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OVERVIEW OF WOMEN'S NETWORKS IN AFRICA:

 8.  While reviewing the dynamics within the women's movement in Africa, participants noted the increasing fragmentation of women's associations/networks and the consequent lack of focus and coherence regarding issues and challenges. It was agreed that this presents a major challenge in the years ahead. The fragmentation within the women's movement should however not be treated as, since by their very nature, socio-political movements for change often have ideological and strategic differences. However, such differences should not be flagged up as evidence that women cannot work together. Nonetheless, participants urged the leadership of the women's movement to transcend current divisions through the identification and promotion of points of convergence rather than points of divergence.

 9.   As a first step in this direction participants called for an urgent review of the strategies and tactics adopted by the women's movement with in the overall goal of improving the status of women in Africa. The meeting surveyed the status of existing women's networks in Africa using a classified scheme consisting of three categories:

- Accommodation - i.e. those association who have grown comfortable within the existing social framework and are merely developing (coping) mechanisms;

- Escape - those emigrating to more wholesome environments, but who in so doing are literally deserting those to continue the struggle unaided;

- Transformation - seeking recognition while also strategically demolishing the old social framework that had hitherto been conformed to.

10.  This classification, it was agreed, would be both intellectually rewarding and practically instructive in identifying the gaps in strategies aimed at advancing the status of women in Africa. The meeting viewed with concern the fact that while a small percentage of women's organizations seek transformation, the majority of women's organizations in Africa are mainly concerned with welfare and service delivery. These either support government policies, complement government initiatives or try to fill gaps in what the government should be doing. Participants argued that welfare and service delivery will facilitate gender transformation and empowerment.

11.  Participants agreed that even within the realm of conventional wisdom, an accommodating posture as a strategic response mechanism will at best provide temporary respite in the short and medium term. In the long run, such a strategy will not significantly improve the status of women and should therefore be seen as nothing but an interim measure. The meeting called for strategies that will transform the systems and structures that cause discrimination against women. Using the example of credit for women, the meeting pointed out how the transition from accommodation to transformation can be facilitated by ensuring the expansion of women's economic and political control over available resources (e.g. credit) and increasing the opportunities for women to get their fair share.

12.  The meeting concluded that the ultimate goal of the women's movement and networks in Africa must remain a transformation of the current structural and procedural arrangements that erect and sustain artificial barriers and limitations (both latent and manifest). This it was observed prevents women from achieving their potential and denies them recognition for their contribution to the overall development process in Africa. In light of the above, participants unanimously agreed that a major objective for the Africa Women's Forum is the facilitation of change within the women's movement. This could be brought about through systematic information exchange which allows for constant debate and refinement of strategies by facilitating on-going interaction between researchers and activists, and, also by promoting greater links between research and the reality on the ground.

13.  With a view to widening and deepening the prospect for change, organisations and networks within the African women's movement were enjoined to invest in leaders who are capable of transforming their organisations into formidable institutions. Participants pointed out that only strong, sustainable institutions can make a meaningful impact the highly competitive environment of the day. Leadership in organisations can be promoted through supporting women who are courageous front-runners and risk takers by training, mentoring, grooming, documenting good practice in organisational leadership, and acknowledging outstanding contributions through awards, citations and profiles.

14.  The meeting observed that most women's organisations are based on a predominantly supportive culture, which creates space for mutual support and care for women at individual and collective levels. However, this does not encourage the policies and procedures which make organisations more effective and accountable. Women's organisations therefore have to strike a balance between acting as support groups for women, and functioning as efficient organisations based on feminist principles, accountability, transparency and good governance. Because women's organisations tend to be run on a fluid, flexible basis, this culture is frequently abused, and has led to a high turnover of women who could otherwise have stayed on a bit longer to utilize their skills for the organisation's advancement.

15.  To reverse the current unsatisfactory trend, women's organisations have to be clear and precise about both their philosophical imperatives and operational context. The meeting agreed that it might be useful for such organisations to resolve and proffer clear answers to basic questions such as: whether they operate merely to alleviate problems and symptoms, or to question root causes and seek fundamental changes. It was proposed that women's organisations should operate within a feminist framework, which challenges patriarchy and male supremacy in all its manifestations, and should not be content with the regular service delivery programmes which have become the hall mark of Africa's women's movement.

16.  Participants reiterated the conviction that feminist activism is the process through which feminists translate their analysis into action. Some of the most successful feminist activism in Africa has been in the area of women's human rights and peace. It was noted that a major dilemma confronting feminists worldwide has been the challenge of knowing how to properly maneuver. Like other social and political justice movements, feminists start off by rejecting and questioning the status quo. However, as they become more vocal and powerful, they get co-opted into the state apparatus. This happens for a number of reasons: to draw on their expertise, as a result of pressures and lobbying, or just for the simple motive of shunting the most vocal voices up. Whatever the reasons feminists get drawn into the state structure, it was recognised that they need to be there, and that while they are there they need support from the feminist movement outside of the state. This support usually could come through campaigns, research, briefings, etc to enable those within to remain effective and not get swallowed up by the systems they are trying to change.

17.  Within this context, feminists also need to understand the various uses of power. Participants identified four main classifications of power: power over, power to, power with, and power within. The kind of power which women are accustomed to is usually the oppressive, undemocratic power over which is associated with male domination ( and women who want to behave like men). Women therefore need to redefine power in terms of their abilities to use their number. This constitutes power with, and translates into power to i.e. power to effect change.

18.  The future of Africa lies in the hands of the younger generation. Therefore they should be treated as serious stakeholders in the development of organisations and communities. Inter-generational organising require organisations to pay attention to the involvement of young women in the running of programmes, governance, planning, policies, skills sharing, attending conferences, volunteering, etc. Older women should also not always assume that they are there to teach young women, all the time they can learn from the young too, and most importantly they have to listen to each other.
 

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