Thursday 1 October 2015

ORGANISATIONAL MANAGEMENT


Organization and management

 

The Chief Executive Officer (CEO) is responsible for the day to day management of LIWOPAC activities be it program or organizational issues. The CEO is supported by the Programme Officer (PO) and the Finance Manager . While the Programmes Coordinator is responsible for the coordination and management of all programme components with an exception of Institutional strengthening programme which falls directly under the management of CEO, the Financial Manager is responsible for financial management and accounting as well as other administrative duties.  LIWOPAC has a treasurer who provides technical support to FAS and also acts as an internal auditor.

The CEO reports to the Executive Committee which is a governing body of the organization. It is composed of the Chairperson, Vice Chairperson, Secretary, Treasurer and 3 elected members drawn from the voting membership of the organization.  

The Annual General Meeting (AGM) meets once a year and has the responsibility of discussing operational, financial and audited reports of the organization and approval of annual plans and budget of the organization.

Currently the CEO, PO and FM are working on voluntary basis, while commendable the situation does not provide room for ensuring accountability hence achieving planned objective; thus as part of the institutional strengthening programme objective of LIWOPAC 2014-2018 strategic plan it is planned to employ the three office bearers mentioned earlier who have the necessary qualification on full time basis   to ensure that LIWOPACs’ objectives are achieved as planned.

 
 


 

 

 

 

 


                                                                                                                                              

                                      

Regional Coordinator (CEO)

 


 

 

 


Monitoring and Evaluation Manager (M&E M)

Programme Manager (PM)

Finance Manager (FM)
                                                                                                                       


                                                                                           

 

M&E Officer 1

Administrative Secretary

Programme Officer 1
 


 

 


                                                                     

LIWOPAC KEY STRENGTH


2.2: Internal Capacity of LIWOPAC

2.2.1 Key Strengths of LIWOPAC

Members of LIWOPAC

LIWOPAC is endowed with members with different hence complementary competencies and professionalism, for instance it has members who are professional Administrators, educationalists, Community workers, public nurse, Nurse psychiatric, Anesthetist, accountant, and  sociologists  to mention but a few. Most of them have had experience of working at grassroots level as community development workers, social workers and/or researchers hence they are also skilled in participatory approaches to development and have excellent lobbying and advocacy skills. Their knowledge and experience coupled with their dedication to empowerment of the disadvantaged groups at grassroots level is an asset hence is a key factor towards the achievement of LIWOPAC’s mission.  

LIWOPAC’s members are committed to the growth of the organization as exemplified by their willingness to work on voluntary basis.  

Government Recognition

LIWOPAC enjoys good relationship with government authorities especially at local government level in the districts where LIWOPAC has had an opportunity to operate. LIWOPAC’s relationship with community members has been very good with mutual learning from both parties.

Networking with Other Organizations /Networks,

LIWOPAC is an active member of likeminded organizations such as  WLAC, WILDAF, PANITA, TACOSODE, TLS,TAPANET,LINGONET, SAHRINGON, and has been participating actively in gender equality interventions, combat against gender based violence, support widows’ Right to Inherit Matrimonial Property, and in the discussions currently going on regarding our new National Constitution.  

2.2.2   LIWOPAC Weaknesses

Institutional Capacity

LIWOPAC is an organization which is still young and growing organically since establishment in 2001. Presently the organization is weak in terms of internal capacity, in the sense that it does not have adequate employed staff to meet the growing demands Therefore, the activities of the organization are implemented by the leadership of the organization, spearheaded by the National Coordinator and Board Chairperson. This is not a healthy situation for LIWOPAC and that is why, through this strategic plan document, the organization intends to employ some staff.

In other words  for LIWOPAC to achieve the objectives stated in this Strategic Plan there is a need to employ at least 3 full time qualified personnel  and  to acquire  own office premises and office facilities.  Likewise LIWOPAC would have to be more proactive in publicizing and in fundraising for the implementation of its programmes.

2.2.3 LIWOPAC Opportunities

Congruence with global and national policies

At global level LIWOPACs’ programme objectives are in line with the CEDAW, the Convention on the Elimination of All Forms of Discrimination Against Women, is a landmark international agreement that affirms principles of fundamental human rights and equality for women around the world. This international treaty offers countries a practical blueprint to achieve progress for women and girls by calling on each ratifying country to overcome barriers of discrimination and Beijing platform for action goals.

In addition at national level they are also in line with the governments policies and strategies .e.g Tanzania vision 2025, The law of Marriage Act 1971, The 1999 land Act, the inheritance law in Tanzania sentences women to dependence, poverty, and subordination; National Strategy for Growth and Reduction of Poverty (NSGRP-MKUKUTA) 2005-2010; child law in Tanzania; National HIV/AIDS policy; hence there is room for developing synergies between the different interventions.   
 

Recognition of the Role of NGOs

LIWOPAC will take advantage of the fact that the government has acknowledged the role of NGOs in supporting pro poor initiatives and will play an active part in fostering government private sector / civil society partnerships

2.2.4 Threats /Challenges

Drought and other adverse weather conditions

Successful implementation of some programme objectives e.g. good nutritional status is partially dependent on increased food security which in turn is dependent on good weather conditions e.g. adequate rainfall. Considering that agricultural activities in LIWOPACs area of operation are rain-fed, absence of adequate rain can have devastating effects on outcomes. To offset this dependency, efforts will be made to encourage target groups to engage in off-farm income generating activities as well.

Traditional Practices, Beliefs and Attitudes

Traditional practices e.g. beliefs in witchcraft may result in target groups e.g. pregnant women and mothers to rely on the services of witchdoctors rather than  attend clinics regularly and  seek and comply to the advice given by qualified medical personnel. Sensitization programmes will need to address this issue using animation approach where key influential people in the community will play a role in the sensitization exercise. 

2.3: Analysis of the external context of LIWOPAC

The external environment covers the description of macro and micro issues that are external to LIWOPAC but have implications on its core functions.

Human rights situation analysis

A Human rights based approach promotes social transformation by empowering people to exercise their “voice” and “agency” to influence the processes of change. It strengthens democratic governance by supporting the state to identify and fulfill its responsibilities to all under its jurisdiction. And it gives substance to universal ethics by translating the principles of international declarations and conventions into entitlements and concrete action.

The human rights based approach thus provides both a vision of what development should strive to achieve and a set of tools and essential references. Activating the tools and references will lead to better analysis and more strategic interventions to enhanced ownership by the people, and will forge automatic partnerships between the UN, government and civil society. Development interventions will moreover become more sustainable, through the explicit emphasis on accountability in decision making and participation.

UNDP (2006) ‘Applying a Right Based Approach to Development Cooperation and Programming: A UNDP Capacity Development Resource.’

In a human rights based approach, human rights determine the relationship between individuals and groups with valid claims (rights holders) and State and non State actors with co-relative obligations (duty bearers). Human rights based approach identifies rights holders and their entitlements and corresponding duty bearers and their obligations and works towards strengthening the capacities of rights holders to make their claims, and of duty bearers to meet their obligations

The Human Rights Based Approach to Development Cooperation: Towards a Common Understanding Among UN Agencies (Stamford Principles)

Marriage and Family

Men and women of full age, without any limitation due to race, nationality or religion, have the right to marry and to found a family. They are entitled to equal rights as to marriage, during marriage and at its dissolution. Marriage shall be entered into only with the free and full consent of the intending spouses. The family is the natural and fundamental group unit of society and is entitled to protection by society and the State.

Economic Growth

According to Poverty and Human Development Report (PHDR) 2007, National growth strategies, including the Poverty Reduction Strategy (2000-2004) and MKUKUTA have contributed to the overall growth path, yet growth performance has been slightly slower and more limited than is needed to substantially reduce poverty. To accelerate and sustain growth with strong impact upon poverty and employment, a more focused growth strategy is necessary. Despite perceived gains in economic growth, people are of the opinion that these gains have not impacted on their quality of life.

Governance and Accountability

With regards to governance issues, improvements are reported in some areas including gender equity in the civil service and   compliance with public procurement regulations, but the number of cases reported of official corruption nationally has increased significantly.

According to Voice of the People (VoP) Survey 2007 Police, Legal system and Health sectors are leading in corruption.

Many people especially women do not understand their legal rights. In the health services e.g. very few people are aware of the policy that children and adults over 60 years of age are eligible for free health care in government health facilities.  

HIV and AIDS

The prevalence and incidence of HIV and AIDS is far higher than elsewhere for a variety of reasons: the migratory nature of the trade where fishermen follow the fish, leaving spouses behind and often engaging in temporary sexual relationships, the high-risk nature of the trade, readily available cash and a lack of health care facilities.

Reduction of maternal, newborn and child deaths is a high priority for all, given the persistently high maternal, newborn and child morbidity and mortality rates over the past two decades in African countries, Tanzania included. It is one of the major concerns addressed by various global and national commitments, as reflected in the targets of the Millennium Development Goals (MDGs), Tanzania Vision 2025, the National Strategy for Growth and Reduction of Poverty (NSGRP-MKUKUTA), and the Primary Health Services Development Program (PHSDP-MMAM), among others.

Maternal deaths are caused by factors attributable to pregnancy, childbirth and poor quality of health services. The following statistical data is evidence to this contention. Although the most recent Demographic Health Survey (TDHS, 2004/5) has shown decline in under-five and infant mortality by 24% and 31% respectively to 112 and 68 per 1,000 live births, the infant and under-five mortality rates in Tanzania are still unacceptably high. Every year about 154,000 children die before reaching their fifth birthday. In addition, as expected, the mortality rates are highest in the lowest, second and middle wealth quintiles (137, 156 and 147, respectively) as compared to the highest wealth quintile  

Although under-fives constitute about 16% of the population, they account for 50% of the total mortality burden for all ages. Most of these deaths are due to preventable diseases; Malaria, pneumonia, and diarrhea. HIV/AIDS and neonatal conditions account for over 80% of deaths. Malnutrition is a contributory factor to about fifty percent of all deaths.

The under-five mortality rate for children whose mothers were less than 20 years of age when they gave birth is 157/1,000, versus 120/1,000 for children whose mothers were in their twenties.

Prevention and management  

Lack of basic human rights contributes to 60% percent of abuse to marginalized women in Tanzania. Use of paralegal services contributes to 40 percent reduction of incidence of women and children seeking legal aid. Only 35% of women and children in Tanzania have access to legal services and most of them are in urban areas.

Nutrition

Nutrition indicators for under-fives have shown some improvement over the years but under-nutrition is still widely prevalent in Tanzania. Stunting, underweight status and wasting among children aged 0-59 months have reduced from 44%, 29% and 5% in 1999 to 38%, 22% and 3% respectively 34. Anemia is also highly prevalent among under-fives with 72% of all 6-59 months children being anemic. The main causes of anemia are nutritional deficiency, intestinal worms and malaria.

Social Protection for the Vulnerable Groups

Welfare assistance for the most vulnerable groups in Tanzania remains patchy, dependent mainly on the goodwill of individuals and development aid from overseas. However, work commenced in 2007 on the development of national framework for social protection. The framework aims to enhance the coordination of programmes addressing the needs of the most vulnerable groups and to prioritize the use of available resources. In addition more concerted efforts  by local government authorities, health and education services are needed to provide due exemptions of e.g. treatment fees for patients over 60 years of age, and to ensure the enrolment and participation of disabled and orphaned children in schools. (PHDR 2007)

 

 

 

 

 

 

FUTURE PLANS


FUTURE PLANS

  • To have our own permanent office
  • To recruit more Paralegals in the community at ward level
  • To own transport.
  • Fund raising far organization suitability.
  • To have legal office in our office. 

 

ACHIEVEMENTS OF LIWOPAC


ACHIEVEMENTS

  • More than 5,421 women and children benefited to get their rights.
  • 55 trainings conducted on human rights capacity building Lindi rural.
  • 193 meetings conducted, Lindi Urban Rural and Kilwa district on awareness creation of women and children rights and HIV/ AIDS prevention.
  • LIWOPAC have good interaction with the government, NGOs, Networking Religious leaders and the community as whole.
  • To the moment 11 donors funded LIWOPAC in various projects RFE, RFA, CONCERN, WOLD WIDE, FOUNDATION FOR CIVIL SOCIETY, RIPS,PILPIG,  DISTRICT COUNCIL,WLAC, SAHRINGON, PACT TANZANIA, Legal Services Facility
  • Men and women come to LIWOPAC offices to be assisted in matters concerning their legal rights.
  • Networking:- PANITA, TANLAP, Human Rights Defenders Coalition, TACOSODE, LINGONET, LANGO.
  • Conducting project of most vulnerable children in 10 wards of Lindi Municipal
  • Conducted capacity building training to 150 paralegals from 6 districts of Lindi region.  
  • Established of 6 paralegal units in Lindi region Kilwa, Nachingwea, Liwale, Ruangwa, Lindi rural and Lindi urban.

 

THE MISSION AND VISSION OF THE LIWOPAC


3.0 THE MISSION AND VISSION OF THE LIWOPAC
 
VISSION
LIWOPAC envisions a society in which all community groups Lindi, understands, respect and protect basic human rights for Women’s and children

MISSION
LIWOPAC exist to empower Community member’s in Lindi region through provision of legal aid services, training and advocacy using available resources in a transparent and accountable manner. LIWOPAC will also undertake research of relevant issues to support the programs
4.0 OBJECTIVE

(i). The overall objective of Lindi Women’s Paralegal Aid Centre is to contribute to

poverty reduction among women and children in Tanzania

(ii) The specific objectives for which the Organization is established are:

a) To carry out legal aid clinic, providing legal advice and counseling services, court representation and any other services particular for women and children

b) To conduct conferences, camps, seminars, teaching, exchange visits, study tours and other related activities on women and children rights in Tanzania

c) To encourage and support poor women in establishing self-help groups by offering education in a manner of organizing business for generating income to establish an emergence fund and offer assistance to needy women.

d) To run a wide range of legal literacy campaign including human rights training such as seminars, workshops etc. in addition to public women right ,legal books, journals and news-letters in order to disseminate information during the legal literacy campaign and any other activities related with the center

e) To undertake and; or conduct human rights violation monitoring, documentation and publication including fact finding, on various cases of violation or abuses of rights of women and children.

f) To conduct research on legal and cultural constraints to women emancipation, empowerment and enjoyment of their rights.

g) To establish and maintain libraries and other facilities in furtherance of the objectives of the organizations.

h) To stimulate and foster cooperation among African women’s rights activities, and create opportunity for interactions with the said activists.

i) To establish professional cooperation and coordination with similar national and international organizations in the initiations and conduct cooperative trainings programs for mature benefit of cooperation organizations.
j) Generally to do all such other things as may appear to be incidental to the attainment to the above or any of them


 

LIWOPAC SET UP

2.0 LIWOPAC SET UP
2.1 Annual general meeting
Itinvolves all members of LIWOPAC with the function of the reading, discussing and the final decision making tool to the various annual reports. As well as for the general elections once after three years
2.2 Board of Director
(a) There shall be Board of Directors of LIWOPAC.
(b) The Board of Directors of LIWOPAC shall be composed of:
i) The Executive Director of Lindi Women’s Paralegal Aid Centre (LIWOPAC) who shall be the secretary to the board of Directors.
ii) Two independent members

iii) Any two person who will be appointed on individual capacity from the members in community
iv) One member without voting rights who shall be the representative of LIWOPAC employees
(c) The number of members of Board should not be more than 10 and not
less than
(d) The director’s tenure in office shall be five years and a retiring director
may be eligible for re election only once.



 

HISTORY OF LIWOPAC


1.0 HISTORY OF THE LIWOPAC

LIWOPAC  stands for Lindi Women’s Paralegal Aid Centre, wich is a  Non-government organization that was founded in August 2001. The idear of establishing LIWOPAC was born at time when Wome’s Legal Aid Centre WLAC based in Dar es salaam visited Lindi on June 2001  and Conducted three day seminar on the awareness creation of the human rights for women and  children to the people of Lindi. The founding members (Cosma Bulu, Jonaphrey Pembe and Khadija Chilinga) took commendable measures to establish LIWOPAC by following all necessary legal processes for its registration. LIWOPAC was registered on June 2003 under the Societies Ordinance Cap 337 of 1954 it is a non – profit making, non-partisan development organization awarded a certificate of Compliance on 2008.

The area of operation is Tanzania mainland. The organizations have so far managed to deliver its services in six districts which are Lindi Urban, Lindi Rural, Nachingwea, Liwale, Kilwa and Ruangwa Districts.