* WORLD REFUGEE DAY * (pics!)

20 JUNE 2007

PAC (Public Affairs Committee)

MALAWI

With the motto ‘towards community empowerment', the stated vision of PAC is:

“ democracy and development for all by the year 2009”.

The stated mission of PAC is:

“ We believe that Malawians are God-fearing and peace loving. Our mission is to mobilise the general public through religious community and other stakeholders in promoting democracy, development, peace and unity through civic education, advocacy and mediation”.

PAC indicate their overall strategy as follows:

“ PAC's uniqueness rests in its composition and it is the only organization with genuine nationwide outreach through already existing institutions – churches and mosques. Through this through this network the organisation is able to effectively disseminate messages at grassroots level and speak on behalf of grassroots communities. ”

PAC indicates as its general objective “ to contribute to the promotion of democracy and governance in Malawi through community empowerment” .

PAC's more specific objectives are:

•  an improved understanding of human rights and the rule of law (especially to rural communities);

•  to contribute to peace through tackling political violence and insecurity;

•  improved public participation during and after elections;

•  to build advocacy skills in the communities through religious leaders;

•  to raise awareness on conflict prevention and conflict resolution methods, (to promote) problem solving within the communities;

•  to impart knowledge on electoral processes to the masses

What methods and activities are used to obtain the objectives?

In PAC's programme has included:

Training of trainers workshops , for local religious leaders and others;

Gender training to district coordinators in all the three regions;

Good governance training workshop , for civic and traditional leaders at district level;

Publication and distribution of the Constitution of Malawi ;

Roundtable conferences for politicians, focussing on transparency and accountability;

Symposia on by-elections and mediation.

What are the organisation's specific plans for 2003 and its general plans for the next 3 years?

Informed by the baseline survey and 2001 evaluation (see below), PAC has developed a plan of activities for the next 4 years. What is new about this programme is the organising of trainers and trainees, forming what they call “community empowerment groups, which will be continuously be engaged in organizing for action in politics, development and governance in general (and) … contribute to the implementation of (the) poverty reduction strategy”.

PAC's strategy will include capacity building and planning, advocacy, networking and political engagement, civic education, workshops and seminars and election monitoring and focus on the poverty reduction strategy paper, community safety and empowerment and mainstreaming gender and HIV/AIDS.

What is the structure and size of the organisation (organigram)?

PAC implements its programmes through an extensive network of churches and mosques. The structure comprises the general assembly, executive board, secretariat, regional committees, district coordinators, trainers, trainees and monitors.

Does the organisation have a clear institutional and organisational framework (incl. legal registration)?

PAC is a trust, with its Board Members / Trustees appointed by a General Assembly and activities implemented through an extensive network, representing faith communities throughout Malawi .

Does the organisation have a sustainable base (track record)?

PAC was formed in 1992, following a “pastoral letter”, promoting dialogue with the former government and between rival political parties. It states that its “training of trainers workshops …have built an active network of 1085 trainers who further trained others in local areas in all 25 districts of the country”. In 1996, PAC states that it “successfully mediated on the parliamentary boycott when opposition parties refused to participate in the National Assembly” and in 1999 “it brought together all Presidential Candidates to a forum advocating for security and peaceful elections”.

A “baseline survey” was conducted by the University of Malawi 's Centre of Social Research in 1998, which “highlights challenges in the new political dispensation”. Further, in 2001 a further independent evaluation was conducted by two independent consultants, which “provided a wide spectrum of ideas for future activities”.

What financial, human and material resources does the organisation have at its disposal?

PAC is fairly well established, having been formed 10 years ago. It has a considerable staff component as well as a sizeable network of district coordinators and trainers/monitors at its disposal. PAC has noted that “inadequate space at the secretariat hampers initiatives in institutional building”.

Where does the organisation get its funding from?

PAC receives funding from within the faith community, as well as international donors.

Is the organisation part of formal and/or informal networks?

And how can these networks be valued in view of the sector plan?

PAC networks at national level with local NGOs involved in democracy and governance as well as the government electoral commission and anti-corruption bureau. At the international level , PAC networks with Transparency International (which has a local, Malawi chapter), World Conference on Religion and Peace, Safer World ( UK ) and Amnesty International.

Is the (work of the) organisation embedded in the local community (community based)?

Yes, perhaps PAC's most notable feature is its extensive structure of regional committees, rooted in mosques and churches throughout the country.

Does the organisation have the ability to support smaller community based organisations through capacity building?

Capacity building workshops at community level are a key aspect of PAC's work.

Does the organisation have the potential to carry out advocacy and lobby activities at the local and/or national level?

Through organising high profile “roundtables” and engaging high level politicians as well as supporting a nation-wide network within the faith communities, PAC has demonstrated considerable capacity to carry out advocacy and lobby activities at both national and local levels.

Is the political and socio-economic environment conducive for obtaining the organisation's objectives?

The “open presidential term” issue presented serious challenges (including allegations of government harassment) to most human rights organisations in the country, in particular those who were openly critical, such as PAC. While the “open term” issue was defeated in parliament at first instance, it is purportedly being re-introduced in parliament as a “third presidential term” and it is expected that there will be a repeat of both civil society opposition to the issue as well as government harassment of NGOs who are deemed to be “too political”.

Of further concern to some NGOs, including PAC, is the requirement in Malawian law that all NGOs be members of CONGOMA, a national network of NGOs, which is to some extent controlled by the government, notably requiring a report-back from NGOs on their activities.

PAC itself has identified certain “potential restricting” external factors , including erratic donor funding, the changing political environment (“as political parties are trying to reposition themselves to gain political mileage”), rampant poverty (esp. with regard to its impact on volunteerism) and inaccessibility of some remote areas.

However, PAC engages a wide range of stakeholders at multiple levels, which increases its credibility and demonstrates its resilience.

What are the needs of the organisation in terms of capacity building (for instance in terms of human resource development, organisation strengthening and institutional development)?

PAC has identified staff development as a key aspect of its programme. Further, it has identified networking/exchanges with regional (SADC) partners as a priority. Its further needs still need clarification.

What is the added value of the organisation in the human rights and/or peace building landscape in the country (and/or the southern African region)?

PAC has a great deal of experience in supporting the transitional process to democracy in Malawi , engaging numerous stakeholders, both at community and leadership levels. This experience could be very useful both in the context of new challenges in Malawi (e.g. re-emergence of the “third term” issue) as well as similar challenges in other countries of the region.

How could the organisation be part of the human rights and peace building sector plan?

PAC have outlined a comprehensive plan of activities in a proposal entitled “Democratization and Good Governance Programme(II)”, many of which (e.g. organising of workshops and staff development) could fit within the aims of the sector plan. As for specific requests assistance, this would need to be discussed with PAC.

And what are the assumptions and risks from that perspective?

In addition to the above, PAC specifically mention “potential restricting factors”, including internal factors such as inadequate space for their activities, maintaining morale amongst staff where funding is uncertain, improving the perceived image of PAC and support to the work of monitors.

It is assumed that by specifically acknowledging these risks (which in my view is a great strength), PAC will take steps to address them.

Postal Address: P.O. Box 348 , Lilongwe 3, Malawi

Tel: +265 772 692

Fax: +265 772 696

Cell: +265 833 262 (Robert Phiri)

E-mail: pac@malawi.net

Contact: Robert Phiri, Coordinator

Charles Cuthbert Mapapa, Executive Director