armindo tomo - wvm chriatian commitments programme evaluation report 2013

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Christian Commitments ProgrammeMozambique

Final Evaluation Report

LIPANGUE, Lacerda Zacarias

TOMO, Armindo Feliciano

April 2013


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TABLE OF CONTENTS

ACKNOWLEDGEMETS ............................................................................................................................... 3

LIST OF ACCRONOMYS ............................................................................................................................. 4

SECTION I ...................................................................................................................................................... 5EXECUTIVE SUMMARY ............................................................................................................................. 5SECTION II ..................................................................................................................................................... 6PROGRAMME DESCRIPTION .................................................................................................................... 62.1. Programme Overview .......................................................................................................................... 62.2. Programme Rational ............................................................................................................................. 72.3. Programme Goal and Objectives .......................................................................................................... 8SECTION III..................................................................................................................................93. EVALUATION METHODOLOGY .................................................................................................... 93.1. Identify stakeholders ............................................................................................................................ 93.2. Describe and understand the programme ............................................................................................. 9

3.3.

Design evaluation ................................................................................................................................. 9

3.4. Gather evidence .................................................................................................................................. 123.5. Analyse Results .................................................................................................................................. 12SECTION IV ................................................................................................................................................. 134. KEY FINDINGS AND INTERPRETATION ................................................................................... 13SECTION V .................................................................................................................................................. 195. CONCLUSIONS ................................................................................................................................ 195.1. Relevance ........................................................................................................................................... 195.2. Effectiveness ...................................................................................................................................... 205.3. Efficiency ........................................................................................................................................... 205.4. Impact ................................................................................................................................................. 215.5. Sustainability ...................................................................................................................................... 24

SECTION VI ................................................................................................................................................. 25

6. RECOMMENDATIONS ................................................................................................................... 257. APPENDICES.....................................................................................................................27A. Programme Log frame ....................................................................................................................... 27B. Terms of Reference for the Evaluation .............................................................................................. 28C. Fieldwork plan ................................................................................................................................... 32D. Discipleship Wheel ............................................................................................................................ 33E. Reviewed Documents..........................................................................................................34


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ACKNOWLEDGEMENTS

We first thank God for His Guidance, Grace and Abundant Blessing from which we stay

illuminated for eternity.

We would like to extend our gratitude to all those who supported us on preparation and during

the evaluation of the CC Programme. We fully acknowledge that our work could not have been

completed without the participation and contribution of most of the programme team members.

Our special thanks to Christian Commitments Programme professionals in Maputo, namely Mr

Toms Valoi and Mr Isidro Fote, who kindly provided us with relevant information andinstructions of the Programme and of the World Vision as a Christian Organisation.

Our sincere thanks goes to Mrs. Humberto Nazar, Christian Commitments Programme officer

in Zambzia who served as an advisor for the evaluation team and largely contributed to the re-

design of the guiding evaluation questions. His careful car driving and patience were decisive for

the evaluation team to safely reach the locations for meetings.

Our thanks also go to Mr. Moussa Sangara, World Vision Provincial Representative in

Zambzia, who provided overall direction to the evaluation and ensured that all WV-Zambzia

staff gave priority to this evaluation despite other obligations.

Last but not least, our greatest thanks go to our respectable fathers, mothers, youths and children

of the visited communities in Mocuba and Morrumbala; without their active collaboration and

the fruitful discussions we had with them, this evaluation would not have been achieved itsobjectives.

May God Bless You All!

Lacerda Zacaria Lipangue

Armindo Feliciano Tomo


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LIST OF ACCRONOMYS

ADP Area Based Programme

AJOCUM Associao Jovens com uma Misso/Association of Youths with a Mission

CC Christian Commitments

CCP Christian Commitments Programme

FRELIMO Frente de Libertao de Moambique/Mozambique Liberation Front

HIV/AIDS Human Immune deficiency Virus and Acquired Immune-Deficiency Syndrome

IIL Instituto Internacional de Liderana/Leadership International Institute

N/A Not Applicable

NUPAMO Ncleo de Pastores de Moambique/Pastors Association

RENAMO Resistncia Nacional Moambicana/Mozambican National Resistance

SMART SpecificMeasurableAttainableRelevantTime-bound

WV-Moz World Vision Mozambique


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SECTION I

EXECUTIVE SUMMARY

The Christian Commitment Programme is a 4 year (2009-2012) WV-Moz attempt to addressChristian impact issues both at projects and office levels. Through this project, WV-Moz sought

to increase the capacity of staff to integrate Christian Commitments into their lives, professions

and programs. Also, WV-Moz took initiatives that promote the unity among churches of

different denominations. These have been designed to be achieved through activities that

enhance the spiritual formation and nurture of staff, collaborative Christian work with church,

Christian agencies and capacity building of local church leaders to enable them carry out their

wider mandate of disciplining the nation.

As the programme came to end, WV-Moz sought to get reliable and systematic information on

the progress made and the impact achieved taking into consideration the planned outcomes. For

this the work of external consultants were commissioned.

Taking into account the consequences of colonial and socialist past of the country and; the

current level of economic and spiritual poverty, associated with the challenges imposed by the

irreversible globalisation; CCP remains valuable instrument to support the Mozambicans

communities in facing live adversities.

The evaluation found sufficient evidences of social and spiritual improvements. There is an

observable decrease in anti social behaviour within the communities; increasing staffs who

demonstrate Christian values and churches actually work together in pursuit of spiritual growth

of their constituencies. The programme succeeded in creating ownership of the target group.

The evaluation recommends the programme to evaluate the potential of the existing faith based

organisation (NUPAMO, AJOCUM, ILL etc) to determine specific strategies for better

collaboration. Regarding the modes of delivery, the programme should integrate its activities and

budget within other projects of the organisation, so to emphasize its crosscutting nature.

Whenever possible, the programme should agree with senior managers and projects donors on

the shared responsibilities for the CCP because without full commitment of the senior managers

the CCP could be seriously weakened.


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SECTION II

PROGRAMME DESCRIPTION

2.1. Programme OverviewThe following Christian Commitment proposal covers 4 year (2009-2012) WV-Moz attempt to

address Christian impact issues both at projects and office levels. As a result of its colonial

history, form of government adopted at independence and civil war that followed soon after

independence, Mozambique has many of its citizens impoverished economically and spiritually.

About thirty-three years after independence, the country is still trying to recover from the

consequences of its past history. Within the last decade, HIV and AIDS had begun to reverse

some of the gains that have been made and this has further worsened an already challenging

situation. The Church has struggled to bring about a positive impact in the lives of its members

and other community members. WV-Moz, with more than 1000 staff at various levels of

Christian maturity, is seeking financial support through this proposal to address some of these

needs. This project will focus on addressing unfulfilled needs during the previous phase of

implementation as excavated by the evaluation conducted in 2007. Other new needs have been

identified through listening to and observing new trends in the Christian Commitments

community and strategic direction emphasis.

Through this project, WV-Moz seeks to increase the capacity of staff to integrate Christian

Commitments into their lives, professions and programs. Also take initiatives that promote the

unity of the church across the spectrum of denominations and traditions that will enhance the

leadership competencies of church leaders and develop activities for the Christian formation of

children, youths and women. These will be achieved through activities that enhance the spiritual

formation and nurture of staff, collaborative Christian work with church, Christian agencies andcapacity building of local church leaders to enable them carry out their wider mandate of

disciplining the nation. Activities that are being proposed are in line with the partnerships

strategic mandate number one that deals with the reinforcing our Christian foundations, identity

and witness. The bulk of our current funding is predominantly government grants, which limits

on the number of Christian programming initiatives that can be included, it has become


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necessary for WV-Moz to seek this additional resource to enable it address the needs as

identified. The four- year budget for this project is US$570,000.00.

2.2. Programme RationalMozambique was a Portuguese colony for over 500 years and Mozambique Liberation Front

(FRELIMO) fought a 10-year war of independence against the Portuguese. At independence in

1975, FRELIMO set up a Marxist-socialist government, which banned Christianity and other

religions. This situation destroyed the Christian values and moral education in peoples lives,

especially among the youths. Soon after independence, Mozambique was involved in a civil war

between FRELIMO and Mozambique National Resistance (RENAMO), which lasted for 16

years that led to the loss of many lives and thousands of internally displaced people. Over one

million Mozambicans took shelter in neighbouring countries during the civil war. It was in the

midst of this brutal war that WV-Moz started its relief operations to war and drought victims in

Tete and Manica Provinces in 1984. The civil war worsened the already bad socio-economic,

political and spiritual life of the country. With the signing of the Rome Peace Accord between

FRELIMO and RENAMO in 1992, peace returned to the country and reconstruction of the

country began. The two wars destroyed a lot existing infrastructure and reduced the gains of

many decades.

With a Human Development Index of 0.384, Mozambique ranks 172thof 177 countries listed.

Updated statistics in 2005 indicate that 54% of its population is living in absolute poverty.

National census data (1997) show that nearly one-quarter of the population said they had no

religion, 24% belonged to the Catholic faith, 18% Muslims and 17% Zionist (a group in which

many members mix traditional religion with Christianity). Less than 10% were classified as

Protestant/Evangelical Christians and the others belong to other faiths. These data clearly show

both spiritual and economic poverty exists in Mozambique. The country with an HIV prevalentrate estimated at 11% among adult population in 2007, and like many countries in Southern

Africa, has to deal with the growing challenges that HIV/AIDS is creating. AIDS is currently the

leading cause of maternal orphans in Mozambique. Surveys conducted by WV-Moz show that

many children become vulnerable to various abuses and exploitation, for lack of parental

protection and guidance. They often have to care for their ailing parents and guardians. Some


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have been withdrawn from school in order to look after sick family members. They are assuming

responsibilities that ordinarily should be those of adults. The most productive age groups of the

population are succumbing to HIV and AIDS. While many people know how to prevent HIV

transmission, many respondents, including church members, are still involved in risky sexual

behaviour. WV-Moz believes that behavioural changes that could reduce further transmission of

the HIV and AIDS virus and provide hope for those already infected could come through the

work of the Holy Spirit in the lives of individuals.

2.3. Programme Goal and ObjectivesGoal

To partner with churches and faith based organizations in pursuit of spiritual and social

transformation of staff, children, their families and communities in ways that contribute to

measurable improvements in their lives by September 2012.

Objectives:

Promote Christian formation of staff that contributes to healthy organizational culture &

holistic ministry;

Promote the practice of prayer at individual and corporate levels;

Create a Christian culture in the workplace that fosters openness and Servant leadership;Develop and strengthen partnerships with churches and faith- based organizations that will

support spiritual nurture of children, their families and communities;

Develop partnerships with churches that serve our shared mission;

Provide tools that result in measurable increase in Christian witness in all programs that focus

on the spiritual nurture of children;

Partner with churches in HIV/AIDS awareness, prevention and control;

Partner with churches on issues of advocacy and peace building;Build church unity among the different church denominations;

Build collaborative relationships with churches leaders in new operational areas;

Procure spiritual nurture materials forboth staff and childs ministry;

Organize and host church leaders conferences and prayer mobilization;

Carry out capacity building of church leaders and ministry to children leaders.


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SECTION III

3. EVALUATION METHODOLOGYThe sequential procedures adopted to evaluate the programme are as follows:

3.1. Identify stakeholdersUnderstand the importance of particular stakeholders;

Relationship between the target group and the rest of the communities;

Categorise the stakeholders: those who are involved (project teams) and those who are

affected (intended beneficiaries);

Complete the stakeholders analysis as shown in the table below

Stakeholder Analysis

[List key stakeholder groups and individuals that will be interested in the programme outcomes, will beaffected by them, or whose support/approval is essential, both within the programme and in the community,

and assess their importance (low/medium/high)]Stakeholder Interest Importance

WV-Moz staffThey are involved and make up the programmeteams but with interest in spiritual growth

High

Pastors/Church

leaders

Intended beneficiaries. Their interests are churchleadership competences and improvedcollaboration

High

WomenIntended beneficiaries. Their interests are spiritualgrowth and social affairs

High

Youths and children Intended beneficiaries. Their interests are spiritualgrowth, forma and biblical education

High

Community

members

Indirect beneficiaries. The programme expectsthem to be affected by the work of the intendedbeneficiaries and programme teams

Low

3.2. Describe and understand the programmeThis section covers the presentation and checking up the programme plan and the logic model.

The programme plan corresponds to the programme description presented in section II. The

programme log frame is presented in appendix A.

3.3. Design evaluationIn this section, we decided on the characteristics of the evaluation. Some of its characteristics

were provided with the terms of reference (Appendix B).


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The terms of reference called for final or summative evaluation to measure outcomes and

impacts though, we included some elements of progress evaluation. From this point we

immediately decide on the type of general questions we were to provide answers to. These are:

Evaluation Type Question

Process includingproducts and needs

Does it work?Is resource use minimised?Does it attain longer term goals?To what extent are the desired changes occurring? For whom?What are the potential barriers/facilitators?What is most appropriate development activity?

Outcome

What are the desired changes in behaviour or state?To what extent are these changes occurring?Are the changes effective?To what extent are desired changes occurring? For whom?

Impact

What are the unintended outcomes?To what extent have the intended benefits been achieved?What is the overall effect of the programme?What are the cost benefits?What is the cost effectiveness of the programme?

Having clear understanding of the type of evaluation and the information to generate (presented

in the form of question in the table above), we decided on the evaluation plan (Table below). The

evaluation plan is different from the fieldwork plan. The latter is just the indication of how the

field meetings will be conducted.

The evaluation plan elements can be interpreted as follows:

Evaluation questions: what do we want to know?

Indicators: How shall we know?

Baseline: What is the situation prior to any activity?

Source of information: Where the data will be obtained?Collection method: How the data will be gathered?

Schedule: When the data is expected to be collected?


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Evaluation Questions Indicators BaselineSource of

information

Collection

methodSche

RELEVANCE

To what extent are the objectives of theprogramme still valid?

The pretended changes shouldconform with the outlined problem

N/A Programmereports;

ProgrammeTeams

Reportsreview;

interviews

18-22and

remaevalutime

Are the activities and outputs of the programmeconsistent with the overall goal and theattainment of its objectives?

There should be logical connectionin the programme matrix N/A

EFFECTIVENESSTo what extent were the objectives achieved /are likely to be achieved?

The beneficiaries should share someexperiences of change in behaviour

N/A

Programmereports;

ProgrammeTeams

Reportsreview;

interviews18-22 M

What were the major factors influencing theachievement or non-achievement of theobjectives?

The programme are expected to listthem N/A

ProgrammeTeams

Interviews 18-22 M

EFFICIENCYWere activities cost-efficient? Plan-budget analysis N/A

Programmereports;

ProgrammeTeams

Reportsreview;

interviews

Evaluatimefra

Were objectives achieved on time? The activities should be terminatedat the programme timeframe

N/A

Was the programme implemented in the mostefficient way compared to alternatives?

Other implementation optionsagainst the actual one

N/A

IMPACTWhat has happened as a result of the programmeor project?

The beneficiaries are expected toshare evidences

Baselineneeded

Beneficiaries Interviews

18-22 MHow many people have been affected? Estimation should be undertakenBaselineneeded

Programmereports

(estimates)

Reportsreview

SUSTAINABILITYTo what extent did the benefits of a programmecontinue after donor funding ceased?

The discussion with the programmeteams and the information from thebeneficiaries should lead toconclusion about this issue

Baselineneeded

ProgrammeTeams;

BeneficiariesInterviews 18-22 M


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3.4. Gather evidenceFive distinct methods were used to evaluate the CC programme. These are: Focus Group

Discussion, Key Informant Interview, Direct Observation, Self-assessment tool, and Secondary

Data Review. The meetings with Focus Groups were arranged in accordance with the fieldwork

plan (Appendix C). Key informants included the CC advisory team. Direct observations took

place at the ADP and at the selected communities in accordance with the fieldwork plan.

In order to capture small picture of the senior managers commitment, an exercise of filling a

discipleship wheel (Appendix D) was undertaken. Secondary information was collected from the

reviewed documents listed in the appendix E.

3.5.

Analyse Results

Having gone to the effort of identifying evaluation questions, appropriate indicators and then

gathering data, we went through on organising the information and interpreting it. The

interpretation resulted in the key findings elaboration. The key findings enabled us to draw

conclusions and lesson learned. These elements are presented in the following sections of this

report. All sections were joined together to compile the evaluation report in conformity with the

selected report format.


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SECTION IV

4. KEY FINDINGS AND INTERPRETATION

This is the step in the evaluation process in which we gives sense to the findings presented in theprevious section. This will be narrative account that gives meaning to the information collected

through interviews (primary data) and through reviewing documents (secondary data). In a sense,

it is to explain the programmes successes and challenges in meeting its objectives.

KEY FINDING # 1: Staff members do in tegrate bibli cal pr inciples in the way to achieve

spiri tual matur ity

One of the objectives of any church ministry is to develop spiritual maturity" in the lives of its

constituency. Spiritual maturity is a process of the development of one's personal life with Christ

and the Body of Christ, the Church, which can be measured according to habits of intimacy with

Christ and self-motivated involvements in serving others in a local church.

The most practical and powerful way to get believers headed in the direction of spiritual maturity

is to help them establish habits that promote spiritual growth" (Warren, 1995, p. 348). These

disciplines include daily practice of Bible reading seeking God's guidance for the day,

prayer, intercession for others, private worship and seeking to serve others in order to

reflect Christ's love and message. The key to the development of these habits is the

involvement in small groups where mutual accountability of agreed upon habits give the

structure and motivation in order to encourage the environment for spiritual maturity.

In this way the interviews demonstrated that:

Since the CCP started, the staff gained abilities to pray, devote, study the Bible and to do

spontaneous prayer;They had opportunity to do what was regarded as not assignable to them like reading Bible to

the attention of other fellows. It is to refer that there are churches where reading the Bible is a

task only for the preachers;

They became aware of the importance given by Christ of volunteering themselves to assist

needy people and to spread the message of God;


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KEY FINDING # 2: There are examples of signi fi cant changes among fi eld staff in terms of

their behaviour s and practices as a resul t of the WV-M oz CC Programme.

A Biblical principle of spiritual maturity is putting off the old man and his deeds while putting

on the new manand his deeds (Col 3:9-14). This change has been testified by some field staff

during the interviews. Among others, follow some examples:

Before the CCP in Morrumbala, for instance, the way co-workers treated one another was not

friendly. It was even unimaginable in that time for one to give lift to another colleague who

works in different project;

The devotions, retreats and prayers changed the mentality of people in our organisation. One

colleague testified how the word of Christ brought through CCP, has saved him from

delusions of witchcraft: Once I told one villager that I was angry because my organisation

allocated a motorbike to my very recent colleague than me. The villager introduced me to a

witchdoctor who gave me a pocket-sized pillow. He prescribed me to keep that pillow in my

pocket when I am in the job. The result according to him was that I would be allocated a

motorbike. After a devotional session I changed my mind, I throw out the pillow and in my

dream I saw the pillow burning in a big fire.

Another staff member gave his testimony on how he used perseverance (Psalm 27:14 -

Wait for the Lord; be strong and take heart and wait f or the Lord) to keep himself peaceful

while disfavoured by some decisions taken by managers: I entered WV-Moz as the first to

readily accept an assignment to work in the most remote communities. After years of hard

work it was my expectation that my organisation would acknowledge my courage. It was

announced a scholarship offer and I thought I would be the choice to benefit from it. But the

scholarship was granted to another colleague, novice in the organisation. To worsen my

situation I was disrespected and seen as incompetent. There was even a plan to expel me from

the organisation.In this situation and with trust in God I was able to wait for His orientation

to decide on my destiny within the organisation. Fortunately He blessed me and today I enjoy

very good working environment in my workplace. I can today say that the nightmare has

definitely ceased thanks to my perseverance.


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The relationship between managers and staff members are of friendship. It does not occurs in

other organisations where Christianity values are not kept in the core position within the

organisational structure;

KEY FINDING # 3: Al though the Programme has demonstrated its capacity in promoting the

transformation of staffs behaviours, attitudes and lives, there still be much more to do to fulfil

its raison dtre.

Reviewing the CCP strategy and combining it with the results of the interviews, it was possible

to assemble some key observations which sustain the finding above, as follows:

Despite of the unchallengeable gains from the CCP spiritual and religious orientation, they

said, actually there is a decrease in the participation in devotional meetings;

The interviewers observed that managers are among those failing to participate regularly in

the devotional meetings. So, the staff members claim that the managers should be exemplary

in doing well for the whole organisation.

There is still being observed some contradiction among managerial decisions, employees

behaviour and Christian principles. According to the staff members, on the one hand, it seems

like the managers take decisions without regarding themselves as committed Christians and

on the other hand, the employees behave at the same way expecting interminable mercy from

their managers;

Since WV-Moz is a Christian organisation not linked to specific church, its staff includesmembers from a variety of church denominations with different pastoral rituals. Therefore, at

the devotional meetings some colleagues do criticise and even devalue the way other people

pray;

The CCP implementation structure does not fit the workload demand and this affect

negatively the time management for the ADP coordinators. It is essential that there are faith

guardians with clear terms of reference within the ADP and clusters;

The staff members lack biblical skills. The continuation of modular biblical courses can

enhance the ability of the staff to deal with scriptural issues;

Unfortunately there are colleagues who still engaging in risky behaviour though they have full

access to information on how a Godly individual is expected to behave in the society;


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At the beginning CCP had financial resources to support its activities, i.e., CCP was a project

rather than crosscutting issue. Today it has no sufficient resources and this brought about a

situation like stunting in its strength. Grants are not likely to contribute for CCP activities;

It is even difficult to assess the performance of the staff when dealing with CCP either

because the manager (ADP or cluster) is not completely involved with the programme or

because he/she has no power to reprehend his/her colleagues for not complying with the

regulations regarding Christian commitment. Note that WV-Moz has developed a kind of

code of conduct regarding Christian commitment but the competence to enforce its fulfilment

is not assigned/decentralised to ADP and cluster;

Sometimes the devotional meetings go beyond its intended goals, it is used like an

opportunity to criticise another participants. This behaviour causes some attendants to fear

participating in the meetings.

KEY FINDING # 4: The Programme has contri buted to considerable level of coll aboration

among churches of dif ferent denominations

Too often people only apply 1 Corin thians 12:12on an individual basis For as the body is

one and has many members, but all the members of that one body, being many, are one body,

so also is Chr ist. But this applies on a congregational basis as well. The body of Christ is made

up of many local congregations, each of which has their own distinctive callings and giftedness.And the more the churches get to know the other churches in their area, the less they'll think of

one another in terms of "the competition" and instead they'll see how they can collaborate

together to minister to and reach the whole community.

The Programme so far, has made advances in pushing congregations of different denominations

towards effective collaboration. Both the achievements and the prevailing challenges in this way

have been pointed out by the interviewers as follows:

There are associations of pastors (commonly known as Ncleo de Pastores) at provincial,

district and community levels;

There is strong collaboration among churches in Munhiba (Mocuba) and they are currently

discussing options to create a pastoral fund and centre for monthly worship.

In the beginning of CCP there was a strong collaboration with Biblical Union. As the Biblical

Union failed to comply with some regulation, the Pastors Association (NUPAMO acronym in


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Portuguese) is a promise to continue linking CCP and the churches. Recently NUPAMO

organised a coral interaction where many churches joined the event.

KEY FINDING # 5: The churches working together as associati ons they are str iving to create

an enabling envir onment for the spread of the word of God

The associations of pastors carry out activities with intent of bringing more collaboration

among churches of different denominations and improve the leadership competences of the

church leaders. In the list are joint conferences and workshops, joint prayers which are

organised through contribution of all members;

TheNcleo de Pastoresof Morrumbala often organise training sessions for pastors in order to

improve their leadership competences;

It was mentioned that with -Moz support 4 trainees enrolled at the Biblical School in

Nicoadala. Two of them discontinued their training allegedly because since they are heads of

families they cannot leave those families alone and without remittances;

In Morrumbala theNcleo de Pastoresplans to build a resource centre for children and youth.

If the dream becomes reality they think will serve both devotional services and to bring

revenue for its sustainability;

One of the impact activities NUPAMO did in the recent times regards the evangelisation of

communities in Inhassunge. There was high level of criminality in Inhassunge. According tothe pastors; there was a man called Duarte who built local church known as SOKELA in

which he was worshipped as God. When the pastors arrived to commence their job the local

villagers asked to know what is written in the Bibles. They warned that if the Bibles do not

make reference to Duarte they will deny receiving it. But NUPAMO persisted working with

that community and today the criminality is low and people are freed from Duarte who also

unfortunately passed away.

KEY FINDING # 6: The unity and collaboration between churches has succeeded in

replacing existing people bel iefs and behaviour which at some extent do impede communi ty

development to become reali ty

The partnership betweenNcleo de Pastoresof Morrumbala and CCP brought another way of

facing adversities in the community. Many pastors understood the value of literacy for their


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jobs. They even broke the existing paradigm of thinking in which pastors need only to have

good command of the Bible and other literacy skills are irrelevant for them. At the

commencement of CCP the majority of pastors had primary education but now some of them

are finalising secondary education;

The changes in the community are observable, though challenges still existing. There have

been significant changes in the way children and youths actually behave. Before the

commencement of CCP many youths were involved in dangerous addictions like smoking,

alcohol and exaggerated participation in night entertainment events. There is off course much

to be done because as people change their attitudes, the development and globalisation impose

new problems.

KEY FINDING # 7: The hi story of success does not happen in al l locati ons covered by the

Programme.

In Namanjavira (Mocuba) the situation differ from other visited places. Although an

Association of Pastors has been created and joined by few churches, there is strong tendency

for one another church to separate itself. It was reported that even funeral ceremonies

churches use to arrange for their crowds. They acknowledge that this problem is not a willing

of God; it is a product of behaviour of some leaders;

Through the work of the Association of Pastors 4 pastors (being 1 of Unio Baptista, 1Assembleia de Deus and 2 of Evanglica de Cristo) completed biblical courses.

Although interest has shown by women, the single example of women participation in

pastoral service was found in Namanjavira (Mocuba) where a Nazarene lady completed her

biblical course in Maputo together with her husband;

In direct observations was found that the participation of girls in formal education is

insignificant. This was corroborated by the interviews. They added that in Namanjavira has

never been a nurse, teacher or other female professional. The moral values and attitudes of the

youths particularly girls are not appropriate and, this leads to teenage pregnancies.


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SECTION V

5. CONCLUSIONSIn this section, the main conclusions are presented for each of the change criteria.

5.1. RelevanceThis indicates the extent to which the programme is suited to the priorities and policies of the

target group. In evaluating the relevance of CCP, it is useful to consider the following questions:

5.1.1.To what extent are the objectives of the programme still valid?In general, CCP aims at establishing partnership with churches and faith based organizations,

seeking spiritual and social transformation of staff, children, their families and communities in

ways that contribute to measurable improvements in their lives.

The history of the country is marked by hostility to Christian faith. Both, the colonial past,

socialist government and civil war, were not friendly for development of spiritually healthy

society. This spiritual poverty associated with poor governance performance, always result in

material poverty. Believing that the Holy Spirit can work on the individuals and make them able

to persist in fighting against adversities, we come to a conclusion that the CCP objectives are up

today valid.

5.1.2.Are the activities and outputs of the programme consistent with the overall goaland the attainment of its objectives? And with the intended impacts and effects?

To attain its goal, CCP seeks to promote spiritual growth for its target group members. The set of

its objectives clearly linked to the six specific spiritual disciplines viz abiding in Christ, living in

the Word, praying in faith, fellowshipping with believers, witnessing to the world and

ministering to others. Based on this matching relation we conclude that the activities and outputs

of the programme are consistent with its overall goal.

The ultimate effect and impact that the programme aims at is to alleviate the population from

spiritual poverty and then attain their economic development. Since this impact is much

aggregate i.e, depends upon the contribution of many efforts, CCP has large gap of attribution.


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5.2.EffectivenessThis measures the extent to which the programme attains its objectives.

In evaluating the effectiveness of a programme, it is useful to consider the following questions:

5.2.1.To what extent were the objectives achieved / are likely to be achieved?Although the programme impact has not been fully attained, its objectives have been

successfully achieved. There is an observable decrease in anti social behaviour within the

communities; increased number of staff demonstrates Christian values and churches actually

work together in pursuit of spiritual growth of their constituencies.

5.2.2.What were the major factors influencing the achievement or non-achievement ofthe objectives?

The programme strongly engaged itself in promoting unity among churches of differentdenominations; improving church leaders competences and increasing biblical literature access.

These have been the major factors of success of the programme.

5.3.EfficiencyEfficiency measures the outputs (qualitative and quantitative) in relation to the inputs. It is an

economic term which signifies that the aid uses the least costly resources possible in order to

achieve the desired results. This generally requires comparing alternative approaches to

achieving the same outputs, to see whether the most efficient process has been adopted.

When evaluating the efficiency of a programme, it is useful to consider the following questions:

5.3.1.Were activities cost-efficient?The programme has been equipped with financial resources for salaries of the staff, support

trainings and biblical literature purchasing. The programme had very limited staff only appointed

to it. At the central coordination team were two key people and at the Provinces one person each

in charge of the programme. Taking into consideration its cross-cutting nature we conclude thatthe programme has been well staffed. There is, in fact, no need to appoint a large team to

implement the programme because it is everybody task within the organisation to deal with it.

The availability of financial resources to support staff trainings, retreats, church leaders training

and the purchasing of biblical literature was very limited. The reason behind the lack of resource

is that the other departments/programmes do not dedicate part of their budget to finance CCP


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activities. They expect a separate and specific budget for CCP which in fact exists but is very

limited. The interviewees referred that the 2005-2007 phase of the CCP has done much

compared to the 2009-2012 phase because the former had been more equipped with funds than

the latter. It is to say that the 2009-2012 phase had much crosscutting strength than the other,

though both were not completely integrated as crosscutting issues within the whole organisation.

5.3.2.Were objectives achieved on time?The programme lifespan was from 2009 to 2012 and all of its components had been implemented

with this timeframe. Thus, the activities, outputs and outcomes have been timely realised.

5.3.3.Was the programme implemented in the most efficient way compared toalternatives?

The 2005-2007 modes of programme delivering was able to achieve large number of quantifiable

outputs like number of training sessions delivered, number of biblical materials distributed and

so on. But it was not efficient in creating ownership for the beneficiaries. The 2009-2012 while

with limited funds gave more responsibilities to the beneficiaries. The idea behind this attitude

was that there are many activities that can be implemented by the beneficiaries such as arranging

congregational retreats, worship days, opening church resource centres for children and youths.

5.4.ImpactThe positive and negative changes produced by programme, directly or indirectly, intended or

unintended. This involves the main impacts and effects resulting from the activity on the local

social, economic, environmental and other development indicators. When evaluating the impact

of a programme or a project, it is useful to consider the following questions:

5.4.1.What has happened as a result of the programme or project?Working on spiritual growth of the staff

WV-Moz along with other offices around the world shares the WV International Mission

Statement. This statement does orientate everyone who accepts to work for WV-Moz to Follow

the Lord and Saviour Jesus Christ. As a result, the CCP managed to include one of its

representatives in all processes of procuring & selecting new staff members including their


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further spiritual formation in all offices around the country. Regarding this issue, the staff

members with whom we had interview testified that before they entered WV-Moz they even

didnt know about God.Other staff members they were not fellows of any church. Actually they

feel difference between the time before joining WV-Moz and the present moment in terms of

living in the word of God. Therefore we conclude that the programme was able to alter positively

the religiousness and spirituality of the staff members.

Working towards increasing staff capacity to practice Christian Leadership

The programme has been working to create leadership abilities for the staff so that they can

implement Christian Commitment Strategies wherever they work. In this task, the programme

has been successful. It was in fact noticed in the ADP where the staff members do apply pastoral

skills to guide devotional meetings. By extension we can conclude that the programme has been

successful in tailoring Christian Leaders for itself and for the community in general.

Equip senior leaders with Christian tools to facilitate them on their day-to-day

management tasks

It is an expectation that the senior managers serve as guides to the majority of staff in all

Christian related tasks within the organization. But due to the workload pressure and differences

in programme priorities and structures, senior managers have not yet given enough time to carryout activities leading to grow up the spirituality of the staff members. This fact has impacted

negatively the motivation of the subordinates.

Biblical formation for the staff as preparation for appropriate use of God principles when

working with/for the community and specially women, children and disadvantaged people

The programme attempted on providing modular courses to the staff within the ADP. Because

the courses were discontinued due to reduced number of trainees, it didnt atta in the intended

objective. In addition, the discontinuation of the course brought about a feeling of frustration for

those employees whose expectation was high. The programme also didnt create effective

resource base for the benefit of the employees particularly within the ADP.

Working towards partnerships among churches of different denominations


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It has been found that before the programme, collaboration, communication and joint activities

were unimaginable to happen. There was predominantly a sentiment of competition among

churches. The programme brought new approach in pursuing the will of God. Church leaders

became conscious of the advantages of unite and collaborate each other for the benefit of their

constituencies and the communities as well. In fact, churches of different denominations and

worship styles have been engaged in joint events like worship days, retreats, children education,

prayer gathering etc. Given these facts, we conclude that the programme was successful in

expanding the vision of the churches in terms of their modes of working together.

During the revision of the materials of the programme and interviews we didnt find any

reference to interfaith collaboration, i.e, a place or moment where CCP explore the possibilities

of create understanding and collaboration between Christian churches and other religions such as

Buddhism, Islam, Hinduism etc. Although not observed, we deduce that this situation can make

WV-Moz associated with individualist faith organisations. That is to say that people of other

faiths may see the organisations as only giving value to Christianity to the detriment of other

faiths.

Working towards prayer engagement within the target communities

One of the end results of CCP is to create a culture in which prayer ministry is integrated as part

of community transformation process. In this domain, the programme has managed to teach all

staff members to engage themselves in regular and intentional prayer and also to mobilise prayer

among children, women, youths and other members of the targeted communities. This was made

clear during the interview visits as the culture of starting any events with prayer was

demonstrated. The conclusion here is that the programme has succeeded in strengthens the

capacity of the target groups (children, youths and women in particular) to integrated prayer in

their day-to-day professional duties and lives.

5.4.2. How many people have been affected?The programme estimated to benefit 1200 individuals. Its reach was greater than the planned

because its activities and outputs have multiplier effect. The precise number of benefited people

covers direct target people (members of associations, fellows of churches, WV-Moz staff) which


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have been successfully covered and indirect targets (families and community members at which

the direct targets live). In fact the programme doubled its estimate.

5.5.SustainabilitySustainability is concerned with measuring whether the benefits of programme are likely to

continue after donor funding has been withdrawn. When evaluating the sustainability of a

programme or a project, it is useful to consider the following questions:

5.5.1.To what extent did the benefits of a programme continue after donor fundingceased?

CCP is a multi-target programme. Its target ranges from its own staff, churches, community

members and partner organisations. The knowledge and abilities gained by the staff members are

durable though need permanent refreshment. It means that once the staff leaned to pray, worship

and guide their professional by Christ principles they are not expected to loose it in any way

regardless they still working or not for WV-Moz. But as there is always staff mobility, CCP

should continue delivering its services. This applies for the pastors who have been trained with

WV-Moz support.

Regarding church collaboration and joint efforts, these can suffer with time if the programme is

discontinued because according to our observation the association of pastors (NUPAMO) is yet

embryonic. Be noted that NUPAMO is a direct result of the failure of the Biblical Union (Unio

Bblica) to comply with financial and administrative standards agreed with WV-Moz.

The culture of prayer appears to be rooted within the individuals and the communities. We

believe that those communities practicing prayer will not abandon it as the programme is

discontinued.


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SECTION VI

6. RECOMMENDATIONSThe main guide to recommend is the set of conclusions that is presented in the previous chapter.

When justifiable, information from other sections of the report will be used to drawrecommendations.

CONCLUSION RECOMENDATION

The objectives of the programme are up

today valid. Its activities and outputs are

also consistent with its overall goal.

The programme logical matrix is not

completely filled up and lack of some

planning elements

The logical framework and matrix should be

completed. This should cover: inputs, activities,

services/products, utilisation of the products,

direct impact, indirect impact and aggregate

impact, SMART indicators, means and sources of

verification and risks/external factors.

The programme should base itself in a baseline

study results.

There is an observable decrease in anti

social behaviour within the communities;

There is an increase of participants staff

who demonstrate Christian values

Programme to keep working towards these

achievements

Regarding church collaboration and joint

efforts, these can suffer with time if the

programme is discontinued because

according to our observation the association

of pastors (NUPAMO) is yet embryonic

The programme should evaluate the potential of

the existing faith based organisation (NUPAMO,

AJOCUM, ILL etc) to determine specific

strategies for better collaboration.

The availability of financial resources to

support staff trainings, retreats, church

leaders training and the purchasing of

biblical literature was very limited

The programme should entirely express itself as

crosscutting entity. In so doing, the programme

should integrate its activities and budget within

other projects of the organisation

There are many activities that can be

implemented by the beneficiaries

The programme should agreed with the partner

organisations on the shared responsibility for the

activities within the logical matrix


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CONCLUSION/cont RECOMENDATION/cont

The programme was able to alter positively the

religiousness and spirituality of the staff

members

The programme should assess the spiritual

needs of the staff in order to design specific

action plans for the staff spiritual growth. This

can most easily be done through the

discipleship wheel appended to this report

The programme has been successful in

tailoring Christian Leaders for itself and for the

community in general

The programme should continue with this

process as the demand for Christian leaders is

permanently increasing

Due to the workload pressure and differences

in programme priorities and structures, senior

managers have not yet given enough time to

carry out activities leading to grow up the

spirituality of the staff members

In future occasions, the programme should

agree with senior managers and projects donors

on the shared responsibilities for the CCP.

Without full commitment of the senior

managers the CCP could be seriously

weakened.

The discontinuation of the biblical courses

brought about a feeling of frustration to those

employees whose expectation was high. The

programme also didnt create effectiveresource base for the benefit of the employees

particularly within the ADP

When and where possible, the programme

should revitalise the biblical courses for the

staff because, it constitutes the formal

approach of training and has high potential tomotivate the participants

Where possible the programme should support

the partner communities/churches to create

resource bases for children and youths

The programme didntexplore the possibilities

of create an understanding and collaboration

between Christian churches and other religions

such as Buddhism, Islam, Hinduism

The programme should explore such options.

This will lead to increased coverage of its

services in terms of behaviour changing and at

all the community transformation

The knowledge and abilities gained by the staff

members are durable though need permanent

refreshment

The programme should insist working towards

this achievement. The programme, also, may

promote exchanges with other offices


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APPENDICES

A. Programme Log frame


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B. Terms of Reference for the Evaluation


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C. Fieldwork plan


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D. Discipleship Wheel


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E. Reviewed documentsThe names of the files were kept original to facilitate localisation in the case of eventual need

FILE NAME

Documents received from WV-Moz off ice in Zambzia

01 AES POR DISTRITOS 2010 URGENTE02 Plano de encontros de Relaes com as Igrejas e OBF03 PROGRAMA DE COMETIMENTO CRISTO. 201304 Relatorio Junho III 201205 Devoao Semeando Esperana 201206 Plano de Fevereiro 201007 RELATORIO Setembro 201108 RELATORIO SETEMBRO Fy-200909 FICHA DE CONTRO PART10 PLANO DEZEMBRO 2011 Fy-12

11 Relatorio de JULHO IV Fy.10 201012 Grupos Devocionais2012 (Autosaved)13 PROGRAMA DE COMETIMENTO CRISTO.23.01.0914 Relatrio de Outubro Fy-201015 PLANO Abril 2 vII 0916 PROGRAMA DE COMETIMENTO CRISTO. 201217 Relatorio I SEMESTRE Fy 12 Zambezia

Documents received from WV-Moz off ice in Zambzia18 Christian Commitment Proposal FY2009-2012 Final -E

19 Evaluation Report 2005-2007

20 ToR programme evaluation 2009-2012

armindo tomo - wvm chriatian commitments programme evaluation report 2013

Documents

programme goal

programme description

programme overview

programme rational

evaluation methodology

design evaluation

section v

armindo felicianoapril