COCAMO Membership
Message from the Chairperson
Message from the Executive Director
Synopsis of COCAMO's Past, Present and Future
AMASI Makes Progress in Empowering Water Committees
Spin-off Benefits to COCAMO Membership
Nampula Women's Savings and Credit Union Addresses Load Portfolio Challenges
SALAMA Re-focuses on Core Competency
ADOC Reflects on its Future Role
Achievements and Lessons Learned from the Integration Mine Action Programme
Where COCAMO Raised and Invested Funds in 2001-02

COCAMO MEMBERS 2001-2002

Adventist Development and Relief Agency (ADRA)	Primates World Relief and Development Fund
United Church of Canada	Presbyterian World Service & Development
Christian Children's Fund of Canada (CCFC)	Canadian Teacher's Federation (CTF)
Canadian Auto Workers (CAW)	CUSO
Canadian Cooperative Association (CCA)	OXFAM Canada
Canadian International De-mining Corps	Alternatives

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Bob Farris

Message from the Chairperson

Retirement gives you a chance to reflect. I have been in touch with COCAMO since its beginnings in Nampula in the years of war in the late 1980's when I was living in Mozambique. Since coming back to Canada in 1995, I have represented Presbyterian World Service and Development on the Board of COCAMO and have had the privilege of serving as Chair for the past three years. Working with Canadian members and Mozambican partners through these years has been a deeply enriching experience for me. It is with some regret that I am leaving the Board at this time to take up full-time studies.

It has been exciting to be involved with COCAMO over these years and to see it changing and growing to reflect the challenges in Mozambique, in Canada and in the world. One of the greatest challenges in the early years was the frustrating task of seeking to be involved in development work in the midst of an armed conflict. Another was how to support the development of the capacity of non-governmental
organizations (our mandate from the beginning) in a context where the concept of NGO's was almost unknown. Through many ups and downs, COCAMO walked with Mozambican partners as a whole variety of organizations began to emerge and flourish.

The peace accords of 1992 brought great joy to everyone involved in development work in Mozambique but also new challenges. The task of reconstruction was enormous and the path was not clear. In Nampula, several NGO's began to move ahead with a larger vision and capacity to take them
outside the urban centre and into the rural areas that had been isolated and under threat for so many years. The work of ADOC, of SALAMA, of the CAIXA and AMASI among others was supported by COCAMO as well as otherinternational NGO's. COCAMO tried to be present where need was greatest
and the potential for sustainable development the highest. We agreed to provide support to the Canadian Auto Workers Mine Action Program as part of the huge task of demining and assisting the victims of mines after so many years of war.

As we look forward, new challenges face us. We are looking to expand geographically to work in other provinces of northern Mozambique as possibilities present themselves in the new climate of peace. We also look toward to working more closely with other Mozambican and international partners in a more integrated approach to development in this region. Finally, we are looking to focus even more clearly on
providing the tools to build capacity in strategically important groups in the region that will lead to sustainable and positive changes in the lives of communities and individuals. Although no longer in a situation of armed conflict, Mozambicans still face tremendous challenges to build a society that will meet the needs of all. I wish those who continue the work of COCAMO well as you continue to walk together to make that dream a reality.

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Richard Librock

Message from the Executive Director

2001-02 was a year of significant change for COCAMO. In Nampula province in Mozambique, local NGOs suffered as funding shifted to support the central government to decentralize power to other levels of government. In Canada, tight funding conditions resulted in Mozambique falling lower on the priority list of some civil society organizations. Consequently, COCAMO saw both a reduction in its members yet an increase in the level of financial contributions from those that remained.

The COCAMO identity today is epitomized by churches, unions, and associations that have an organic constituency and are interested to accompany and support Mozambican NGOs in empowering the marginalized in northern Mozambique. Unable to place personnel and office infrastructure in Mozambique as individual organizations, they continue to see value in pooling resources and have them multiplied by CIDA’s NGO Project Facility. COCAMO members channel resources to realize a shared vision of a Mozambican civil society empowering the powerless. Though reduced slightly in numbers, COCAMO members emerge unified by a common vision, mission and development philosophy. We are committed to implement a strategic shift in five, key respects.

1. Focus on Local Service Providers
COCAMO has concluded that it is no longer appropriate for international organizations to work directly on the ground with beneficiaries and to carry out the functions of a local civil society. Our role is rather to contribute to the development of local civil society. Local NGOs are the weak link in civil society at present in northern Mozambique. They need to be strengthened to promote civil society and its important functions.

2. Being Guided By and Supporting Our Partners
Our strategy will be to identify local service providers that are intrinsically passionate to carry out their mission within their area of competency. We will be guided by and support them do what they want to do regardless of the sector they choose to focus on. In practical terms, this means our geographic area of operation will widen to include expansion to Cabo Delgado and Niassa starting from our base in Nampula.

3. Facilitating Learning in Organizational Development
In our experience the single, most important area that will strengthen local service providers is organizational development. We will partner with the Community Development Resources Association (CDRA) of South Africa and host a learning programme custom-designed for the leadership cadre of our partners, staff and key collaborators. In so doing we will nurture self-determining, local service providers that know who they are, what they want to do and where they want to operate.

4. Internationalization of COCAMO
Our members are keen to link with other churches, unions, development organizations and other forms of civil society outside of Canada. Our membership will expand with those who share a similar development philosophy and vision to invest in the growth and development of civil society in northern Mozambique. We will reach beyond Canada and develop a global network dedicated to engage the public on Mozambican and African development and social justice issues.

5. Searching for a New Form of Partnership
We believe that if the long term goal of the growth and development of civil society in northern Mozambique is to be achieved, funding and implementing organizations need to see each other as equals. Development is education; learning to empower oneself. Local, implementing organizations need to enlarge and empower themselves.  External funding organizations need to hand over power as our partner’s capacity to exercise it effectively and responsibly grows. By 2010 we envision COCAMO as a genuine, equal partnership of those within and those outside of Mozambique working actively toward fostering a vibrant local civil society empowering the powerless.

I look forward to working with the membership and welcoming new members to realize the ambitious work in the years ahead.

Sincerely, Richard Librock

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Emergency aid was needed during the war years

Synopsis of COCAMO's Past Present and Future

Established in 1988, COCAMO is a coalition of non-governmental and church-based development organizations, unions, and others that engages the public in Mozambican and African development and social justice issues and supports Mozambican civil society organizations to be effective and
responsive to the marginalized in northern Mozambique.

Past
COCAMO is recognized as one of the longest-established coalitions for change based in Canada. In the early years COCAMO distributed emergency aid through CARE-Canada and supported the Mozambican government in such sectors as health, education, water, agriculture and small industry. The programme was largely administered by ex-patriates in the area surrounding the city of Nampula because of security concerns.

As the war came to a close, COCAMO phased out support to the public sector and assisted programmes to evolve into local, non-governmental organizations (NGOs). Mozambicans also replaced ex-patriates. As more political space opened up with the prospects of a lasting peace, COCAMO later supported emerging, local NGOs operating beyond the city.Virtually all NGOs in Nampula province today either received funds or technical support from COCAMO at some time in their history.

During the 1998-2002 period COCAMO also administered an integrated mine action programme with Mozambican governmental departments, international and local NGOs and community groups. The design and implementation of the programme has been cited as a model for future landmine work. It combined de-mining, victim assistance, mine awareness and post-demining community development into one integrated programme. Achievements and lessons learned from this innovative programme are shared on page of this annual report.

With respect to Canada, COCAMO has produced a lot of information and educational materials for public engagement over the years. The award-winning film, "Mozambique: Riding the Storm" is one such example. More recently, COCAMO has engaged the public on a number of other issues ranging from banning land mines to canceling Third World debt.

Present
COCAMO currently supports and accompanies four local NGOs to be effective and responsive to their constituents. Accompaniment currently focuses on strengthening partners in institutional development and project management skills. All four of these NGOs are described briefly below and are featured in this years annual report starting on page .

AMASI
AMASI means "water" in the local language of "Emakua." This local NGO run by women helps rural communities to maintain, manage and maximize the benefits of water wells. AMASI mobilizes water committees and trains them to raise awareness in their communities on the importance of cleanliness, operation, maintenance and access to water wells.

SALAMA
SALAMA means "good health" in "Emakua". It is also the name of an organization that trains female volunteers and mid-wives to raise awareness on community and reproductive health care in remote villages. SALAMA has been recognized as one of the most reputable and well-established NGOs in Nampula province.

Caixa das Mulheres de Nampula (CMN)
The CMN is a savings and credit union for the low-income women of Nampula who do not have access to financial services. The CMN provides a safe place for rural women to deposit their money and for others to borrow and start income-generating projects. The work of the CMN has been credited for the broad and meaningful impact it has had on hundreds of poor families.

ADOC
ADOC is the Portuguese acronymn for the Association for the Development of Community Development Organisations. The organization assists local NGOs to register, arranges training, provides access to a resource centre and lobbies government on their behalf. Membership currently exceeds 40, thus making it the largest-run association of NGOs in Mozambique.

Future
COCAMO recently completed a visioning process that determined the organization's future direction for the next decade. The new values and vision statement and shifts in strategy will guide COCAMO to support local NGOs in empowering the marginalized of northern Mozambique.

As an international NGO, COCAMO believes the impact of its' work will be more sustainable if COCAMO supports the building of an active Mozambican civil society rather than working directly on the ground with the marginalized. The role of COCAMO is to support local civil society, not to carry out its functions.

Shifts in Strategy
Consequently, COCAMO has decided to support a wide range of local service providers with specific expertise in areas vital for an active civil society to assert itself and to foster an impact that will spread and empower the marginalized to take control of their future. In practical terms this means COCAMO's geographic area of operation will eventually widen to include Nampula, Cabo Delgado and Niassa provinces.

In COCAMO's experience, the single, most important area that will strengthen local service providers is organization development. Consequently COCAMO will partner with an organization that specializes in organization development and host a learning programme custom-designed for the leadership cadre of COCAMO partners, staff and collaborating organizations.

As a national coalition, COCAMO will transform itself into a global network dedicated to engage the public on Mozambican and African development and social justice issues. The negative side of globalization for example has sharpened the need for civil society organizations to build a global coalition that will reconnect globalization to serve humanity.

The growth of civil society in northern Mozambique is a long-term endeavour that requires reliable, funding and broad planning. Donors and the organizations that they support need to acknowledge that they are equals in order for progress to be made. Donors need to hand over power to implementing organizations as their capacity to exercise it effectively and responsibly grows. Implementing organizations on the other hand need to enlarge and empower themselves. COCAMO intends to develop a genuine, equal partnership between the implementing organizations located within Mozambique and the donors and lobbyists located outside the country. Both groups will work actively toward a shared vision.

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Access to potable water is the single most
important factor to prevent diseases

AMASI Makes Progress in Empowering Water Committees

Prior to becoming a registered NGO, AMASI consulted with communities that were attempting to manage their water supplies. The results of its efforts could only be seen in the short term: after consultations were completed, AMASI would leave the area, before inherent problems with a particular water project had appeared. By establishing itself as an NGO, AMASI is now able to took at the long term, and review both its strengths and weaknesses.

Currently, fifteen of the sixteen groups that have been trained by AMASI are functioning. They are holding regular meetings and are involved in preventive maintenance including replacing damaged parts, controlling use, and collecting user fees.

AMASI¹s role as a skills builder, rather than as material supplier, has resulted in a program that encompasses open discussion of problems and failures‹which is rare in Mozambican society. The rapport that has been established between field workers and the communities they are serving has
created partnerships that are equal. Open and informal discussion is much more successful than employing complex facilitation techniques.

AMASI¹s field staff are all women, while local water committee members are primarily men. Ironically, these men are gaining skills normally associated with their gender by learning from the women, which represents a role reversal that has resulted in new-found respect.

"We felt that well drilling programs were only resolving problems in the
short term‹as fast as new wells were being drilled, others were breaking
down. The funding of a long term project has provided us with the financial
security to determine what works and what doesn't"

- Diamantina Barreiros
AMASI coordinator

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AMASI Staff training the Water Committee in Chidenguele on Financial Management

Spin-off Benefits to COCAMO Membership

By, Jean-Frederique Beauchesne, Presbyterian World Service and Relief (PWS&D)

In early 2001, the Presbyterian Church of Mozambique (IPM), a long-term, 'historical' partner of Presbyterian World Service and Development, began the implementation of the Manjacaze Wells Project. With a PWS&D grant of CAD$280,000.00, the IPM drilled water wells and provided pumps to
select communities in Manajacaze District. Local government authorities had long ago identified the lack of potable water as a significant weakness in the development of the district. The IPM aimed to provide access to clean and safe drinking water to thousands of people living in and around Manjacaze through an extensive, integrated water wells programme.

The drilling operations started on February 2 2001. Six boreholes (ranging from 40m-180m in depth) were drilled and water pumps installed in the communities of Barramo, Chidenguele/Munguambe,
Chikogolo, Matsinhane, Mausse and Mukhoduane in Manajacze district.

As the drilling took place, AMASI (a local training NGO supported by a COCAMO in Nampula province), was contracted by the IPM to train the communities on: the operation of wells, general maintenance, use of the wells, financial management of the community's contribution to the wells, basic sanitation, and conflict mediation around water management issues.

In September 2001, Ivan deKam, a consultant with Church World Service (CWS), visited the Manjacaze District and evaluated the Manjacaze wells project on behalf of PWS&D. According to Mr. deKam, the project was well managed. He noted that "each of the 6 water committees established has been
trained by AMASI. Training included financial record keeping, pump and well maintenance as well
as health and sanitation issues. The well committees are made up of three men and three women. All committees reported that there were no problems with the male/female mix in their regular meetings."

Women have also reported that far less time is spent fetching water now that wells have been dug in their community. More time is available for other tasks at the homestead. Because the quantity and quality of clean water for bathing and laundering, cooking and drinking has improved. Consequently the women believe that their quality of life has improved.

The Manjacaze Wells program has had a wide impact on the communities. The number of families served by each well ranges from 125 to 350. Prior to the installation of the wells, women often had to walk between 5-12 kilometres per day in to get water for family use. They would typically return home with 20 litres per day. With their 'own' well in their own community, they now have unlimited access to potable water. Women reported taking home as much as 80 to 100 litres of clean water per day.

The key behind the IPM's Manjacaze wells program was the great coordination that occurred between all parties involved in its implementation. The project is indeed a model of south-south cooperation. A high quality relationship has developed between the IPM and AMASI staff, and the well committees. The drilling Contractor, PROFURO (a Mozambican company) honoured their contract and worked with remarkable speed and efficiency. AMASI completed their training work in good order by spending about a week at each site. During this time, the IPM provided lodging for the AMASI staff in rented quarters in
the Manjacaze municipality.

PWS&D is quite pleased with the project's outcome. There is no doubt that the collaboration between AMASI and IPM has met genuine needs at the village level. The link between the two organizations would not have been made had PWS&D not been a member of COCAMO.

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CMN provides a financial hand up instead of a handout to low-income women.

NAMPULA Women's Savings and Credit Union (CMN) Address Load Portfolio Challenges

Over the past year, savings deposited at the CMN rose from 396 meticais ($16,500 U.S.) to 544 million ($22,650) an increase of 37%. This increase proved that members' individual savings deposits are increasing. Compared to a standard bank¹s requirement of 500,000 meticais ($21 U.S.) to open a savings account, the CMN's requirement of 70,000 meticais ($3 U.S.) means that banking services are available for poor women.

Unlike those who have accounts with traditional banks in Mozambique, the CMN¹s tellers and loan officers are able to speak to clients in the local language. Clients also feel as though they are treated as equals at the CMN-unlike Many clients of standard banks, who are looked down upon if they are from a different class than the tellers.

Most CMN members join because the idea of being able to obtain a loan attracts them. Most remain members, though, because of the advantages of being able to save their money in a secure place‹rather than at home where that money is vulnerable to theft, and disintegration due to environmental factors and pests.

Achieving financial viability in a country like Mozambique represents a major step. It will be some time before the CMN is self-sustaining‹obstacles are many. Its position is unique within a community that had never previously used terms such as "loan interest", "percentage", and "accounting."

Tremendous progress was made by the CMN over the past year, in spite of these roadblocks: CMN staff learned about the connection between portfolio performance and operational budget, rather than viewing itself simply as a necessary community service. The CMN also established a sound knowledge of the real costs of loan delinquency‹that defaults result in loss of money for circulation, which can affect the overall performance of the CMN. Loans are now considered delinquent as soon as a payment is missed. This shift in terms of thinking came about as a result of a number of factors, including receiving advice from a professional consultant and assistance with helping the CMN to examine the comparison between actual operational costs and projected interest earnings.

By having the tools to analyze the loan portfolio, the CMN can now classify loans according to age of the loan and level of delinquency, and can takes steps in terms of writing loans off.

Delinquency is one of the most serious challenges facing the CMN. It is now educating members about loans through orientation sessions which cover the way the loan cycle works, from request, to source of principle, to interest calculation, to results of default. A "list of shame" for delinquent members has been posted at the CMN.

Members who are in default are having their accounts frozen, and collateral was repossessed. In all cases, members have made good on their payments and repossessed items did not have to be sold.

The CMN's lack of status as a legal entity is presenting some serious challenges. A deposit of 200 million meticais, or about a third of the entire loan portfolio, needs to be deposited in a non-interest bearing account with the central bank in order for the CMN to be recognized as a legal credit union. An investment of this size would result in lack of adequate working capital.

"Standard banks can present insurmountable obstacles if clients are not able to speak, read and write Portuguese, and tellers are inattentive to clients from a lower social class."
- Berlinda Pancheco
Manager, Caixa das Mulheres de Nampula

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SALAMA animator is resourceful in an
HIV-AIDs prevention demonstration

SALAMA Re-focuses on Core Competency

In order for local service providers to function efficiently, they need to focus on making a difference for those they are serving. Local NGOs often respond to demands from donors in terms of following their agendas. By establishing and following their own agendas, with assistance and expertise provided by donors to help them along, their success is better assured. Provision of funds must not be conditional upon adhering to the doctrines of funders.

One of the most important lessons Salama has learned has been that diversification can drastically reduce its effectiveness‹in accepting funding from a variety of donors, Salama found itself in a position of being spread too thin, and lacking in the kind of competency and resources it needed to carry out the work its donors believed it would undertake. As a result, its efforts lacked direction, and encompassed a variety of activities for which is has no expertise‹water points, horticulture, literacy‹which resulted in all of its programs being compromised. At the root of this problem is a natural tendency to accept all offers of donations. But by overextending itself, and branching out into areas outside of its expertise, Salama's reputation was damaged. This experience proved that accompaniment is a critical component of the funding relationship.

COCAMO has learned that organizations like Salama need a clear, well-defined mission within their area of competency. Efforts should therefore be channeled towards assisting Salama in being more effective in their chosen field. The purpose is not to limit autonomy or innovation by determining the
agenda, but to encourage Salama to concentrate on their specific mission, and become accountable.

This idea is particularly salient in Nampula, where local NGOs are still in their emergent stages and are vulnerable. By nurturing development in a focused and clear way, failure within a harsh environment can be avoided and, ultimately, groups like Salama will thrive.

A greater emphasis on HIV/AIDS needs to be incorporated into Salama¹s programming, especially with respect to supporting and complementing the efforts of community health workers.

"Practical advice‹not just methodology‹is what is required. COCAMO's
presence on the ground and in the field are as important as the philosophy
behind any project."

- Micaela da Silva Salé
Director, Salama

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ADOC member personnel benefiting from a computer training workshop

ADOC Reflects on its Future Role

Since its founding 1994, ADOC has assisted numerous groups, with an emphasis on training. On reflection, the group realized that the impact of its efforts was difficult to quantify‹despite repeated training of members, they were still not able to apply the skills they had learned. A review of ADOC¹s
efforts is needed to determine whether or not there has been any real benefit. Eight organizations with which ADOC is affiliated have now been legalized. This represents an important step‹groups are now able to, for example, open bank accounts and legally hire staff.

A member¹s meeting was held in December to discuss needs and priorities. Of 43 members, 34 attended‹but those not in attendance included the larger, better-established, and financially secure organizations. Those that did attend represented the least viable groups, who attend meetings in the hops of securing more funding. The lack of presence of the most important ADOC members indicated that ADOC needs to review its relevance.

Experience has shown that there are inherent risks associated with donors imposing their agendas on local NGOs like ADOC. There is a tendency for emerging groups to view ADOC as a competitor for scarce resources, rather than as a partner that can complement their efforts. A lack of clarity exists among both ADOC members and staff in terms of their roles‹reflected, for example, in the case of ADOC focusing on training and capacity building, rather than acting as a conduit for information and advocacy. COCAMO needs to accompany this debate and determine its role accordingly.

"The single biggest lesson we learned was that we need to look at
ourselves‹to review who we are, what we want, and how we can do it."

- Sr. Farraz Fai Sufo
ADOC coordinator

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De-miner is protective gear searching for land mines

Achievements and Lessons Learned from the
Integration Mine Action Programme

With sponsorship from the Canadian Auto Workers and the Canadian International Development Agency, the Integrated Mine Action Program worked in the areas of mine clearance, victim assistance, mine awareness, post-de-mining community development.

One of the most notable achievements of the mine action program WAS a return to normal use of land that was previously unsafe because of the presence of land mines. After the floods of 2000, a concerted effort was made to clear areas that were later re-settled. The handing over of land
after de-mining Remained a critical component of the program. DPMCAS (Departamento da Pessoa Portadora de Deficiencia e outras Traumas,) a transit centre funded by COCAMO, received training in record keeping and budgeting and the training of social service staff. This enabled the centre to make referrals to orthopedic centres.

A disability forum made up of various groups lobbied the railways and public transport to provide free transportation for land mine victims in order for them to be able to access orthopedic services.

Radio programming that spread the word about issues affecting land mine victims ensured that DPMCAS became a known commodity, which resulted in increased usage.

"The construction of the school in the Mecuburi region, which had to be de-mined before any building began, had an impact that far exceeded our expectations. The school now has a total of 2,100 students."

- Samuel Sengo, Mine Action Program Manager

"I stopped by the river to take a drink of water. I had come this way several times before, and nothing had ever happened. I stepped on a land mine. My leg had to be amputated. While I was in the hospital, I heard about the Acção Social Program. With their help, I was transported to an orthopedic centre, where I was fitted with a prosthesis. I am now learning how to walk with crutches."

- Abdala Abdul, land mine victim

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Where COCAMO Raised and Invested Funds in 2001-2002

Auditors's Report

To the Directors of Cooperation Canada Mozambique:

We have audited the statement of financial position of Cooperation Canada Mozambique as at March 31, 2002 and the statement of revenues, expenses and changes in net assets for the year then ended. These financial statements are the responsibility of the organization's management. Our responsibility is to express an opinion on these financial statements based on our audit.

We conducted our audit in accordance with Canadian generally accepted auditing standards. Those standards require that we plan and perform an audit to obtain reasonable assurance whether the financial statements are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the accounting principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation.

In our opinion, these financial statements present fairly, in all material respects, the financial position of the organization as at March 31, 2002 and the results of its operations and its cash flows for the year then ended, in accordance with Canadian generally accepted accounting principles.

“McIntyre & McLarty LLP”

Ottawa, Ontario Chartered Accountants
May 10, 2002

REVENUES

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EXPENDITURES

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