1

Project Title : Economic Empowerment of Women {EEW}

Project Duration : 1st March, 2011 1st March, 2012
Report : Kick Off Workshop
Date of Activity : 6 7 April, 2011




Implementers : Dan Church Aid
Church and Society, CCAP Synod of Livingstonia
Ministry of Gender, Children & Community Development

Contact : The project Coordinator
Dan Church Aid
P/Bag 282
Lilongwe
2

1.0 Aim


This was the first activity in the project. The major aim of the workshop was to provide
participants with a strong theoretical and practical understanding of the EEW Project through
introductory training of all relevant staff from DCA, Church and Society Livingstonia Synod,
and key project personnel from the Ministry of Gender, Children and Community
Development. It was further to inform the participants of the Norwegian Embassy/Dan
Church Aid (DCA) reporting deadlines and formats, financial management, procurement as
well as a thematic introduction and training in project goal, strategies and challenges. The
participants were expected to further scrutinise the project activities, their relevance and
sequence and the reality of the budget for each project activity.

2.0 Program for the Project Kick-Off Workshop

The workshop was planned for two days with four major areas to be looked into
1
. These
included project and team which looked at project introduction, purpose and future and the
project team, donors and administration which composed of donor issues, reporting and
administration, understanding the budget which involved budget sources, spending, flexibility
and budget usage for administration, filing and reporting and project implementation which
involved understanding the planned activities in relation to the budget allocation, making the
log frame operational and designing a Monitoring and Evaluation Framework.


3.0 Work Covered during the Workshop

3.1 Project Overview

Katrina Haahr Lorentzen, the fundraising Officer for Dan Church Aid was the main facilitator
on the first day. All participants present were welcomed to the workshop by the Regional
Representative. They were encouraged to actively participate during the workshop.
Cecilie Winther, the Dan Church Aid Country Representative for Malawi was also present.
The origins and importance of the EEW Project was explained. It was pointed out that Dan
Church Aid (DCA) Malawi joined the National MDG 3 Call to Action Campaign in April 2009
by pledging a commitment to do something extra towards gender equality and women
empowerment within the area of economic empowerment of women (EEW). The key pillar of
the DCA Malawis commitment was to host the EEW Conference on 12 May 2009, which
resulted in the ground breaking outcome of the Lilongwe Declaration May 2009.

At this conference a momentum was experienced of overarching support and commitment in
placing renewed focus and priority on EEW from participating 140 stakeholders composed of
a multi-sector audience of experts and practitioners within Government, the non-
governmental organizations, the financial institutions, faith-based organizations, academia
and the donor community.

Participants were informed that across the multi-sector audience, five key areas of gaps and
needs were identified in relation to EEW as well as six areas of key recommendations in
terms of actions and interventions in the way forward, which constitute the Lilongwe
Declaration May 2009. Those areas featured as the core inputs to the strategy for this
project.

With this proposal called EEW in Malawi DCA Malawi and Church & Society Livingstonia
(CSP Livingstonia) aspires to initiate a close cooperation with the Ministry of Gender,

1
A detailed workshop agenda is attached
3

Children and Community Development to strategically promote the EEW agenda in Malawi.
The overall objective is to contribute towards rural poor Malawian womens sustainable
poverty reduction through improved service delivery in the area of economic empowerment
and the project is viewed to be contributing strategically to the priorities of the National
Gender Policy and Plan as well as priorities in various other line ministries and Government
institutions.

The participants were also informed that the project will be a one-year pilot, focusing on
research and documentation, networking and coordination as well as lobbying and some
strategic advocacy efforts to increase and improve concrete actions taken towards EEW. It is
hoped that this pilot-phase will generate experience and achievements of high relevance to
the continued commitment of DCA to promote this agenda and possibly to lead into a next
phase and further cooperation with the Royal Norwegian Embassy in Lilongwe.The project
will be an advocacy tool for the EEW in Malawi.

The challenges met in mobilizing funds for the project were highlighted. Eventually, it was
the Norwegian Embassy and DCA that identified the project funds. The workshop
participants applauded the donors in appreciation for provision of funding and setting up of
the EEW project. Participants were encouraged to work very hard in the process of
implementing the project activities. It was hoped that there would be continuation of the
project after year one depending on the successful implementation of the pilot phase.

3.2 Introduction of Participants

The Facilitator led participants through the process of introductions. Participants worked in pairs in
pairs to develop a brief profile of a partner using their name, organisation they worked for, position,
expectations of the impact of the EEW project, skills the partner would bring to the project and the
project, home district and preferred food. Participants were privileged to know the capabilities and
expected contributions of each participant to the project.


The participants were taken through the development goal, project goal and expected results of the
EEW project, activities, stakeholders management coordination and all the financial and
administrative issues on the project were reported as follows:

a. Development Goal: To contribute towards rural poor Malawian womens sustainable poverty
reduction through improved service delivery in the area of economic empowerment. The
Projects. Development, project goals and the expected results were highlighted as follows:
b. Project Goal: Improved policy environment and service delivery for expedited EEW
c. Expected Results

1.1 Relevant baseline and evidence-based documentation is undertaken
1.2 The Lilongwe Declaration officially adopted, disseminated and being used as tool for planning
for interventions
1.3 Advocacy and lobby materials produced and actively used through meetings and consultations
with key duty bearers
1.4 Access to information regarding EEW is easily available and actively promoted
1.5 Gaps identified in legislative and policy frameworks and recommendations formulated
4

1.6 Lobby work for revising key legislative areas is carried out through consultative meetings,
round table discussions and workshop.

d. Stakeholders

Donor: Norwegian Embassy in Lilongwe and DCA/Danida
Contract holder: DanChurchAid (DCA)
Local partner, civil society: Church & Society Livingstonia Synod
Local partner, government: Ministry of Gender, Children and Community Development

Other key stakeholders (consulted and involved), among other many were :
- CSP Platform
- DAGG, FIMA, MAMN, Ministry of Trade and Industry; Economic Planning and Corporation;
and MoAFS.
- OIBM and NBS Bank
- CARE Malawi, Plan International, Oxfam, ILO, DED, UNFPA, UNDP

e. Management and Coordination

Implementing partners
Lead: Church & Society Livingstonia Synod and DanChurchAid
Regional co-implementers: C&S Nkhoma and C&S Blantyre
Close involvement for technical consultation and national coordination: Ministry of Gender,
Children and Community Development
Steering committee: DCA, C&S Livingstonia and Ministry of Gender will form a technical
committee meeting monthly for planning, reviewing and implementing together and reporting
to DAGG.
Civic and Political Space Platform: Involved in strategic and relevant activities to ensure
micro-level representation and perspective as well as strengthening of advocacy efforts and
sustainability.
Strategy: To mobilize the specific strengths and mandates of each stakeholder to ensure
relevant implementation and sustainability. Transfer of knowledge, networks and capacity to
local stakeholders (civil society and government) for sustainable implementation beyond
project period.

f. Key Activities
Research, cross sector learning and information dissemination: Mapping exercises
(baselines), case studies, stocktaking reports and launch of EEW website and information
hub.
Strategic advocacy and lobbying:
Endorsement of Lilongwe Declaration, sensitization and making it operational; producing
advocacy materials, conducting consultations.
Multi-sector coordination, monitoring and strategic partnerships:
Consultations, trainings, documenting and disseminating best practices, thematic networking
platforms.
Policy and law review:
Policy and law reviews and recommendations, workshops on policy and law reforms, joint
work plans and round table discussions.

The Facilitator led participants into a process of developing the EEW Projects Strengths,
Weaknesses, Opportunities, Risks (SWOR) and Project Partners values. Participants worked in
groups for the SWOR analysis and individually for the personal values. The results were as follows:

Projects SWOT Analysis and the Project Teams Individual Values
5


Two exercises were conducted. One was a group exercise to come up with the SWOT analysis of
the EEW project and the other was an individual exercise to find out personal values of personnel in
the implementation Team.

The SWOT analysis focused on the Strengths, Weaknesses, Opportunities and Risks. Two groups
were formed and both worked on the same. The results were consolidated as follows:

Strengths
Good for advocacy as different strategic stakeholders will be brought together
There will be coordinated voice for policy direction regarding EEW; policy analysis, policy
formulation and implementation
Various stakeholders will contribute to research which will improve learning and
documentation on best practices
A model of partnership between CSOs and Government
Physical location of stakeholders will enable national representation to be easier
Conferences and workshops
Technical capability
Ownership of agenda
Project addresses national EEW MDG1-3
Availability of funding
Tripartite partnership
Weaknesses
Wide range of partners requiring wide consultations which may lead to delays in
implementation
Physical location of partners/stakeholders may affect coordination
Short life-span of project/rigid timeframe
Congested activities
Opportunities
The already existing programs and structures of stakeholders e.g. Micro-
finance/banks are promoting small to medium scale enterprises/proliferation of
lending institutions
Multi-sector involvement
Background to the project has strong political involvement/commitment
An opportunity for fund-raising
6

Risks
Retention of core implementing team is not guaranteed leading to loss of institutional
memory.
Commitment from stakeholders may not be easy.
Short-life span of project


b. The Project Team

The project will be managed by DCA, C&S Livingstonia with Ministry of Gender having an active
role as the major representing agent of the Public Service C&S Livingstonia, DCA, Ministry of
Gender are the key implementing partners. A steering committee will be put in place upon agreeing
on the composition, roles and responsibilities of the Steering Committee.


The Staff Values

# KEY AREAS SUB HEADINGS OF THE KEY
RESPONSES
EXPLAINATIONS
1. What matters most to
the indi vidual
Teamwork and success Team spirit efforts deriving success-everyone contributing-
learning and growing.
Respect Commitment, Trust Equality and mutual respect-respect of all regardless of
color, age, sex-encouragement-being consulted and
involved-trust and delegation of responsibility-total
commitment
Survival needs Being compensated for the work to provide adequately for
our survival needs.
Famil y life My life and family- if children are well and in good hands it
is easier to work hard;
God Personal stand with God. J esus directs my
interrelationships, behavior and commitment.
Serving the less privileged
people
Being creative and initiating programs that address the
rights of the less privileged people.


ENCOURAGING


Results and success
To succeed in any assignment- to implement plans as
planned- to see and celebrate results.



Incentives and resources
Personal incentives-adequate resources available on time-
transparency and accountability. Commitment to work with
or without resources.







An effective and committed
Team
Good-result-oriented teamwork: Effective, skilled and
critical colleagues-each member performing and respecting
deadlines-working towards a clear goal, objectives and
activities-reporting and communicating timely-all members
are dedicated, hardworking and committed.
A respectful and supportive
Team:
Working with honest and friendly people-providing each
other moral and technical support-sharing information an
being open-showing mutual respect, recognizing each
other about giving space to each individual in the team-
creating a friendly environment at work.
Room for indi vidual
performance, feedback and
encouragement
Flexible environment allowing room for new ideas and
independent work-encouragement to take the initiative-
getting timely feedback from colleagues, can be positive or
negative, but constructive to improve performance-being
challenged and triggered to work harder- not being afraid
Failure is a stepping stone to success
Passion and results at the
grass-root level
Working with passionate issues- having a love for the less
privileged people, especially children and women-seeing
resources going to the grass-root level, not being spent on
7

conferences and workshops.
Discouraging Lack of results and poor
planning
Poor planning and no expectations- failure to achieve
results and objectives- lack of coordination and poor time
management- no deadline adherence-non-adherence to
agreements-lack of commitment.
Unsatisfactory working
conditions, mistrust and poor
leadership
Being perceived wrongly by colleagues-leader not opening
up-un participatory performance appraisal-being involved
in unplanned work and instead working on ad-hoc terms.
Disharmony in teamwork Focusing on weak spots instead of using positive
encouragement- environment of mistrust with backbiting-
team members competing lack of information sharing-lack
of support.
Inadequate or delayed
resources
Work resources or tools not supplied on time.
Passion and Challenges Working with the usual staff without being challenged- rigid
environment killing initiative and performance- working with
areas where there is no passion.

The key values listed included a committed strong team that is results oriented and delivers. Lack of
results, poor planning, and un-conducive working environment and delayed procurement and work
resources were some of the key issues that would discourage the team in its work. Awareness of
the SWOT of the project and the values of personnel involved will go a long way to strengthen the
team and ensure effective timely implementation of the EEW Project.

4.0 Purpose and Future
As a one-year project it implies that its a crash Project which requires full concentration and total
commitment of all Partners from the start. There is an opportunity for continuation as the project
may incite the interest of other donors. This will also depend on the successful implementation of
the project in year one.

5.0 Donors and Administration

Participants were enlightened on donor reporting and budgetary issues as follows:
Donors
The project is funded by two back-donors:
The Norwegian Embassy in Malawi and DCA/Danida.

Back-donor




DCA




Partners and stakeholders
8


DCA holds the contractual responsibility towards the back-donors, including the overall
technical and financial responsibility.

What does it mean to be a back-donor funded project?

- Single grant
- Strong commitment to project documents
- Reporting formats and deadlines are given
- Costs are only eligible if strictly necessary and provided for in the budget
- All non-adherence to plans must be foreseen and agreed upon in advance
- Great opportunity for impressing and building a good relationship to a donor


6.0 Partners and Stakeholders

DCA holds the contractual responsibility towards the back-donors, including the overall technical
and financial responsibility.


7.0 Reporting

- Narrative (six-months and final)
- Financial (following the project budget)
- Audit TOR (annual and final)
- Budget forecasts
- Updated work plans
- Transfer request

7.1 Reporting deadlines:

- Quarterly financial reports:, 15
th
June September, 15
th
December and 15
th
March
- Six-months narrative progress report: 15
th
September 2011
- Audited annual financial statements: 1
st
April 2012
- Final narrative and financial report: 15
th
April 2012
- Final audit: 1
st
of June 2012

7.2 Administration

Instalments: Three as described in cooperation agreement.
Accounts: Project account EEW-DCA.
Exchange rates: Any gains or losses should be reported.
9

Interests: Any gains must be reported in the finance and audit reports and be returned to
DCA by project end unless differently agreed in writing.
Audits: One for 2011 and one for the whole project period.
Documentation: As for all other projects, ensure that documentation for all expenditures
exists and are properly filed. Book expenses in accordance with budget lines. Allow easy
access and overview for the auditor. Follow the DCA procurement manual in all procurement
of equipment and services and document this properly.
Full and part time staff: Only actual expenditures (including benefits) can be booked and
use timesheets or specific job descriptions. DCA has a timesheet format that could be
shared with the part time staff to indicate their time input to the project. However, it was
agreed that for the full time staff, their contracts would suffice.


8.0 Understanding the Budgets

8.1 Two back-donors:


The Norwegian Embassy in Malawi: 73,170,741 MKW (80%)
DanChurchAid/Danida: 18,926,823 MKW (20%)

8.2 Two DCA Budget Overviews: Norwegian funds and Danida funds.

A requirement from the Norwegian Embassy was to only fund specific budget lines, excluding DCA
staff, vehicle, insurance etc. This means that the project could not be implemented without the
DCA/Danida funding.
All implementation and financial requirements: Aligned.

Two project budgets (including both funding sources!):
Norwegian Kroner and Malawi Kwacha

8.3 Two budget summaries: Norwegian Kroner and Malawi Kwacha
One budget details. All transfers from DCA to C&S: Norwegian Embassy funding
Except: Vehicle for C&S. It is paid by DCA/Danida funding and it will be bought, insured and
maintained by DCA.

8.4 Spending: Who spends what:
All expenses and activities have been shared between C&S and DCA, reflected in the Budget
Overviews. Also indicating who will take lead. However, the project is a capacity transfer project: It
is aiming at DCA phasing out as co-implementer and C&S Livingstonia as well as Ministry of
Gender continuing. For this reason, if it is agreed (Steering Committee/work plans) that C&S
Livingstonia should take lead on more activities, they will be reimbursed by DCA, according to
budget. The same could happen with Ministry of Gender Steering Committee: Will discuss and
revise work plans at an ongoing basis and make agreements and share tasks

8.5 How much to spend:

ONLY expenses according to budget are eligible.
ONLY expenses necessary and planned for are eligible.
If otherwise agreed: Has to be documented in writing and reflected in updated work plans and
budgets.

8.6 Budget details: Attached to the budget for background information when breaking down
activities and budget for operational purposes.

10

8.7 Rates: Normal DCA rates apply for DSA, accommodation, fuel reimbursements etc. and are
indicated in the budget details. DCA expects that these rates apply unless otherwise agreed upon in
writing.


8.8 Budget flexibility:

As a starting point: No budget flexibility!
At a practical level: Limited budget flexibility and all overspendings need to be foreseen
and approved in writing by DCA in advance.
As a rule-of-thumb:
Max 10% under or over spending
All over spending have to be covered for elsewhere in the budget

All quarterly, biannual and final financial reports must be accompanied by justifications for all
budget deviations.
Crucial under or over spending has to be foreseen well in advance and discussed with DCA
for appropriate measures to be taken, either revising the budget or changing implementation
agreements.
All budget revisions are in writing and can result in a contract amendment.

9.0 Project Implementation

This session was done in the second day and facilitated by Lugede Chiumya, the Programme
Officer for Dan Church Aid hosting the EEW project, and assisted by Susan Kaunda, the Project
Manager for the EEW Project. Participants developed the draft the Terms of Reference (TORs) of
the Steering Committee as follows:

Scrutinizing and approving project plans
Monitoring progress
Advocacy and lobbying for legal and policy frameworks on EEW
Offering technical support
Active participation in DAGG
Constitute an advocacy think-tank and developing TORs
Meeting once every month prior to DAGG meeting.
Spearheading fund raising and continuation
Conducting exchange visits and procurement of services.


9.1 Understanding the planned activities in relation to budget allocation

Participants worked in two groups to revisit the planned activities in relation to the budget. They also
critically aligned every activity to the budget line item ensuring that all sub-activities in an activity are
adequately paid for. Areas where funds seemed inadequate were highlighted. It was agreed that
some budget line items have been over-subscribed and funds from such line items will be moved to
11

the areas where funds are in adequate. This process does not entail addition of funds to the budget
but reshuffle of funds within the budget. A comprehensive Project Work-plan was the main outcome
of the exercise and it is attached. This Work Plan will guide the implementation process of the EEW
Project. The outcome was the EEW Project Work Plan attached.

10.0 Key Action Points

Visibility plan-DCA EEC team will come up with draft.
Project rates for fuel and per-diem-DCA will come up with rates-company rates will be
negotiated for accommodation.
DCA will provide a time sheet for C&S.
DCA will consult finance officer for maintenance and insurance of vehicle.
Allowed budget variation will be clarified by DCA.
DCA will lead in the development of the procurement Plan and will work with C&S
Livingstonia.
DCA project Team to develop the M&E framework and share it with all partners for inputs
and finalization.
11.0 Conclusion

In summary, the Kick-Off Workshop was a success as participants were introduced to the EEW
project in terms of its background, donors, its purpose, duration, proposed activities, implementing
partners, strengths, weaknesses, opportunities and risks of the project set-up as well as how the
project will be administered, procurement of equipment and services, and audited. However, due to
time limitation, the design of the monitoring system was deferred. The agreement made was that the
DCA EEW team would draft the monitoring plan and share it with others for input.