the first 6 months of the project necessary revision and amendment of the project document will take place including necessary adjustment of the implementation plan. This period will also be utilised to recruit new staff, establish managerial structures such as ensuring written agreements of mutual understanding, formalising the collaboration with counterpart(s), etc. A baseline study will be carried out when the project starts using a participatory approach that involves a number of stakeholders such as local authorities, local leaders and the primary target group. The baseline study will be based on the LFA and the indicators will be revised and new ones developed based on the results of the baseline study. D.2 Monitoring and evaluation in project implementation Monitoring occurs within the context of an annual project cycle that includes planning, implementation, review and evaluation. Internal monitoring Planning and monitoring are closely linked, and therefore need to be considered together. The monitoring system is based on regular and planned collection of data and results. The planning of data collecting is coordinated according to the LFA, and will consist of:

Monthly progress report made by “ama”

Quarterly monitoring reports made by “ama”

Annual progress reports made by “ama” The PIP is divided into annual work plans, and then again into quarterly work plans. Plans will be developed by the project staff in collaboration with the project manager. Reporting from project field staff to the project manager is monthly (a brief report) and a more complete quarterly report before the accounts can be closed. The project manager will compile an annual progress report to the PMT for approval. Strict financial management and reporting is following DFE guidelines is carried out through quarterly monitoring and will be reported by the accounting system. The PMT will be responsible for the output monitoring, which has the main purpose to improve the quality of the activities through increasing knowledge about their effect. Output monitoring is carried out on an annual basis, and provides the basis for planning the next year. It also documents the progress on the output level that can be used by the PMT in the annual report. In connection to output monitoring, Participatory Rural Appraisal (PRA) methodologies will be used focusing on achieving ownership and empowerment by those who have a legitimate interest in and right to make decisions. The first participatory evaluation is planned to take place towards the end of the second year. The DFE Director will pay regular quality assurance visits to the project, to ensure that the project is implemented in accordance with the objectives of DFE. Also, DFE will ensure that a final evaluation is carried out by an external consultant. As standard DFE procedure, DFE will further make use of project experience and lesson learned to inform its members of the DFE supported activities. Reporting back to CISU Yearly monitoring reports to CISU will be submitted using the formats prescribed in CISUs guidelines for projects between DKK 0,5 and 5 million. The report will be annexed with a yearly summary of the quarterly reports mentioned above. A copy of the report will be submitted to relevant stakeholders in Cabo Delgado and the Royal Danish Embassy in Maputo.

E. INFORMATION WORK

E.1 Has project-related information work in Denmark been planned? As standard DFE procedure, DFE will make use of the project experience and lessons learned to inform its members of the DFE supported activities. The information will also be available on the homepage and facebook page of DFE/Skovdyrkerne. Articles will be presented to newspapers, magazines and professional publications. In connection to this project, DFE will start to introduce social media in its information work. It will be possible to blog and upload pictures and small film sequences of the work, events, and happenings at the Life School Centre and in the field.


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F. PHASED PROJECTS

F.1 The combined intervention divided into phases Phase 1 January 2014 – December 2016: Organisational capacity of “ama”: In the first phase, emphasis is placed on continuing organisational capacity building to “ama” both on the political as well as operational level, ensuring that the right foundation is laid for “ama” to guide and support the community members from passive to proactive citizens raising their concerns for equitable rights to natural resources Focus is on 3 training packages around: i) Just environmental governance; ii) Business ethics and social responsibility; and iii) Institutionalising advocacy. In relation to advocacy priority is given to start advocacy work in “ama”’s organizational structure. The organisation has always used a variety of awareness activities that are often thought of as advocacy activities such as Forum Theatre, debates, radio programmes, TV or video as a means to disseminate legislation, a problem or a cause. DFE financed the advocacy and communication officer that was employed with FEFA funds. With the present project the responsibility to continue to fund this position is given priority. Furthermore, the capacity building will be organised around advocacy processes and tools. A special focus on how the board members in the future can play a much more vital and visible role as advocators is given priority, just as it has been given priority to elaborate a code of conduct/policies that will guide “ama” around how to tackle threats towards staff that operates with advocacy. Strategic delivery: Emphasis is placed on technical support and advice about just environmental governance, human rights and grievance mechanisms to the local CSOs throughout the project ensuring that new knowledge is understood and adapted into the organisations. The team will initiate dialogue between the three actors – authorities on provincial and district level, local civil society organisations and the private sector – on matters that relate to just environmental governance and business ethics and social responsibility. This will happen through facilitating training, workshops, meetings, access to and exchange of data and awareness raising. In relation to the DUAT process, the team will continue to support the two DUAT processes that are currently in the pipeline. The technicians will furthermore work closely with the FGAs following the collection and distribution of the 20% revenue on timber logging. Advocacy: In the first phase, the emphasis is on carrying out a baseline study on development projects in the pipeline in the province, start to produce documentation on how land rights are handled in the province, and how the present community consultation and public participation processes are carried out using e.g. baselines and case stories. Next, networking with platforms on land rights nationally, regionally and internationally is structured. Last, the first training to CSOs about advocacy processes will be carried out allowing them the communities to become familiar with the techniques before they are asked to bring forward a local concern and carry out a campaign in phase 2. Phase 2: January 2017 – December 2019 Organisational capacity of “ama”: The focus will be on consolidating and follow up on the training sessions from phase 1. Depending on the actual situation, there might be a need to take up new issues during this phase. The next phase will furthermore put emphasis on establishing and support financially an advocacy department within “ama”. It is seen as yet another step towards institutionalising advocacy as a transversal activity in the organisation that allows all the project teams to benefit from collection of evidence, learning, and production of learning material. Strategic delivery:

During phase 2, women rights to land will be included as one of the main elements under strategic service

delivery due to a general neglect of rural women’s roles and entitlements to land, although rural women in

Mozambique constitutes the most resource poor and neglected socio-economic groups. Women produce

80% of household food needs, but control less than 2% of the land. Rural women have a double burden of

household responsibility and generating income to fund their basic needs, combined with most limited

access to health, education, training, public infrastructure, credit or employment. Despite their essential

contribution to development, by far the greatest hindrance to rural women’s empowerment is the denial of

equal rights to land and property ownership.


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Next, the technicians will continue to work closely with the LOLE structure and the natural resource structures including the FGAs, COGEP and the CGCRNs following the collection and distribution of the 20% revenue on timber logging and social funds from extracting oil, gas and minerals. During phase 2, actions towards establishing a provincial platform on business ethics and CSR in cooperation with relevant authorities and associations will start in a means to break down barriers further and enhance a structured relationship between different stakeholders in the province. Advocacy: The second phase will focus on rolling out the project through building capacity within relevant focus areas, workshops with the local authorities and private sector, and the first advocacy activities that build on data from the research studies will be planed and initiated. In phase 2, the CSOs involved in phase 1 will take a more central lead gaining more experiences and become more familiar with advocacy activities that can allow them to plan and implement a campaign. It is done by promoting advocacy as a tool to raise a case and allow community members to become familiar with the concept while testing it in practice. The normal practice is that others such as “ama” are speaking on behalf of the community, but during phase 2 initial training will take place that allow community members to engage more actively. In the second phase, ama” will monitor the recently established social fund that receives funds from the extractive industries. Building media interest and support to shift public disclosure on questions of land policy, public awareness of and participation in decisions affecting sustainable development and companies social responsibility towards communities where they operate will be included in the second phase through training courses for journalist. “ama” will provide tools and technical assistance related to media kits, press releases, and interviews (radio/TV). There will furthermore be an increased focus on social media as a means to reach out to a broader audience; but also as a means to present new tools to facilitate public monitoring. By disseminating information through media “ama” contributes to public awareness about a problem, which in turn might put public pressure on decision-makers. Phase 3: January 2020 – December 2022 Organisational capacity of “ama”: This phase will consolidate and disseminate experiences from the project and involving synthesising and packaging knowledge and lessons learnt widely within “ama” as well as to its alliances. Special emphasis will be placed on establishing an intranet, and written, audio and visual products to share knowledge Strategic service delivery: Likewise, emphasis will be on consolidating knowledge and experiences around DUAT processes, women equal rights to land, and the open space for dialogue between the authorities, civil society and the private sector. During the last phase emphasis will also include the element: human right education in schools and will build on collected local evidence as the base for preparing local curricula. Advocacy: During the last phase emphasis is on incipient implementation of advocacy strategies in CSOs, consolidation and dissemination of experiences and phase-out with emphasis on continuing the best experiences from the project period.


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3. Budget summary Here a summary of the main budget items should be provided. A detailed budget with notes must be submitted in the annex ‘Budget format’, which can be downloaded at: www.cisu.dk. NOTICE: Remember to click on all three tabs in order to fill in all three spreadsheets. See also ‘Guide to budget preparation’ at www.cisu.dk

Budget summary Currency

Indicate the total cost (i.e. including contributions from the Project Fund as well as other sources)

4.285.368 DKK

Of this, the Project Fund is to contribute

3.896.768 DKK

Of this, indicate the amount to be contributed by other sources of finance, including self-funding by the Danish organisation or its local partner, if any

388.600 DKK

Indicate total cost in local currency

20.652.873 MZN

Indicate exchange rate applied

4.819 MZN

Main budget items: Financing plan Full amount Of this, from

Project Fund Of this, from other

sources

1. Activities 1.336.240 1.197.640 138.600

2. Investments 180.189 180.189

3. Expatriate staff

4. Local staff 889.245 889.245

5. Local administration 560.859 310.859 250.000

6. Project monitoring 504.910 504.910

7. Evaluation 154.210 154.210

8. Information in Denmark (max 2% of 1-7) 62.800 62.800

9. Budget margin (min 6% and max 10% of 1-8)

296.987 296.987

10. Project expenses in total (1-9) 3.985.440 3.596.840 388.600

11. Auditing in Denmark 45.000 45.000

12. Subtotal (10 + 11) 4.030.440 3.641.840 388.600

13. Administration in Denmark 7% 254.929 254.929

14. Total 4.285.368 3.896.768 388.600

http://www.prngo.dk/

http://www.prngo.dk/


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4. ANNEXES OBLIGATORY ANNEXES The following annexes must be submitted both in print by post and electronically by email:

A. Basic information about the Danish applicant organisation B. Factsheet about the local organisation C. Budget format

Annex B is filled in and signed by the local partner. It can also be submitted in a copied/scanned version. The following annexes about the Danish organisation must be submitted in print by post:

D. The organisation’s statutes E. The latest annual report F. The latest audited annual accounts

SUPPLEMENTARY ANNEXES (max 30 pages):

Annex no. Annex title

G LFA

H PIP

I Support Letter DPA

J Support Letter DPCAA

K List of ama’s projects

L Organisational Diagram ama

M ToR Project Coordinator

Notice: All annexes should be submitted in print in three copies (no magazines, books, newspaper cuttings or ring binders, but copies of relevant excerpts thereof).

Documents

Application form: MAJOR DEVELOPMENT PROJECT or phased ...BE8... · THE CIVIL SOCIETY FUND – Major development project (DKK 500,000 to 5 million) 1 1. Cover page MAJOR DEVELOPMENT