Evaluation of the Southern and Eastern Africa Regional Centre for ...

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40like with the lack of discussion of programme logic, it appears that so much of whatthe Centre does is implicit, again, perhaps due to the long and sustained familiaritystaffs have with the programme.This was also made apparent in the SWOT analysis when the Centre had to beprompted several times to identify not only weaknesses but also to provide strengths.A more strategic direction would assist, however, in setting priorities for the calendaryear - whether international academic conferences, interaction with government,training/capacity building for NGOs, initiation of more regional cooperationprojects, dissemination of their work to the countries where students originate from,promotion of the course in the countries, interaction with the donor community inZimbabwe and/or in the region- and so on. There may be certain issues or areasbeyond the course in which the Centre could concentrate its efforts year to year andeven country to country. The increasing lack of presence as we move away from thephysical location in Zimbabwe and outwards to the region is a particular case inpoint to suggest the Centre undertakes more strategic reprioritisation.
4 Sustainability of the SEARCWL414.1 Financial ManagementIn terms of formal organisation of financial management, this is well structured bythe programme agreement as follows: “The agreement provides for regular reportingby SEARCWL. The main reporting vehicle is the Annual Meeting that is held toreview progress each year and approve plans for the following year. The AnnualMeeting is held in December and is preceded by the submission of a number ofreports. A progress report, which reports on the progress made against the work planand budget, detailed financial statements for the programme which present a truepicture of income and expenditure and reconciled positions of cash and bankbalances, and a work plan and budget for the incoming year. The RNE responds tothe reports before the meeting. The minutes of the meeting are signed by bothparties after the meeting.” This agreement has been adhered to in a timely andefficient manner, as recognised by all parties. However, there have been a number ofdifferent financial funding arrangements over the years. These have largely been acreative response to challenges of financial management in Zimbabwe.From 1990 until 2008 funding was channelled from NMFA/RNE to the UoZ, andthen onwards to the SEARCWL. The UoZ Bursar’s Office was responsible forfinancial management and keeping the books of accounts and organising audits. Themajority of the funds were transferred to the UoZ account, and SEARCWL drew onthem when needed. A proportion of funds covering external payments weretransferred into the UiO account. However, since the seizure of the UoZ funds in2008 by the Reserve Bank of Zimbabwe (RBZ), and the subsequent loss of access to$47 000, funds for regional expenditure were disbursed into and hence from the UiOaccount. Limited amounts were kept in the UoZ account in London and also inGaborone. SEARCWL, the UoZ and the RNE are still following up with theReserve Bank of Zimbabwe to recover the funds seized. Several letters have beenwritten to the Governor, some copied to the Minister of Finance. To date, onlyUSD$2000 has been repaid. When the funds went through the Oslo account,SEARWCL was responsible for the maintenance of records and production ofaccounts.In relation to the transfer of responsibility back to SEARCWL, according to theMTR in 2010 there was a delay in maintenance of records, the production of finalaccounts and external audits. This necessitated the engagement of an experiencedthough part-time Bookkeeper who the evaluators understand has since developedappropriate systems. External audits, for example, are now up to date. In 2013, threemonthly disbursements have commenced, again, as a risk-aversion strategy toprevent the capture of funds by the banks. According to SEARCWL’s annual report
Page 1: Norad Report 5/2013 DiscussionEvalu
Page 6 and 7: 4AcknowledgementsThe Norwegian Inst
Page 8 and 9: 6Executive SummaryBackgroundThe pur
Page 10 and 11: 8Kenya and Zimbabwe. Another area o
Page 12 and 13: 10with and in a manner more pro-act
Page 14 and 15: 121 Introduction1.1 Background and
Page 16 and 17: 14−−−at the Centre and cooper
Page 18 and 19: 16evaluation is how the 2010 MTR id
Page 20 and 21: 18and also any strategic planning d
Page 22 and 23: 20An important factor for impact al
Page 24 and 25: 223 Findings: Impact of the SEARCWL
Page 26 and 27: 24percent in 2008, 18 percent in 20
Page 28 and 29: 263.3 Women’s law as a discipline
Page 30 and 31: 283.4.2 Career impactOne of the mos
Page 32 and 33: 30A critical space for influencing
Page 34 and 35: 32A male senior law officer in the
Page 36 and 37: 34“massive knowledge. It has real
Page 38 and 39: 36group to do lectures, training, a
Page 40 and 41: 383.6.1 Sufficiently harnessed?Desp
Page 44 and 45: 42to RNE for 2012 the centre ‘now
Page 46 and 47: 44• Regional Masters programmes 6
Page 48 and 49: 46of the Women’s Law Series entit
Page 50 and 51: 48development of new methods and ev
Page 52 and 53: 50There is clearly a major threat i
Page 54 and 55: 52to reconsider those less popular)
Page 56 and 57: 542008 Centre- end of phase report2
Page 58 and 59: 56SEARCWLProf. StewartProf. A. Tsan
Page 60 and 61: 58Annex 2:SWOT analysisName Positio
Page 62 and 63: 60Annex 3:Zambia Field WorkOne of t
Page 64 and 65: 62Annex 4:Survey Responses1. Are yo
Page 66 and 67: 645. Age of respondents50%45%40%35%
Page 68 and 69: 6670%67%60%50%40%30%32%20%10%0%1% 0
Page 70 and 71: 6818. Assess the quality of various
Page 72 and 73: 70543211%1%5%29%64%0% 10% 20% 30% 4
Page 74 and 75: 7224. Which components of the cours
Page 76 and 77: 74Thank you for answering this ques
Page 78 and 79: 76can share with you as they were a
Page 80 and 81: 78office as a Consultant namely (a)
Page 82 and 83: 80objective of the program was to e
Page 84 and 85: 82Results of Assessments of Women
Page 86: NoradNorwegian Agency for Developme

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