2017 NGO Directors Summer School

27 Oct 2017

1. Background

Could it be that collective work towards a national vision for Zimbabwe is the missing link in the development discourse in Zimbabwe?. In 2017, the political, social and economic environment continued to play a decisive role in determining the extent to which the citizens can or cannot realize their social, economic and political rights. The economic recession, coupled with cyclic abuse of power, impunity, social economic and political exclusion has seen the majority of the population particularly the marginalized susceptible to hunger, social dislocation of families, high levels of poverty, unemployment and underemployment, violations of human rights, not withstanding the severe shrinking of NGOs operation spaces.

Zimbabwe is currently implementing the Zimbabwe Agenda for Sustainable Socio Economic Transformation (ZIMASSET) which is the economic blue print guiding the country for the period 2013-2018. Agenda 2030, Interim Poverty Reduction Strategy Paper whilst and consultations are underway for ZIMASSET 2, Special Economic Zones and how to harmonize Investment laws in Zimbabwe. What has been the major challenge is the limited or lack of involvement of non-state actors in the formulation, implementation and monitoring of national development policies and programs. The mammoth task ahead of Zimbabwe on the economic, social and political sphere demands more structured multi stakeholder collaborations and partnerships between government and non-state actors on actions and activities, which are crucial in addressing these challenges bedeviling the country. The critical role those non-state actors can play in aiding development and social economic protection of citizens is not debatable. It is therefore imperative that the NGO Directors Summer School brings together government, development partners, Commissions and other non-state actors I order to strengthen relations and chat a common way forward for Zimbabwe.

The relationship between government and non-state actors has not been smooth in the last decade with counter accusations over the years that have led to reduced engagement and collaboration levels on development issues between government and CSOs. This has compromised development and further marginalized vulnerable groups and communities.

2017 has been one of the most difficult years for government, non-state actors and even political parties. As the country gears for another harmonized election in 2018, government continues to experience tight fiscal constraint envisaged by lack of cash, and escalating costs of living amid suppressed salaries for the bulk of the labor force. For non-state actors, 2017 has seen intensification in shrinking of operating spaces, outright human rights violations targeting both the general citizenry and some human rights defenders, and massive donor flight. This has resulted in scaling down of programming work the most hit being Community Based Organizations. On the political arena the increase disjointed pressure groupings that are openly calling for various government reforms has not made any meaningful. This comes amid incessant corruption in government, unemployment, increasing poverty, poor service delivery, decline in health care and education systems, and the general contempt for the rule of law by the police. Whilst intra and inter political party violence and discord increases at the expense of national development discourses thus further disenfranchising the already marginalized communities.

It is therefore crucial for the Directors of NGOs to meet and develop a precise strategic plan that will determine alternative pathways for non-state actors. It is also necessary for NGO Directors to deliberate, discuss and agree on definitive thematic cluster priority actions and gaps, determine the engagement processes with the government and other key stakeholders, develop synergies, mechanisms and response systems to the prolonged closing up of the operating environment for NGOs and the effects of the run up to 2018 elections. This year’s summer school is aimed at dialogue towards a National Vision for Zimbabwe that promotes Transformation and Sustainable Resilient Societies

2. Why the Summer School?

NANGO is a meeting place of the hopes and aspirations of millions of men and women in their capacities as the disabled, the vulnerable, the displaced, the oppressed and a host of other marginalized groups. Concomitantly NANGO bears the responsibility of unifying these various concerns by creating spaces for collaboration, mutual support and the development of common best practices. One of these spaces is the annual NGO Directors Summer School, a platform created for senior leadership in the NGO Sector to meet and share knowledge and information with development partners, government and the corporate community. One of the aims being to facilitate dialogue and creation of synergies amongst various stakeholders in an endeavor to bridge the gap between the general citizenry and policy makers for meaningful realization of national development.

3. Objectives of the 2017 NGO Directors Summer School

1. To share knowledge on the challenges and possibilities for non-state actors’ active participation Towards a National Vision for Zimbabwe: Promoting transformation and sustainable resilient societies
2. To define and determine thematic/cluster specific alternative funding and programming pathways and synergies for non-state actors.
3. To develop a common engagement plan with government and development partners towards opening up of operating spaces for non-state actors.
4. To appreciate and share information, lessons learnt and best practices on NGO sustainability.

4. Expected Outputs

1. A clear understanding of the challenges and possible avenues for private and not for profit sectors partnerships in national development.
2. Creation of synergies and follow up dialogue platforms for future engagements with government, private sector and funding partners.
3. Clearly defined and precise thematic/cluster funding and programming pathways for non-state actors.
4. An engagement plan with government on the opening up of operating spaces for non-state actors agreed upon.
5. Knowledge sharing of information, lessons learned and best practices amongst Directors of NGOs

5. Stakeholders to the Conference

It is expected that the strategic planning meeting will bring together 100 NGO Directors from across the country. Also the following stakeholders have been invited as well to share experiences and knowledge: Government Ministries and Institutions, Labor, Development Partners, >Private Sector and >the Church

6. Methodology/Activities
DAY 1>: 9 November 2017: NGO 2017 Update, state of civil society: “ towards a National Vision for Zimbabwe” 

The first day will be a working session for stakeholders whose main purpose is to assess implementation progress for 2017, define NGO engagement strategy within the current context and define the role of non state actors in Agenda 2030, peaceful 2018 elections and towards a National Vision for Zimbabwe. This will inform and enrich the multi-stakeholder donor, government and business discussions that will take place the next day.

DAY 2: >10 November 2017: Multi-stakeholder Dialogue: “ Promoting transformation and sustainable resilient societies”

Day two will focus on dialogue between civil society, development partners, government and business. The day will explore critical development ideas, good governance and explore opportunities for partnerships between state and non-state actors. It will be a platform for different stakeholders to dialogue on measures necessary to ensure that Zimbabweans, both state and non- state actors work towards promoting transformation and sustainable resilient societies. Stakeholders shall be drawn from a variety of sectors.

7. Conference Schedule and Venue

The meeting will take place from 9-10 November 2017 as follows.

9 November 2017: NGO 2017 Update, state of civil society: “ towards a National Vision for Zimbabwe”

10 November 2017: Multi-stakeholder Dialogue: “ Promoting transformation and sustainable resilient societies”