BUILDING CAPACITY OF TANZANIAN PARTNERS OF ACCOUNTABILITY · BUILDING CAPACITY OF TANZANIAN PARTNERS OF ACCOUNTABILITY . TANZANIA PAMOJA TWAJENGA PROJECT FINAL REPORT . ... PPRA Public

BUILDING CAPACITY OF

TANZANIAN PARTNERS OF

ACCOUNTABILITY TANZANIA PAMOJA TWAJENGA PROJECT FINAL REPORT

Photo: Community members gain skills to advocate for timely delivery of relevant medications

to the Ministry of Health. (Photo by Tanzania Council for Social Development)

Reference: Capacity Development for Partners of Accountability/Pamoja Twajenga

This report is made possible by the support of the American people through the United States Agency for International Development (USAID). The contents of this report are the sole responsibility of Chemonics International Inc. This document was

produced for review by the United States Agency for International Development. It was prepared by Chemonics International for the USAID Capacity Development for Partners of Accountability Program (Contract No. AID-621-C-13-00002).

CONTENTS

Executive Summary ............................................................................................... 1

Project Accomplishments by Component .......................................................... 5

Component 1: Strengthen the Capacity of USAID/Tanzania Partner CSOs in Various

Sectors .............................................................................................................................................. 5

Component 2: Support USAID’s Management of Direct Grant Awards to CSOs .......24

Component 3: Strengthen Government of Tanzania Institutions of Accountability ....28

Successful Methods and Approaches ................................................................. 38

One-on-one Mentoring and Coaching ....................................................................................38

Peer-to-Peer Learning .................................................................................................................39

Round Table Discussions ............................................................................................................39

Achieve, Innovate, Measure & Share (AIMS) Assessments .................................................39

Pool of Skilled Trainers and Service Providers ......................................................................41

Recommendations Going Forward .................................................................... 42

Financial Status of the Pamoja Twajenga Contract ......................................... 43

Annex A. Success Stories .................................................................................... 44

Annex B. Activities............................................................................................... 45

Annex C. Quantitative Comparison of Project Accomplishments ............... 50

Annex D. Relevant Technical Reports and Information Produced ................ 58

ACRONYMS

AIMS Achieve, Innovate, Measure, and Share

ANGOZA Association of NGOs in Zanzibar

AOR Agreement Officer’s Representative

CAG Controller and Auditor General

CBOs Community-based organizations

CEGO Citizens Engagement in Government Oversight

Pamoja Twajenga Capacity Development for Partners of Accountability

CDP Capacity Development Plan

COR Contracting Officer’s Representative

CS-JPE Civil Society Joint Platform for Engagement

CSOs Civil Society Organizations

CWMAC Community Wildlife Management Area Consortium

DQAs Data Quality Assessments

EASUN East African NGO Support Unit

ES Ethics Secretariat

ESRF Economic and Social Research Foundation

FCS Foundation for Civil Society

GTI Gender Training Institute

HICD Human and Institutional Capacity Development

IEC Information, education and communication

IPs Implementing Partners

IOAs Institutions of Accountability

KRAs Key Results Areas

LHRC Legal and Human Rights Center

MAT Medical Association of Tanzania

M&E Monitoring and Evaluation

MPSGG Ministry of Public Service and Good Governance in Zanzibar

MS-TCDC MS Training Centre for Development Cooperation

NAO National Audit Office

OCA Organizational Capacity Assessment

OD Organizational Development

PELUM Participatory Ecological Land Use Management

PETS Public Expenditure Tracking Survey/Systems

PIRs Project Intermediate Results

PMEP Performance Monitoring and Evaluation Pan

PMU Project Management Unit

PPRA Public Procurement Regulatory Authority

PSAM Public Service Accountability Monitor

PSA Public Service Announcement

RBME Results-Based Monitoring and Evaluation

RUDI Rural Urban Development Initiatives

SAF Strategic Activities Fund

SAM Social Accountability Monitoring

TACOSODE Tanzania Council for Social Development

TAP Technical Assistance Plan

TGNP Tanzania Gender Networking Program

TMEMS Tanzania Monitoring and Evaluation Management Systems

TMF Tanzania Media Fund

TOR Terms of Reference

TOT Training of Trainers

UDeS The University of Dar es Salaam

PAMOJA TWAJENGA FINAL REPORT | 1

EXECUTIVE SUMMARY

From July 2013 to July 2017, the Capacity Development for Partners of Accountability

Program, referred to as Pamoja Twajenga — meaning “Together We Build” in Kiswahili

— supported select Tanzanian civil society organizations (CSOs) and government of

Tanzania Institutions of Accountability (IOAs) with timely technical assistance enabling

them to provide sustainable and significant impact as advocates in their respective

sectors. With Pamoja Twajenga’s unique design, USAID/Tanzania awarded three direct

grants to IOAs and five direct grants to CSOs to support cross-sectoral activities

furthering accountable governance and linkages.

Employing principles from USAID Forward

and human and institutional capacity

development, Pamoja Twajenga strengthened the institutional capacity of targeted CSOs

with grant and subgrant management, and it

developed CSOs’ capacity to support citizens

engaging in government oversight and IOAs’

ability to hold government accountable.

Under USAID’s objective “Improved

accountability and oversight of public

resources through increased citizen

participation,” Pamoja Twajenga worked with

partner CSOs and IOAs to make national and

local government authorities more

accountable, in particular by improving

government’s internal capacity and its

management of information flows with the

public. This ultimately empowered Tanzanian

citizens — especially in target regions of

Dodoma, Iringa, Mtwara, Morogoro, and

Zanzibar — to engage constructively with government.

With CSOs’ and IOAs’ improved capacity to engage in sustainable, issue-based dialogue,

Tanzanian citizens — including youth, women, and disenfranchised populations — in

targeted regions became empowered to hold their governments accountable. This

citizen engagement resulted in increased responsiveness and transparent public resource

management and decision-making.

Pamoja Twajenga’s primary objectives included:

1) Strengthen the capacity of USAID/Tanzania partner CSOs to serve as strong

advocacy organizations, well-networked at the grassroots level and able to

inform and equip citizens to engage with government

EXHIBIT 1. ADVANTAGES OF

COORDINATION


2) Provide technical support to USAID in its management of civil society grant

activities

3) Strengthen the capacity of government of Tanzania IOAs to package information;

employ a cohort of civil servants with a common understanding of ethics,

procurement, auditing, and good governance rules; and generally perform

activities under their assistance agreement with USAID/Tanzania

4) Facilitate constructive engagement between CSOs and IOAs

Pamoja Twajenga supported the following organizations:

Direct-grantee CSOs:

Lawyers’ Environmental Action Team (LEAT)

National Council of People Living with HIV and AIDS in Tanzania (NACOPHA)

Participatory Ecological Land Use Management Tanzania (PELUM)

Tanzania Council for Social Development (TACOSODE)

Women in Law and Development in Africa (WiLDAF)

Non-grantee CSOs:

Authorised Association Consortium (AAC)

Human Development Trust (HDT)

Medical Association of Tanzania (MAT)

(Re)claim Women’s Space in World Heritage ((Re)claim)

Rural Urban Development Initiatives (RUDI)

Tanzania Media Women’s Association – Mainland (TAMWA Mainland)

Tanzania Media Women’s Association – Zanzibar (TAMWA Zanzibar)

Women Creative Solutions Association (WCSA)

Zanzibar Legal Service Centre (ZLSC)

E&D Readership and Development Agency (E&D)/SOMA

IOAs:

Ethics Secretariat (ES)

National Audit Office of Tanzania (NAOT)

Public Procurement Regulatory Authority (PPRA)

Pursuant to Section F.5.6., this Contract Completion Report covers the following:

Pamoja Twajenga’s accomplishments


Methods of work

Recommendations going forward

Financial status of the contract

In Annex C, we provide an index of reports and information produced and a separate

file organized by technical area.


EXHIBIT. 2 PAMOJA TWAJENGA PARTNERS


COMPONENT 1 PROJECT

ACHIEVEMENTS

Organizational capacity assessment

(OCA) and advocacy assessment (AA)

conducted with all five main grantees and

10 non-grantees, and scores established.

Partners developed and implemented

capacity development plans (CDPs).

Tailor-made training, mentoring, and

coaching conducted for partners, based

on CDP benchmarks.

SECTION ONE

PROJECT ACCOMPLISHMENTS BY

COMPONENT

COMPONENT 1: STRENGTHEN THE CAPACITY OF USAID/TANZANIA

PARTNER CSOS IN VARIOUS SECTORS

CSOs play a critical role in Tanzania; they

contribute to transparency, rights, and

representation, connecting citizens to

government. CSOs also play an important role

in advocating for, and providing social justice

support for marginalized members of society.

ORGANIZATIONAL CAPACITY

ASSESSMENT (OCA) AND ADVOCACY

ASSESSMENT (AA) FOR CSO PARTNERS

Before beginning technical assistance, Pamoja Twajenga established a baseline for each

organization’s capacity by conducting a participatory assessment with each. The

assessments, conducted using the USAID organizational capacity assessment (OCA)

tool, provide a snapshot of an organization’s current performance in governance,

administration, financial management, human resources, program management,

organizational management, and project performance management. Pamoja Twajenga

also used the project-developed advocacy assessment tool (AA), which assesses

organizations’ foundation for advocacy work, conducting advocacy, and overall

commitment for advocacy, to evaluate organizations.


EXHIBIT 3. ORGANIZATIONAL CAPACITY

ASSESSMENT SCORES: BASELINE AND RESULTS


“The assessment has given me an

opportunity to further understand the

OCA process and methodologies. Now

I can facilitate OCA for any

organization without the support of

the mentor.”

—NEEMA MAKANDO, PROGRAM

OFFICER, WILDAF

Upon completing the OCA and AA exercises

with the fifteen CSOs, Pamoja Twajenga

partners were able to develop individualized

capacity development plans (CDP) with

activities to address identified weaknesses

(performance gaps) and to strengthen each

partners’ organizational and advocacy

capacities. These all-inclusive plans addressed

areas both in Pamoja Twajenga’s scope and

beyond it; they served as master plans to share

with other donors and to address within their

own resources.

Prior to Pamoja Twajenga assistance, organizations scored an average of 2.53 in their

OCAs (on a scale of 1 to 4) and an average of 2.64 on their AAs (on a scale of 1 to 5).

Following project interventions, the final OCA and AA scores show an average

improvement of 44 percent and 65 percent, respectively. Specific details on the OCA

and AA performance are in Annex C. Assessments conducted at the project’s end

indicated improved performance for partner implementation of CDPs in all areas.

Annually, Pamoja Twajenga co-facilitated reassessments of the OCA and AA; these

reassessments became known as Re-OCA and Re-AA. Pamoja Twajenga also worked

with partners to update their CDPs. In addition to building the core capacity of targeted

direct grantees, the project focused on building the capacity of subgrantees, enabling

them to implement internal reforms and improve outreach to constituents.

EXHIBIT 4. CIVIL SOCIETY ORGANIZATIONS’ CAPACITY BUILDING WORKFLOW


“Before CWMAC never had

organization systems, policies, or

procedures. But, after Pamoja

Twajenga’s interventions, we have a

Financial Manual and Human

Resources and Administration

Manuals adhered to by all staff.”

— NIMPHER SENGUO,

ADMINISTRATIVE ASSISTANT,

CWMAC

Hamza Chang'a (left) and

conservation group member,

Mashaka Kilanga, from Kiwere

Village tend to some of their

seedlings (planted in degraded areas

in the village). Photo by: Miriam

Mshana, LEAT

To support sustainable interventions,

Pamoja Twajenga provided training of

trainers to direct grantees so, with

project support, they could roll out

training to subgrantees. Following

training, CSOs and subgrantees

gained the ability to use these

assessments to continually monitor

and improve their capacities,

including beyond the life of the

project. The overall increase in OCA

scores seen across partners indicates

that partners have improved in numerous areas, and that their organizations will be

stronger going forward. Furthermore, the non-direct grantee partners saw significant

growth in their capacities; such growth and the partners’ increased confidence and

credibility will hopefully allow these partners to receive future funding from USAID, and thus pass on support in the same manner as the direct grantees.


Advocacy in Real Time

MAT successfully managed to

influence the development of a health

and dental bill introduced in

parliament. Starting in 2014, MAT

participated in a four-day event with

the Ministry of Health in Bagamoyo to

draft the bill. It then went to the

Parliamentary Committee on Social

Services where MAT raised awareness

about the terms and definitions.

Currently, the updated Tanzania

Medical, Dental, and Allied

Professionals Bill is tabled for debate

by Parliament for September 2017.

Notable improvements of organizational and advocacy capacity include:

Community Wildlife Management Area Consortium (CWMAC) demonstrated

improved governance by developing its constitution

HDT and PELUM developed terms of reference for their boards and conducted

induction for their boards as a result of the board governance training

CWMAC and LEAT established systematic and organized board meetings

Fourteen CSOs developed succession plans for the roles of executive director and finance and program managers

PELUM, HDT, (Re)claim, ZLSC, TAMWA Zanzibar and Mainland, LEAT,

CWMAC, and WiLDAF reviewed and/or developed policies and guidelines on

finance, administration, and human resources

Institutionalized tools put in place by the project, including a Project

Management Handbook, use of timesheets, and updated position descriptions

Strategic plans established for ZLSC,

(Re)claim, MAT, CWMAC, WiLDAF,

PELUM, LEAT, and NACOPHA

Resource mobilization plans established for CWMAC, ZLSC, (Re)claim,

TAMWA Zanzibar and Mainland, MAT,

RUDI, WCSA, and HDT.

Communications strategies and M&E

plans established and in use for PELUM,

LEAT, TACOSODE, NACOPHA, and

WiLDAF.

All partners now have responsive advocacy strategies including a

comprehensive roadmap on how to conduct evidence based advocacy to

influence change in policy and legislation.

Table 1: OCA and AA Summaries by Organization

Organization Name OCA Scores AA Scores

Baseline

Score

End of

Project

Score

Baseline

Percent

Change

Baseline

Score

End of

Project

Score

Baseline

Percent

Change

Lawyer’s Environmental Action Team

(LEAT) 2.65 3.85 45% 2.47 4.68 90%

National Council for People Living with

HIV/AIDS in Tanzania (NACOPHA) 2.79 3.94 41% 2.80 4.93 76%

Participatory Ecological Land Use

Management (PELUM) 2.86 3.90 36% 2.53 4.72 86%

Tanzania Council for Social Development

(TACOSODE) 2.83 3.89 38% 2.00 4.80 140%

Women in Law and Development Africa

(WiLDAF) 3.24 3.92 21% 3.43 4.67 36%

Zanzibar Legal Services Centre (ZLSC) 2.72 3.63 34% 3.07 4.29 40%


“PELUM acknowledges the support

provided by Pamoja Twajenga. We

have developed a good proposal and

work plan with a clear results

framework, development hypothesis,

Gantt chart, and project strategy

which enabled us to win funds from

another donor.”

—DONATI SENZIA,

COORDINATOR, PELUM

Organization Name OCA Scores AA Scores

Baseline

Score

End of

Project

Score

Baseline

Percent

Change

Baseline

Score

End of

Project

Score

Baseline

Percent

Change

Tanzania Media Women’s Association (TAMWA) – Dar

3.04 3.80 25% 3.57 4.70 32%

Tanzania Media Women’s Association

(TAMWA) – Zanzibar 2.19 3.50 60% 3.07 4.43 45%

Rural Urban Development Initiative (RUDI) 2.46 3.51 43% 1.83 3.37 84%

(Re)Claim Women’s Space in World

Heritage ((Re)claim) 1.94 3.19 64% 2.27 3.53 56%

Authorized Association Consortium (AAC) 1.66 3.76 127% 1.15 3.90 240%

Medical Association of Tanzania (MAT) 1.91 3.47 82% 2.00 4.40 120%

Health Promotion Tanzania (formerly HDT) 3.14 3.86 23% 3.87 4.90 27%

E&D 1.92 3.11 62%

Women Creative Solutions Association

(WCSA) 2.62 3.52 35% 2.93 3.80 30%

Average Scores 2.53 3.66 44% 2.64 4.37 65%

TECHNICAL CAPACITY STRENGTHENING FOR CSOS

Pamoja Twajenga provided training, hands-on coaching, and mentoring support across a

continuum of organizational capacity areas, including development of annual work plans,

M&E tools and plans, compliance, fundraising, strategic planning, board governance

training, succession planning, and communications and outreach. The number of

beneficiaries for technical capacity strengthening is summarized in Annex C.

The subheadings below present the

capacity building support and

organizational development assistance

provided by Pamoja Twajenga.

Work plan development. Pamoja Twajenga

provided work plan training to the five

direct grantees, PELUM, LEAT,

NACOPHA, WiLDAF and TACOSODE.

The project reviewed grantee work plans

to ensure they were outcome-based,

contained clear timelines for achieving

activities, aligned with grantee M&E plans, and appropriately used a results framework to

structure Gantt charts. CSOs then held working sessions over the remaining project

years, resulting in USAID approval of partners’ work plans.

In addition, Pamoja Twajenga conducted capacity building sessions for non-direct

grantee partners on work plan development based on OCA results that showed a

common need for this training. Non-grantees that benefitted from capacity building


Improving Services

Through applying SAM, TACOSODE

managed to advocate for improved health

service delivery in Kibaigwa in Dodoma

Region.

PPRA Manager Hitrudice Gisenga facilitated a workshop for CSOs in Mtwara on CSOs awareness for the

Public Procurement Act and Practices at LGAs (local government authorities).

included (Re)claim, ZLSC, TAMWA Zanzibar, RUDI, HDT, MAT, CWMAC, WCSA and

TAMWA Mainland. This support enabled the non-grantee organizations to improve

their annual work plan development ensuring that plans are outcome-based, with clear

timelines for achieving activities, aligned with M&E plans, and appropriately use a results

framework to structure Gantt charts.

Communication and advocacy skills. Pamoja

Twajenga supported communications and

advocacy officers from five grantees — PELUM,

LEAT, NACOPHA, WiLDAF and TACOSODE

— and some non-grantees — (Re)claim,

TAMWA Zanzibar, TAMWA Mainland ZLSC —

to strengthen their skills in communication and advocacy. Through Pamoja Twajenga’s

support, partners’ communication skills and capacity greatly improved, particularly the

five grantees and many of the subgrantees. Through larger training sessions, one-on-one

mentoring, and consistent coaching, partners developed communication strategies and

information, education, and communication (IEC) materials; designed behavior change

campaigns; and published success stories following USAID branding and marking

requirements. At the same time, Pamoja Twajenga supported all partners (PELUM,

LEAT, NACOPHA, WiLDAF and TACOSODE) and some non-grantees (MAT,


(Re)claim, TAMWA Zanzibar, TAMWA Mainland, ZLSC, and WCSA) to strengthen

their advocacy and policy engagement skills through training. Following training, the

project provided one-on-one mentoring support, enabling development of partners’

advocacy strategies.

Assisting CSOs to conduct OCA and AA for subgrantees. Pamoja Twajenga conducted a

training of trainers (TOT) equipping grantees with knowledge and skills to assess their

subgrantees’ organizational and advocacy capacity. Partners then managed to conduct

OCA with their subgrantees and build subgrantees CDPs.

EXHIBIT 5. ADVOCACY ASSESSMENT SCORES:

BASELINE AND RESULTS


SAM Success

LEAT and TACOSODE helped establish

SAM district and village committees in all

project villages resulting in arrests of

unauthorized wood loggers

TACOSODE held government accountable for improper use of funds

related to construction of health facility

centers in Kongwa District

A health care worker in a newly constructed labor ward in Kibaigwa District, Dodoma (realized by citizens

using Social Accountability Monitoring) (by TACOSODE).

Integration of gender equity and social inclusion. Pamoja Twajenga organized a gender equity

and social inclusion (GESI) assessment aimed at identifying gaps in organizations’ political

will, technical capacity, accountability, and organizational culture, resulting in a

comprehensive gender and social inclusion action plan. The plan enables partners to

integrate gender considerations into all areas that affect marginalized groups.

Social Accountability Monitoring (SAM) training for

CSOs. Pamoja Twajenga introduced Social

Accountability Monitoring (SAM) to PELUM,

NACOPHA, and WiLDAF, enabling these

organizations to advocate for increased

accountability on public resource allocations.

Greater accountability improved social services

in land, health, and gender, respectively.


“The training is vital to me and

my organization. Now that I have

hands-on tools and skills on how

to develop a strategic plan, it will

be much easier. We will have

maximum participation, as we

already have basic understanding

on strategic plan steps.”

— MUNIRA HAMOUD,

EXECUTIVE DIRECTOR,

(RE)CLAIM

Resource mobilization. Pamoja Twajenga conducted resource mobilization training and

one-on-one mentorship for nine non-grantees, (Re)claim, MAT, TAMWA mainland and

Zanzibar, WCSA, HDT, ZLSC, CWMAC, and RUDI. The training provided a framework

instructing partner CSOs in managing a range of resources, including equipment and

institutional resources, and preparing costs and budgets. These plans helped

organizations develop fundraising strategies to procure required resources, with some

partners mobilizing resources from existing opportunities.

Good board governance. Pamoja Twajenga conducted a hands-on governance workshop

for board members and executive directors from its five CSO grant partners and from

eight non-grantees. The good governance training provided instruction and guidance on:

good governance for boards of directors; effective management; evaluation of executive

directors; and the identification of investments needed to promote organizational

effectiveness and sustainability. Following group training, each organization received one-

on-one mentoring to adapt a governance workbook. As a result of the board

governance training, RUDI and TAMWA Zanzibar and Mainland formed boards;

TAMWA Zanzibar, MAT, and WCSA also established board committees. MAT also

reviewed and revised its constitution to enhance governance structures and systems. All

partners established demarcated roles between their management and board.

Fundraising. To address the critical need

for sustainable funding, Pamoja Twajenga

worked with all grantees and nine non-

grantees to develop fundraising strategies.

Partners have used their fundraising

knowledge by exploring sources of

funding that match their needs, and some

met with success by the project’s end.

Strategic planning. With sustainability in

mind, Pamoja Twajenga helped partners

develop their strategic plans, most of

which cover planning until 2020. The

strategic planning process allowed

organizations to create road maps for their goals over several years. The plans

developed include M&E provisions, which will help the organizations track their progress

and course correct as needed. Pamoja Twajenga supported WiLDAF, LEAT, (Re)claim,

PELUM, NACOPHA, MAT, WCSA, CWMAC and ZLSC to develop or renew their

strategic plans by facilitating organizations’ articulating a vision for their desired future.


“I am planning to retire after serving WiLDAF for five years.

Our organization did not have a

succession plan so this was a

good opportunity as we now

know the process of succession

planning which will lead to a

smooth transition. Since the

training, WiLDAF used its

succession plan to prepare for

handover of the executive

director role, which took place in

September 2016.”

— DR. JUDITH

ODUNGA, EXECUTIVE

DIRECTOR, WiLDAF

Village Natural Resources Committee members receive training on natural resources management at

Itagutwa in Iringa District.

Succession planning. Pamoja Twajenga

facilitated succession planning training,

introducing the concept of succession

planning to fourteen CSOs (PELUM, LEAT,

TACOSODE, NACOPHA, WiLDAF,

CWMAC, HDT, TAMWA Zanzibar,

TAMWA Mainland, ZLSC, (Re)claim, RUDI,

MAT, and WCSA). Succession planning is

key to sustainability, as it ensures

organizations have the right staff in place to

carry out activities and that staffing changes

do not lead to large disruptions.

The training enhanced CSO sustainability,

encouraging organizations to develop

succession plans for key leadership positions.

Each organization developed a succession

planning framework which included identification of key positions; definition of

competencies; assessment of current bench strength; establishment of potential


LEAT’s Communications Officer meeting with a community member to document

successes of advocacy interventions.

successors; development of succession strategies, implementation methods, M&E, and

implementing actions.

Round-table partner meetings. Pamoja Twajenga began regular round-table meetings with

all partners. The meetings involved the chief of party; the Pamoja Twajenga point of

contact and other relevant staff; and the partner. Meetings covered the relationship

between Pamoja Twajenga and partners and ensured that support offered focused on

partners’ most relevant needs and their CDPs.

Communications. The project supported MAT, (Re)claim, TAMWA Zanzibar, and PELUM

to develop communications strategies through one-on-one mentoring. The strategies

were designed to follow specific, measurable, attainable, realistic, and time-bound

(SMART) principles, taking into account needed human and financial resources. Each

strategy included objectives, audiences, messages, tools, strategic approaches, and action

plans. The purpose of the strategies is to allow organizations to engage in more effective

and planned communication to better reach their audiences. Participants noted the strategies helped them identify their audiences and messages and think strategically

about how to best communicate with each audience.


“Pamoja Twajenga supported

PELUM to conduct a training on

Village Land Act No. 5 of 1999

and Land Act No. 4 of 1999 for

village councils, village land

committees, and influential

leaders from five villages in the

Morogoro region. During the

training, participants realized

that their historical practices for

formulating village land

committees were not in line with

legal requirements. Participants

therefore reformed their village land committees in the hopes of

solving land conflicts in the

village and ensuring compliance

with the law. ”

BY DONATI SENZIA,

THE NATIONAL

COORDINATOR FOR

PELUM TANZANIA

Pamoja Twajenga coached communications

specialists from CWMAC, RUDI, TAMWA

Mainland, SOMA, and HDT on producing

success stories — from brainstorming

concepts to drafting pieces showcasing

organizational accomplishments. In a

participatory session, attendees developed,

presented, and workshopped stories with

their peers. They practiced discussing a

problem, identifying their organization’s

intervention, and showcasing the eventual

result or impact of their work. Participants

noted that they gained skills and improved

their confidence in producing success

stories. Following this training and

continuous support from Pamoja Twajenga, all Citizens Engaging in Government

Oversight (CEGO) partners developed and

submitted success stories to USAID along

with their quarterly reports.

Additionally, through four workshops, Pamoja Twajenga led a nine-step method on how

to write and apply a communications strategy. The project worked with CSO direct

grant partners, assisting them in preparing communications strategies and providing

them with an increased understanding of how to tailor communications for various

audiences, such as constituents, and board members. In implementing these strategies,

CSOs will increase their ability to engage with stakeholders, share successes and lessons

learned, and change people’s behaviors.

Promotion of issue-based dialogues. Pamoja Twajenga organized an issue-based dialogue,

which brought together 80 participants, including representatives from local government

authorities, CSOs, IOAs, and development partners. Under the theme, “The State of

Accountability in Tanzania: where we are, and where are we heading?”, the dialogue

provided grantees, USAID partners, and other participants insight into Tanzania’s

current state of accountability and access to actors with a direct role in the process.

Participants worked together to define good governance, accountability, and advocacy

and to clarify partners’ respective roles and responsibilities in those processes. The

dialogue served as an opportunity to show CSOs and IOAs how to organize and

facilitate dialogues for with their constituents. Organizations carried out issue-based

dialogues on their own with Pamoja Twajenga support:

- TACOSODE implemented its national-level dialogue in Dodoma, at the Parliamentary session to advocate for adequate allocation of health resources. This

dialogue resulted in citizens requesting the timely dissemination of the approved

health budget.


- WiLDAF implemented a community-level dialogue in Kongwa district, Dodoma

region to equip community members with knowledge about women’s human rights,

in particular related to gender-based violence (GBV).

- PELUM implemented a district-level dialogue in Morogoro with decision-makers,

land rights stakeholders, and villagers to discuss land rights and hold their leaders

more accountable, resulting in increased responsiveness and transparency in village

land governance and administration.

Assistance to grantees on subgrantee strengthening. Pamoja Twajenga worked with direct

USAID grantees to review subgrantees’ CDPs and identify an area of focus for support.

Pamoja Twajenga supported workplan development for LEAT’s four subgrantees and

resource mobilization for TACOSODE’s and NACOPHA’s nine subgrantees.

The project conducted a TOT for LEAT’s project officers on work plan development.

LEAT then transferred knowledge to its subgrantees, African Soil Hives Technology

(ASH-TECH), Mufindi Vijana kwa Maendeleo (MUVIMA), Matumizi Bora ya Malihai Idodi

na Pawaga (MBOMITA), and Mtandao wa Jumuiya ya Misitu Kanda ya Kitapilimwa

(MJUMIKK) in Iringa and Mufindi districts, resulting in quality deliverables used as guides

for the organizations’ implementation work. Pamoja Twajenga supported TACOSODE

and NACOPHA to tailor resource mobilization materials for their subgrantees (including Community Health Education and Development Organizations (CHEDO),

Iringa Mercy Organization (IMO), Afya ya Jamii Tanzania – Community Health in

Tanzania (AFNET), Mazombe Mahenge Association for Development (MMADEA), and

Morogoro Umwema Group Trust Fund).

Table 2. Subgrantee Assistance

Grantee Sub Offices/Subgrantees Institutions of Accountability (IOAs)

1 Ethics Secretariat (ES)

1 Dar es Salaam HQ 2 Southern Zone (Mtwara) 3 Central Zone (Dodoma) 4 Eastern Zone (Morogoro) 5 Southern Highlands Zone (Iringa)

Civil Society Organizations

(CSOs) Direct Grantees Subgrantees

1 LEAT

1 MUVIMA 2 ASHT 3 MBOMIPA 4 MJUMIKK

2 PELUM

1 UMADEP 2 IFTZ

3

WiLDAF

1 Mobile Legal Clinic- Dar es Salaam 2 Tanzania Women and Children Welfare Centre Temeke Dar 3 Centre for Widow and Children’s Assistance - Mara 4 Rungwe Women and Orphans Centre-Mbeya 5 Tanzania Network for Legal Aid Providers

4 NACOPHA 1 HIV/AIDS Clusters (Two districts) 5 TACOSODE 1 Iringa Mercy Organization (IMO)

2. Mahenge Mazombe Development Association (MMDEA)


“I am very happy to be in this training, for me it is my first

training in advocacy and I can say

that it has added so much value

to my M&E work.”

— MOHAMED KHATIB,

M&E OFFICER, ZLSC

Grantee Sub Offices/Subgrantees 3 Community Health and Education Organization (CEDO) 4 AFNET 5 Afya ya Jamii Tanzania-AJAT-Foundation 6 UMWEMA Trust Fund-Morogoro

Advocacy capacity building and strategy development. Pamoja Twajenga held advocacy

strategy development sessions with TACOSODE, LEAT, and PELUM to formulate

their advocacy missions, agendas, and strategies.

To further support partners in advocacy,

Pamoja Twajenga organized an advocacy

strategy workshop for non-grantee CSOs,

including TAMWA Mainland, HDT, WCSA,

MAT, RUDI, and CWMAC. With a clear

advocacy strategy, organizations can galvanize

constituents and stakeholders to advance a cause.

The advocacy strategy workshop covered:

a) General understanding of the concept of advocacy and its implications to

CSOs’ work

b) Practical knowledge-sharing about advocacy practices

c) Basic elements of advocacy and its applicability in the Tanzanian context

d) A conceptual framework for advocacy

e) Power relations and their implications in conducting effective advocacy

f) Tools for developing advocacy strategies including an advocacy planning model

g) Developing action plans for advocacy activities

h) A process for conducting evidence-based research

i) How to conduct qualitative and quantitative data analysis

j) Repackaging government information for advocacy.

By the end of the workshop, each organization had developed a draft advocacy

strategy and a pledge of one-on-one mentoring to complete their strategies.

Pamoja Twajenga also supported CSO partners to work with their subgrantees on

advocacy assessment. In particular, the project helped LEAT conduct advocacy

assessments for its subgrantees in Iringa and Mufindi districts. LEAT received a training

that enabled its staff to understand the step-by-step advocacy assessment tool process,

write and present advocacy assessment reports on subgrantees’ advocacy work, and

clarify the role of a facilitator in conducting advocacy assessments. The trained officers

went on to carry out the advocacy assessments with LEAT’s sub-grantees under the

CEGO program, including ASH-TECK, MBOMIPA, MUVIMA, and MJUMUKK.


“For us this is a very important

learning opportunity, not only for

advocacy but also for other

program activities. This kind of a

meeting promotes peer-to-peer

learning and enables us to identify

potentials within ourselves.”

— DONATI SENZIA,

COORDINATOR, PELUM

Policy brief support. Policy briefs represent important tangible advocacy tools partners can

use to influence government reform. Pamoja Twajenga coached two NACOPHA

program officers on the theory and practice of producing policy briefs and statements

from project research findings. Using its published 2013 stigma index report,

NACOPHA developed a policy brief about sustainable food security and nutrition of

people living with HIV. The brief identified recommendations for poverty reduction

strategies, social policies, and sector, district, and local plans, such as disaster

preparedness plans. Recommendations focused on sustained livelihoods and integrating

approaches to food security and nutrition with responses to HIV and were shared with

the HIV/AIDS parliament committee.

Gender and social inclusion. Pamoja Twajenga conducted a gender and social inclusion

(GESI) training to strengthen partners’ GESI knowledge and ability to integrate GESI

practices into project planning, implementation, and reporting. Pamoja Twajenga worked

with grantees individually on social group distinctions, gender, differences between

equality and equity, and how to define and identify explicit versus implicit marginalization. The project also helped partners identify priorities to include in their

CDPs to outline action steps to increase overall scores, review assessment tools, and

determine relevant participants and beneficiaries for each activity.

Participants realized through the GESI training that they needed to increase their gender

and social inclusion activities. They noted that they had done significant work related to

gender, however they had focused mostly on disaggregating between male and female

attendance and participation. With the GESI training, participants saw that counting men

and women in attendance did not fully recognize gender concerns. Rather, they needed

to integrate social issues into decision-making to allow equal participation of all social

groups. Examples include holding training sessions during times when women are more able to step away from routine tasks for which they may be responsible.

Advocacy boot camps. Pamoja Twajenga

conducted three advocacy learning events

for five grantee CSOs to promote

learning, sharing, and interactive

knowledge. The project conducted an

advocacy knowledge sharing event for the

five direct grantee CSOs to share their

knowledge and experience in identifying

issues, messaging, and approaches to

advocacy.

Pamoja Twajenga facilitated an advocacy

knowledge-sharing event between PELUM,

NACOPHA, WiLDAF and LEAT to promote partnerships, networks, and other

relationships among partners and stakeholders. Additionally, partners reviewed their

advocacy strategies to integrate gender and social inclusion. Pamoja Twajenga then held


“This event is a unique

opportunity for us to learn. I

have acquired a shared

understanding on what works in

which social setting. Our

broadened scope of practices on

GBV implications across sectors

will help to shape our approaches

and thinking using learning

generated in this activity.”

— RACHEL JACOB,

MONITORING AND

EVALUATION

MANAGER, NACOPHA

an advocacy boot camp for direct grantee CSO partners to share successes and lessons

learned. The advocacy boot camp offered a valuable forum for partners to share ideas

about common issues and experiences in target communities, and to draw from each

other as resources through peer-to-peer learning.

Facilitation of peer-to-peer learning and

communities of practice between CSO partners.

Pamoja Twajenga facilitated peer-to-peer

learning engagement among CSOs to

enhance skills development and promote

learning among partners. Throughout the

peer-to-peer learning process, the project

liaised with 13 CSO partners to identify

areas of cross-learning, and then coordinated

a resource exchange through online

platforms among the partners. Examples of resources exchanged include gender policy,

HIV policy, financial management tools,

human resources management tools, and

SAM tools. The partners reacted positively

to peer-to-peer learning, especially young

and growing CSOs that still lack financial and

technical capacity to develop those tools and policies.

Pamoja Twajenga also facilitated a peer-to-peer learning event with 13 CSOs. The

event was a unique platform for organizations to share best practices, successes, and

lessons learned during implementation of their projects, and focused on the theme, “Gender-based violence and how it relates to governance, people living with HIV/AIDS

(PLHIV), and natural resources management.” Evaluation of the session showed that

participants gained knowledge by sharing experiences related to GBV.

Additionally, Pamoja Twajenga organized an annual learning event with 14 CSOs,

focused on creating a joint platform for sharing experiences and key lessons.

SUPPORTING THE DEVELOPMENT OF COMPREHENSIVE M&E SYSTEMS FOR

CSOS

Pamoja Twajenga directly intervened to support M&E with a total of 15 civil society

organizations and three government institutions. Pamoja Twajenga M&E interventions

also trickled down to subgrantees of five direct grantee CSOs.

Improving CSO grantees basic M&E skills. In Year 1 of Pamoja Twajenga, project M&E

training focused on all CSO grantee partners. The project organized a joint training

workshop for nine CSOs, LEAT, TACOSODE, PELUM, NACOPHA, TAMWA,

(Re)claim, MAT, HDT, and AAC. This training provided participants with best practices

specific to data quality, collection, analysis, presentation, interpretation, and reporting.

Participants scored 81 percent in post-training tests compared to 74 percent in tests


before training. Individual mentoring sessions with each grantee followed to ensure

grantees were able to apply the knowledge gained and to develop their own M&E plans.

M&E training in Year 2 focused on all CSO grantee partners and their subgrantees. In

Year 2, Pamoja Twajenga supported LEAT, PELUM, and WiLDAF to conduct M&E

training for their subgrantees. Training content was tailored to suit the specific M&E

agendas of the individual organizations participating, and included basic M&E concepts

and tools development; supportive supervision; data analysis, presentation, and sharing;

and information on the use of outcome mapping. The following table shows the grantees

and subgrantees that benefitted from the M&E training conducted in Year 2.

Table 3. Grantee and Subgrantee Beneficiaries of Year 2 M&E Training

Grantee Suboffices/Subgrantees

Institutions of Accountability (IOAs)

1 Ethics Secretariat (ES)

1 Dar es Salaam HQ

2 Southern Zone (Mtwara)

3 Central Zone (Dodoma)

4 Eastern Zone (Morogoro)

5 Southern Highlands Zone (Iringa)

Civil Society Organizations (CSOs)

Subgrantees

1 LEAT

1 MUVIMA

2 ASHT

3 MBOMIPA

4 MJUMIKK

2 PELUM

1 UMADEP

2 IFTZ

3

WiLDAF

1 Mobile Legal Clinic- Dar es Salaam

2 Tanzania Women and Children Welfare Centre Temeke Dar

3 Centre for Widow and Children’s Assistance - Mara

4 Rungwe Women and Orphans Centre-Mbeya

5 Tanzania Network for Legal Aid Providers

In Year 2, LEAT, TACOSODE, PELUM and NACOPHA attended the Baseline Report

Writing Training conducted by the project. The training aimed to equip participants

with knowledge and skills on baseline surveys and technical report writing so as to

improve their project deliverables. Topics covered during the training included general

technical report writing skills, specific baseline report writing formats, and gender and

social inclusion analysis. After the training, Pamoja Twajenga conducted mentoring

sessions at the individual organizational level to continue building participants capacity

with these M&E tools and methods.

Supporting grantees to finalize monitoring and evaluation plans (MEP), data collection, and

reporting tools. Pamoja Twajenga reinforced its M&E training sessions (mainly conducted

in Year 1 and 2) with direct M&E mentorship to grantees (mainly provided in Year 3 and

4) to improve grantees’ M&E systems. Pamoja Twajenga M&E mentoring focused on

revising organizations’ monitoring and evaluation plans (MEPs), including result

frameworks, indicators, data collection plan details, project indicator reference sheets,

and M&E standard operating procedures and reporting. Pamoja Twajenga also provided


technical assistance to review and improve LEAT, PELUM and TACOSODE’s baseline

study protocol and the analysis and packaging of the findings for their baseline study. All

partners submitted their improved M&E plans to USAID for approval.

Technical assistance for CSO partners on M&E. For the subsequent Year 3 and 4, Pamoja

Twajenga continued to support and mentor CSOs on various M&E issues as requested

by the targeted CSOs. This support included the following:

Mentor partners to review and improve M&E plans. Pamoja Twajenga supported

NACOPHA, PELUM, TACOSODE and LEAT to review and improve their

M&E plans after the development of their Year 2 work plans. Pamoja

Twajenga mentored NACOPHA and LEAT on how to develop a routine data

collection template for M&E, perform data cleansing of their baseline data,

and develop data capture screens using the Statistical Package for the Social

Sciences (SPSS) software. Following this mentorship, NACOPHA took the

lead on their own data entry.

Pamoja Twajenga worked with LEAT to finalize its M&E plan and tools, which

were submitted to USAID for approval. The project then mentored LEAT to

prepare new project indicators as part of LEAT’s process to review its M&E

plan following comments from USAID. Pamoja Twajenga worked with

WiLDAF to draft, review, and finalize its M&E plan, which was submitted to

USAID, and also worked with HDT to review its M&E plan and improve the

objectives, goals, and indicators in its strategic plan. The project then

extended this support to MAT, AAC/CWMAC, HDT, RUDI, and WCSA.

Mentor and coach NACOPHA, WCSA, and PELUM on baseline surveys and

reporting. Pamoja Twajenga supported NACOPHA and WCSA in developing

baseline protocols to conduct baseline surveys, including tools and logistics in

four new districts. The project also supported NACOPHA and WCSA to

include important President's Emergency Plan for AIDS Relief (PEPFAR)

priorities, including covering more districts and some additional indicators, at

the advice of USAID.

Pamoja Twajenga worked with PELUM to review its baseline report and

provide feedback on how the report could be improved. Pamoja Twajenga

staff showed PELUM staff how to develop pre- and post-training test tools.

The project also coached PELUM on how to administer the pre- and post-

training testing to non-literate persons at the village level. Likewise, Pamoja

Twajenga supported TACOSODE on baseline data entry however this is

now shifted to the partners.

Pamoja Twajenga supported WiLDAF to develop a baseline survey and tools

(questionnaires) for personal interviews and focus group discussions to use

during the baseline survey. Pamoja Twajenga also supported WiLDAF on the

design of a pilot study in three districts of Dar es Salaam (Kinondoni, Ilala,


COMPONENT 2 PROJECT

ACHIEVEMENTS

Financial, procurement, and reporting requirements fulfilled

Financial and non-financial reports

certified by Pamoja Twajenga

Financial and operations systems/policies

reviewed and operationalized

Success stories documented and shared

Grantees' close out plans developed and

implemented

and Temeke) to test the developed tools. WiLDAF then conducted its

project baseline survey. Pamoja Twajenga also advised WiLDAF on data

analysis and baseline report writing.

COMPONENT 2: SUPPORT USAID’S MANAGEMENT OF DIRECT GRANT

AWARDS TO CSOS

In line with the objective of Component 2 to develop a pool of Tanzanian CSOs

equipped to manage USAID/Tanzania direct grants, Pamoja Twajenga worked closely

with grantees to build their capacity to comply with USAID rules and regulations for

grants management; effectively manage subgrants; employ best practices in financial

management; and use efficient M&E systems to report impact and demonstrate success.

TRACK INDIVIDUAL GRANTEES’ GRANT MANAGEMENT AND

PERFORMANCE

Pamoja Twajenga tracked performance of

grantees’ grant management using various

approaches to assess organizations’ needs and

provide technical support on performance.

The project’s approaches to assess

performance included capacity assessment,

financial reviews, and auditing, described in

further detail below.

Partners Capacity Assessment

Pamoja Twajenga started work under

Component 2 with an assessment of each individual organization’s administrative and

financial management capacity. The project assessed fifteen direct and non-direct

grantees, including NACOPHA, PELUM, LEAT, WiLDAF TACOSODE, HDT, MAT,

RUDI, E&D, TAMWA Mainland, TAMWA Zanzibar, ZLSC, CWMAC, (Re)claim and

WCSA, and three IOAs, National Audit Office (NAOT), Ethics Secretariat (ES) and the

Public Procurement Regulatory Authority (PPRA). During implementation, Pamoja

Twajenga also facilitated annual capacity assessments (RE-OCA and RE-GICA) for the

above partners to track the status of implementation against proposed interventions

annually against their initial baselines. These assessments enabled planning for technical

support to all partners. The project categorized all partners based on assessment results

and established an action plan that directed capacity building intervention depending on

identified gaps. In its final year, the project shifted ownership of the assessment process

to grantees, encouraging them to establish the assessment practice within their

organizations to continue to track grants management and performance.


Financial Management Review and Auditing

As part of CEGO implementation, USAID conducted financial reviews for PELUM,

LEAT, and ES in June, September, and October 2016, providing a variety of

recommendations for the organizations to implement with support from Pamoja

Twajenga. Pamoja Twajenga then supported partners to develop action plans for

implementation and to strengthen compliance in relation to identified findings. In

preparation for annual auditing required for USAID grants management, Pamoja

Twajenga provided orientation and coaching to both CSOs and IOAs to draft standard

operating procedures. The project supported direct grantees, PELUM, WiLDAF,

NACOPHA, LEAT, and TACOSODE, and two IOAs (ES and NAOT), with guidelines

for financial audits contracted by foreign recipients, including information on pre-audit

checklists, fund accountability statements, standard procedures, and cost principles.

PPRA did not attend despite continuous follow-up. NAOT staff changed during the

implementation so a different individual was responsible for overseeing the work than

originally received training. Pamoja Twajenga also attended both entrance and exit

meetings and provided support on the preparation of corrective action plans to all

audited partners.

CAPACITY STRENGTHENING FOR PARTNERS ON FINANCIAL AND

OPERATIONAL SYSTEMS AND REPORTING STANDARDS

To address the findings from the audits and financial management interventions

mentioned above, Pamoja Twajenga facilitated training courses and mentoring activities

to strengthen the capacity of organizations to manage grants.

Support for USAID Grantees to Understand the Citizens Engaging in Government

Oversight (CEGO) Project

To orient and introduce all partners, Pamoja Twajenga participated in orientation

meetings in Year 1 (during 2013) with selected CSOs, IOAs, and USAID representatives.

This session brought together partners to understand the roles and responsibilities of

the partner, USAID, and Pamoja Twajenga as the USAID partner providing support.

Pamoja Twajenga facilitated presentation on CEGO’s purpose and on expected results

in capacity building under its own work. USAID representatives provided guidance

throughout the meeting to all stakeholders.

Capacity Building on USAID Rules and Regulations

Pamoja Twajenga facilitated training on USAID rules and regulation for country

coordinators, executive directors, chief executive officers, senior program officers,

grants managers, accountants, procurement specialists, and administrators from CSOs

(NACOPHA, PELUM, LEAT, WiLDAF TACOSODE and IOAs (NAOT, ES, and PPRA)

to help participants understand and follow USAID rules and regulations. Specifically the

training focus on enabling organizations to manage USAID grants in a compliant fashion.


The training session also focused on serving as a TOT so that partners could transfer

knowledge to their subgrantees. To ensure knowledge transmission in subgrants

training, Pamoja Twajenga attended all facilitated training sessions. As a result,

NACOPHA, PELUM, LEAT, WiLDAF and TACOSODE demonstrated higher levels of

compliance on submitted financial reports. The reports showed no indication of fraud or

disallowed costs. Such compliance indicates that subgrantees understood requirements

and had the capacity to meet them; this serves as a testament to grantees work with

subgrantees and represents an achievement for grantees in transmitting knowledge and

best practices to subgrantees.

Grants Management Handbook and Grantee Checklist

Pamoja Twajenga developed a Grants Management Handbook based on The Essential

Guide to Managing USAID Award. CEGO project grantees used this tool for award

management. The project also developed a grantee checklist to monitor compliance

with USAID rules and regulations for grant agreements. Both tools were developed in

compliance with financial reporting and documentation per 22 CFR 226 in

administration, financial management, procurement, and subgrants management.

Pamoja Twajenga trained 18 representatives from NACOPHA, PELUM, LEAT, WiLDAF

and TACOSODE as well as one non-grantee, WCSA, on the tools. The training helped

grantees to understand the handbook, while continuing to implement their USAID

awards. As a result NACOPHA, PELUM, LEAT, WiLDAF, and TACOSODE transmitted

understanding to subgrantees, training a total of twenty individual contracted

subgrantees with Pamoja Twajenga mentorship.

Support for Grantees on Screening and Management

Pamoja Twajenga took numerous measures to ensure grantees had sufficient

understanding of the grants making process. The project trained all five direct grantees

and two non-direct grantees, HDT and CWMAC, on subgrants screening management.

This training provided participants information on subgrants solicitation,

screening/awarding, and implementation. Partners also received assistance to adopt the

pre-award assessment tool to evaluate potential subgrants. The tools developed by

Pamoja Twajenga contain assessment questionnaires and subgrantee checklists that

focus on the legal structure of CSOs, financial management and internal control systems,

program management, procurement and financial management.

With support from Pamoja Twajenga training, all partners organized pre-award

assessment to cover solicitation and application review, screening, and awarding. All five

direct grantees then identified and engaged a total of 20 potential subgrantees, INADES,

TAGRDE, UMADEP, ASHTECH, MJUMKIK, MBOMIPA, MUVIMA, TANLAP,

RUWOCE, OWE,CWCA, IMO, AFNET, AJAT, CHEDO, UMWEMA group, MMADEA,

the HIV/AIDS cluster in Iringa and Mtwara Region. Technical support in mentoring


provided by the project assisted grantees to conduct negotiation sessions and develop

subgrants agreements.

Strengthening Direct and Non-Direct Grantees’ Financial and Operational Systems

Pamoja Twajenga ensured progress in implementing the OCA results action plan. One

of OCA recommendation focused on ensuring financial policies and procedures were

reviewed and operationalized. In operations, the project focused on improving human

resources, administration, and procurement. Pamoja Twajenga provided coaching to

grantees on reviewing their financial policies, guidelines, and regulations, as identified in

their CDPs. This included review of conflicting policies, guidelines, and regulations and

ensuring inclusion of and compliance with required definitions on reasonable, allocable, and allowable costs. Coaching assisted partners in setting guidelines on separation of

duties, financial documentation, and preparation for U.S. government-funded audits.

Pamoja Twajenga employed a consultative process to ensure active participation of all

relevant actors from partner organizations, thus facilitating ownership and commitment

to implementation changes.

Support to direct grantees. Pamoja Twajenga supported four CSOs, WiLDAF, LEAT,

TACOSODE and PELUM, to develop and revise financial policy and operational

procedures. Support to CSOs assisted them to streamline policies, ensure compliance

with USAID rules and regulations, and build capacity of subgrantees.

Support to non-direct grantees. Pamoja Twajenga supported non- direct grantees to

strengthen their financial and operations systems through technical assistance, as

needed.

Support for Grantee Partners to Strengthen Compliance with Financial Reporting

Standards of USAID Award

Using the grants compliance checklist, Pamoja Twajenga worked with partners to verify

compliance in administration, financial management, procurement, and subgrants

management.

Pamoja Twajenga supported TAMWA Zanzibar to use a QuickBooks accounting

package, and TAMWA in turn trained (Re)claim. The project also provided one-on-one

mentoring to LEAT’s accountant, and followed this with a peer-to-peer session for

TACOSODE to learn from LEAT, a well-performing partner.

Support Grantee Close Out and Build Capacity to Manage Subgrantee Close Out

In September 2016, Pamoja Twajenga worked with WiLDAF, LEAT, TACOSODE,

PELUM and one subgrantee, WSCA, on USAID award close out to share steps and

requirements.


COMPONENT 3 PROJECT

ACHIEVEMENTS

GICA and POAT assessment conducted with all IOAs and CDP developed

Tailor-made training, mentoring, and

coaching conducted for IOAs

Progress monitored and scores adjusted

for all IOAs

SUPPORT GRANTEES TO COMPLY WITH NON-FINANCIAL REPORTING

REQUIREMENTS

Support to grantees on annual work plans and budgets. Pamoja Twajenga provided technical

input to all direct grantee CSOs, including WiLDAF, LEAT, TACOSODE, NACOPHA,

and PELUM, and IOAs, including PPRA, ES, and NAOT, on developing an activity budget. Training provided by the project guided partners to realign new activities with CEGO

goals and main objectives and implement realistic activities in costing, including

benchmarking accountability of local government authorities in public procurement.

Following training, all partners prepared their annual work plans and budgets with

technical review from Pamoja Twajenga before submission to USAID. All CSOs that

received direct assistance had the capacity to orient respective subgrantees to develop

work plans.

Support to grantees on quarterly progress reports. Each quarter, Pamoja Twajenga

conducted technical reviews and provided input on quarterly reports for all direct-

grantee CSOs, including WiLDAF, LEAT, TACOSODE, NACOPHA, and PELUM, and

for IOAs, including PPRA, ES, and NAOT. Pamoja Twajenga encouraged early

submission of grantee reports. The review of reports included mentoring for M&E

officers and accountants in reporting requirements and financial documentation.

COMPONENT 3: STRENGTHEN GOVERNMENT OF TANZANIA

INSTITUTIONS OF ACCOUNTABILITY

Support to the IOAs placed significant emphasis

on sustainability of results. The project worked

with the IOAs to develop documents and tools

for continued use following project completion.

For example, Pamoja Twajenga supported PPRA

to produce a guide for grassroots monitors in

public procurement and to hold subsequent

training sessions on use of the guide, which

reached 25 CSOs in Mtwara and 25 CSOs in Iringa; all of these CSOs acquired the

knowledge and tools to act as monitors of public procurement. Additionally, Pamoja

Twajenga helped PPRA develop a guide for benchmarking accountability in public

procurement, and at project’s end the guide was established for continued use. Pamoja Twajenga helped ES develop its public outreach strategy, establishing a guide for its

outreach activities far beyond the life of the project.

GOVERNMENT INSTITUTIONS CAPACITY ASSESSMENT TOOL

The Government Institutions Capacity Assessment (GICA) Tool is an instrument aimed

at improving institutional leadership and management. Pamoja Twajenga developed and

deployed this tool in response to the Tanzanian context and specifically for use with

IOAs in Tanzania (see box).


DEPLOYING THE GICA

1. Confirm partners’ commitment

2. Form stakeholder group within IOA and

protect time

3. Conduct assessment using the GICA

(establish baselines)

4. Prioritize findings and deficiencies 5. Draft action plans and targets

6. Implement capacity building solutions

(mentoring, coaching, and technical

assistance)

7. Perform ongoing monitoring and

feedback loops

The GICA entails a structured, participatory

process that allows institutions to assess their

own management performance, develop a

concrete action plan for improvement, and

carry out their plans. Experience has shown

that good management holds all internal parts

of an institution together, contributes to a

positive work climate, and supports high-quality

services. The GICA helps institutions focus on

their management practices to improve services

and increase accountability vis-a-vis citizens.

Developing a Capacity Assessment Tool for IOAs

Initially, Pamoja Twajenga considered using the Human and Institutional Capacity

Development (HICD) methodology for IOA assessments. However, the tool was

reviewed and found to be ill-suited to the Tanzanian context. Thus, the project

designed the GICA, a new tool informed by both the HICD methodology and the

OCA. The GICA was designed to assess the performance of each IOA and their

competencies and institutional performance related to governance, administration,

financial management, human resources management, institutional management,

program management, project performance management, and service delivery

The tool was developed to address the specificities of government systems.

Conducting the GICA for IOAs

The participatory GICA for the ES, NAOT, and PPRA with two levels of assessment

was conducted for headquarters of all IOAs and zonal offices. The GICA enhanced a

holistic view of institutional capacity assessment, creating ownership of gaps and

establishing a CDP, which was potentially beneficial for Pamoja Twajenga’s and IOAs’

technical assistance. The GICA resulted in the following deliverables produced and

finalized: CDP, GICA snapshot report, and institutional scores. Per USAID guidance,

Pamoja Twajenga conducted secondary GICAs each year after establishment of

baseline scores in Year 1.

Developing a Tool for Public Outreach

Pamoja Twajenga developed a public outreach tool as part of its service delivery

efforts. The tool, known as the Public Outreach Assessment Tool (POAT), looks at the

systems, policies, and values that enable an institution to generate broader participation

and diverse perspectives. The POAT enabled Pamoja Twajenga to conduct assessments

in relation to public outreach goals, plans and strategies, advocacy, and institutional

commitment to advocacy.


TECHNICAL CAPACITY STRENGTHENING FOR IOAS

Building IOAs Capacity in Work Planning

Pamoja Twajenga conducted a work plan training for IOAs to reflect on work

accomplished in their previous year of operation and to consider activities for their coming year. Through this support, PPRA, ES, and NAOT developed comprehensive

work plans with activities, dates, and expected results.

Training ES Headquarters and Zonal Office Staff on Decentralization of Work

Planning

Pamoja Twajenga trained ES zonal office staff from four regions of Mtwara, Morogoro,

Dodoma, and Mbeya, in collaboration with six ES headquarters senior staff (three men

and three women). The training focused on deepening the decentralized

implementation of ES’s Year 2 work plan, and specifically on helping zonal office staff

develop knowledge and confidence in project management skills. The training also

enabled senior officers from ES headquarters to confirm the scope of coordination and

support for headquarters to provide zonal offices. This support increased the

commitment of the ES team in headquarters and in zonal offices, enhancing project

implementation.

Strengthening Linkages between IOAs and CSOs

Pamoja Twajenga conducted training sessions with CSOs, and encouraged IOAs to

build CSOs’ capacity as watchdogs of government funds. This strengthened linkages

between IOAs and CSOs,

Supporting Linkages and Networks between IOAs, CSOs, and Local Government

Authorities

Pamoja Twajenga supported IOAs, CSOs, and local government authorities to develop

networks and linkages through a number of joint training events, such as training for

grassroots monitors in public procurement and benchmarking accountability of local

government authorities in public resources management. The project also supported

dialogues on the Public Procurement Act, public procurement corruption, and the

leadership code of ethics. PPRA conducted training on the Public Procurement Act for

the CSOs in Mtwara, Morogoro, and Dodoma. CSOs based in the project regions had

an opportunity to learn about the Public Procurement Act and best practices and

challenges in procurement practices.

For the majority of CSOs, training sessions served as an eye opener about their roles in

enhancing effective public resource uses through procuring entities. Citizens, for

instance, realized the power of public talk shows on community radios to reach greater

numbers of citizens and create opportunities for interactive discussions. The use of

social media was identified as a mechanism to link CSOs and IOAs. As a result of these


Teleza Performing Arts Group acting out anti-corruption practices in Newala District, Mtwara (by Ethics

Secretariat).

training sessions, CSOs and PPRA collaborated to determine how CSOs could follow-up

on procurement at local government authorities and share information or concerns

with PPRA.

Conducting Round Table Meetings with IOAs and Sharing Lessons Learned

Pamoja Twajenga conducted roundtable meetings with each IOA and representatives

from USAID to share lessons learned with all IOAs. The meetings generated beneficial

information and encouraged contact between organizations to share lessons and

address challenges.

Providing Coaching and Mentoring to ES to Prepare Radio Talk Shows

Pamoja Twajenga provided coaching and mentoring to the ES to help it organize a

radio talk show in Iringa. Pamoja Twajenga worked with ES to identify a topic for

dialogue, set up a framework for the talk show, and prepare for listener call-ins. ES

zonal offices, with support from ES headquarters, then developed programs for radio

talk shows through community radio stations located in the project regions. Through

this initiative, the general public in project areas gained access to important

information about ES activities. They also used such innovative approaches as

community theatre to communicate messages about ethical conduct (see photo).


Conducting the Joint Workshops for IOAs and CSOs

Pamoja Twajenga arranged a joint partner M&E training, communications training, and

training on using data to communicate results. This resulted in improved M&E

systems, communication systems, and data management among partners.

Support ES to Review its Client Services Charter

Pamoja Twajenga worked with ES to review and update its client services charter. As

part of the process, Pamoja Twajenga consulted with headquarters and two zonal

offices. Additionally, to have a well-informed client services charter document, Pamoja

Twajenga held a one-day stakeholders meeting to discuss the document, before

finalization, and reviewed further based on the stakeholders’ comments. ES now has a

final document in place, in both Kiswahili and English versions. ES plans disseminated the

document during Maadli Day (Ethics Day) in November 2016.

Grassroots Monitors in Public Procurement

Pamoja Twajenga, in collaboration with PPRA, developed a guide for grassroots

monitors in public procurement and related training materials to ensure adherence to

procurement procedures, act, and value for money. The guide intended to enhance

public outreach through CSOs for improved oversight function in public procurement.

Pamoja Twajenga supported the PPRA to conduct a two-day orientation for CSOs in

Iringa to establish a pool of trainers knowledgeable in using the guide for grassroots

monitoring.

ISSUE-BASED DIALOGUE EVENTS WITH IOAS AS HOSTS

Support for PPRA in facilitating issue-based dialogue on procurement law. Pamoja

Twajenga supported an issue-based dialogue with PPRA that was attended

by 25 CSOs and media organizations. The dialogue initiated use of action

plans by CSOs to engage grassroots monitors of public procurement.

Technical input for ES on TOT and issue-based dialogue workshop. Pamoja Twajenga

supported ES on an issue-based dialogue on Public Leadership Code of Ethics

Act; the dialogue gathered 24 CSOs. The dialogue covered conflict of interest,

asset declarations, and leadership and public sector ethics, which led to more in-

depth discussion on:

Shared experiences in leadership ethics

Contents of the Public Leadership Code of Ethics Act

Holding public leaders accountable to the principles of ethics and conflict of interest

Citizens serving as whistle blowers to uncover malpractices in ethics,

especially corrupt practices in the public sector


“We were not aware of

procurement procedures in the

Government, but now I

understand the process and know

the required accountability for

the procurement officers in

charge.”

— RAPHAE MTITU,

CHAIRMAN, IRINGA CIVIL

SOCIETY ORGANIZATION

(ICSO)

Action plans aimed at deepening citizen understanding of the Public

Leadership and Code of Ethics Act

The role of the Secretariat and citizens in holding government accountable

Support for IOAs to conduct issue-based dialogues.

During implementation, Pamoja Twajenga

supported conduct of a survey on knowledge

of the PPRA. The survey showed that about 78

percent of participants from 28 CSOs and four

media organizations did not know that PPRA

existed. These findings came as a surprise to

PPRA senior officers and suggested the need

for greater support to both PPRA and CSOs

for increased collaboration.

In line with the need the survey findings

revealed, Pamoja Twajenga supported PPRA to

host two issue-based dialogues on the Public

Procurement Law for CSOs based in Mtwara

and Iringa, including coaching on how to moderate the dialogues and how to effectively

respond to questions.

Two senior officers from ES participated in the dialogue and presented on the role

performed by ES in promoting public leadership ethics. Participating CSOs in Iringa and

Mtwara expressed interest in serving as grassroots monitors to enhance oversight

function of PPRA. CSOs developed action plans for promoting oversight function in

public procurement and increased collaboration with PPRA.

CSOs also worked to organize village-based dialogues, considered by citizens as one of

the best innovations in outreach on the issue of public leadership ethics.

ES zonal office of Dodoma collaborated with CSO-organized issue-based dialogues

conducted by Social and Welfare Organization for Relief and Development (SWORD) in

Dodoma municipality. SWORD held issue-based dialogues in 24 Wards of Dodoma

municipality with the message that citizens have the right to information and to oversee

and report the conduct of public leaders in management of public resources.

In addition, ES conducted a training for CSOs on the contents of a guide for public

leaders’ ethics and one PPRA senior officer shared views on how unethical conduct by

public leaders in public procurement affects delivery of quality services to the public.

Pamoja Twajenga also supported ES in the planning and organizing of the training for

ministers and deputy ministers on the Public Leaders Code of Ethics Act and the need

for signature of the Integrity Pledge. The Prime Minister Kassim Majaliwa attended the


“This training has been

informative as it has opened up

my understanding of how to use

gender equity continuum tool

when developing activities for

mainstreaming gender in public

outreach programs.”

— FELISTA MEENA, FORMER

DIRECTOR OF PLANNING,

MONITORING AND

EVALUATION, ES

training at the State House. It was revealed during the training that some ministers had

not yet declared their assets.

COMMUNICATION AND OUTREACH

Promote development of IOAs’ communications strategies. Pamoja Twajenga hosted a one-day workshop about the basic nine components in communications strategies. The ES

worked independently on its communication strategy to establish one for future use.

Review of external informational and educational communication (IEC) materials. Pamoja

Twajenga conducted a two-day meeting with ES headquarters and zonal staff to review

and refine ES’s existing public outreach messages. During the meeting, Pamoja Twajenga

guided ES on the process of refining messages by identifying the critical question behind

issues. Fifteen ES staff participated, including communications and investigative officers.

Pamoja Twajenga reviewed the materials, especially messages for advocacy, with active

participation from ES headquarters and zonal office staff, including field testing followed

by a joint review session with ES. As a result of this support, ES managed to develop a

number of IEC materials with strong messages which targeted both public and decision-

makers on enhancing accountability

Promote review and repackaging of information and educational communication (IEC) materials

by IOAs. Pamoja Twajenga reviewed and provided feedback on PPRA’s communications

strategy. In particular, the project reviewed awareness cartoon booklets developed by

PPRA, focusing on branding compliance, message relevance, and overall packaging of

messages. The booklets aimed to create awareness for the public about PPRA’s work

and its mandated responsibility to citizens on public procurement. The booklets, in

Swahili, cover two topics. The first is entitled Thamani Bora Kwenye Matumizi ya Umma

meaning Value for Money in Public Procurement, and the second is entitled Uadilifu

Katika Manunuzi ya Umma meaning Ethics in Public Procurement. Upon USAID

approval, PPRA started distributing the cartoon booklets.

Build IOA public outreach capacity. Pamoja

Twajenga conducted a GESI orientation for

IOA senior officers to mainstream GESI issues

in their public outreach agendas. The training

enhanced skills for ES staff and helped them to focus inclusion of historically disadvantaged

groups, especially during developing public

outreach activities. At the end of the training,

the IOAs identified priority actions that

focused on improving technical capacity to

conduct a gender and social inclusion analysis;

political will to increase funding resources;

knowledge to improve gender and social

inclusion awareness; and accountability in


Ethics Secretariat Central Zone Office Head C. Makawia, a Pamoja Twajenga staff member, and a citizen discuss

government services and ethics in Dodoma.

disaggregating data to address and show different groups are participating (youth, people

with disabilities, etc.). As a result of the training, the IOAs made a commitment to

include the priority gender action points during their annual work planning. Actions

included ES appointing a gender focal person who is charged with responsibility for

coordinating gender issues. As a follow up on the original training, Pamoja Twajenga

facilitated a TOT on GESI for ES from different zonal offices including Mtwara, Arusha,

Mwanza, Tabora, Mbeya, Pwani and Dodoma.

Public outreach strategy for ES. Given survey findings that many citizens were not aware of

the ES mandate, Pamoja Twajenga supported ES to create a public outreach strategy.

This included joint planning with ES, working with ES headquarters and zonal offices

staff, reviewing ES documents, and drafting the strategy. The first objective of planning

was to set a foundation for ES to implement its public outreach program in an organized

manner to inform and engage citizens. The second objective was to improve ES

legitimacy by institutionalizing public outreach and communication mechanisms that

strengthen governance, accountability, transparency, and citizen participation. After a draft strategy document was prepared, ES headquarters staff participated in a training to

fully understand the document and to train staff from the zonal offices on its use. During

the session, ES identified the budget implications to implement its public outreach

activities. As a result of this project support, ES launched its public outreach strategy.


SUPPORT DEVELOPMENT OF M&E SYSTEMS FOR IOAS

Train IOA grantees on basic M&E skills. Pamoja Twajenga worked with all three IOAs, ES,

PPRA, and NAOT, through individual mentoring sessions to ensure they could apply

knowledge to develop their own M&E plans. Pamoja Twajenga, in collaboration with the

Canadian International Development Agency (CIDA), conducted an integrated M&E

system workshop in the second year that brought together representatives from all

seven ES zones. ES staff then received coaching on how to roll out the M&E system to

the Kibaha zone. The workshop aimed to develop consensus on the draft integrated

M&E system resulting from the concept of Results Based Management (RBM) and the

M&E framework. It also sought to provide inputs on areas for improvement. With

support from Pamoja Twajenga, all seven zones of ES staff received an overview of ES’s

strategic plan, basic concepts of RBM, an overview of the ES’s Strengthening Public

Awareness of Activities Performed by the President’s Office award, M&E framework

(indicators and data collection plan), data collection and reporting templates, and

standard operating procedures.

Provide support for reviewing M&E plans and developing M&E tools. During the first two

years of implementation, Pamoja Twajenga supported NAOT and PPRA to review their

M&E plans and ES to review its integrated M&E system. The project worked with

NAOT to review its M&E plan, including refining indicators and data collection tools to

eventually link them with strategic plan activities. PPRA received support from the

project to review its baseline report. Also, Pamoja Twajenga provided technical input

on the ES key project results, including outcomes, to the project team during an

internal ES workshop that was coordinated to finalize the M&E plan and tools for the

ES Year 2 work plan. Twelve participants (seven men and five women) attended the

workshop, including the ES commissioner and her secretary. As a result of this

technical support, ES developed a well-designed results framework. Additionally,

Pamoja Twajenga helped ES prepare for conducting a tracer study.

Additionally, the project initiated discussions with PPRA, NAOT, and ES to consider

building on the existing practice of registering citizen complaints and thus establishing a

Citizen Issue Register System (CIRS) to track activities implemented by the IOAs.

Finally, the project worked with the three IOAs to complete benchmark trackers to

review and reflect on progress made against their CDPs. Pamoja Twajenga supported all

three IOAs to review and improve their M&E plans. The project supported PPRA to

review and improve its terms of reference for conducting baseline surveys and to

develop a baseline survey protocol with data collection tools. In addition, Pamoja

Twajenga supported ES to review and improve its terms of reference for conducting

opinion surveys.


EXHIBIT 6. PAMOJA TWAJENGA RESULTS FRAMEWORK


SECTION TWO

SUCCESSFUL METHODS AND

APPROACHES

Throughout implementation, Pamoja Twajenga employed a mix of traditional and

innovative capacity building approaches. The project engaged in strategic partnerships

with established Tanzanian organizations through indefinite quantity subcontracts (IQSs)

to leverage expertise in communications, strategic planning, and financial and audit best

practices. Pamoja Twajenga also engaged experts to provide advocacy and organizational

lessons learned, advocacy expertise, and best practices through quarterly awareness-

raising sessions and training. Through its consortium, the project empowered highly

qualified Tanzanian staff and organizations to take the lead on M&E activities. In carrying

out its capacity building efforts, Pamoja Twajenga employed a wide range of

participatory methods, detailed further below.

DOCUMENT MANAGEMENT SYSTEM AND PAMOJA TWAJENGA QUALITY

CERTIFICATION

The project supported all grantee partners to prepare their quarterly reports, annual

plans, monitoring and evaluation Plans (MEPs), fund requests, liquidation and accrual

reports, and procurement processes to ensure compliance with USAID awards. By the

project’s end partners had become fully conversant in adherence to USAID

requirements, and were positioned to act as strong development partners, without

project or external support. Initially, Pamoja Twajenga also streamlined and

strengthened its own processes for reviewing partners’ deliverables for USAID. The

project created a certification to show review of partner document had taken place in

preparation for submission to USAID. Pamoja Twajenga also engaged Huddle, a

document management system, and created shared pages for each partner to upload

their documents for project review and recommendations, allowing for near real-time

collaboration.

ONE-ON-ONE MENTORING AND COACHING

In addition to group training, to further knowledge and skill development, Pamoja

Twajenga provided one-on-one mentoring and coaching to partners, tailoring concepts

to their needs. Mentoring of partners proved effective as partners were able to

transform knowledge from theory into practice. For example, training on succession

plans with partners led to partners developing succession plans; training on

communication led to partners developing communication strategies; initial training on

overarching M&E methods and terminology then progressed into supporting partners to

develop their M&E framework and monitoring plans; and training on USAID regulations

led to partners showing improved compliance. Thus, Pamoja Twajenga fostered strong


relationships with partners, supporting them to achieve professional growth through

guidance, advisory, and advice.

PEER-TO-PEER LEARNING

Peer learning served as a powerful tool to share knowledge and experiences among

partners. This method of learning brought partners together in joint meetings or peer-

to-peer visits to exchange knowledge and experience with each other, and then to

transmit learning back to their organizations, enabling increased organizational

performance. In using this approach, WiLDAF shared its broad experience on the fight

against GBV with other partners, prompting partners to strengthen their work focused

on GBV and their respective sectors, for instance, heath and GBV; land and GBV; and

HIV prevention and treatment and GBV.

In another example of effective peer-to-peer learning, Pamoja Twajenga trained

TAMWA Zanzibar on QuickBooks accounting package. Once TAMWA Zanzibar

demonstrated understanding and high performance with the software, the project

connected TAMWA Zanzibar with (Re)claim for peer-to-peer sessions on financial

matters, including Quick Books use. Pamoja Twajenga also visited TACOSODE for an

assessment and observed a few gaps in financial reporting and documentation. To

address these issues, Pamoja Twajenga linked TACOSODE with LEAT for peer-to-peer

sessions on documentation and financial reporting.

ROUND TABLE DISCUSSIONS

Round table discussions helped foster partners sharing and engagement across

numerous issues.

Pamoja Twajenga also promoted grantee scorecards to assess partners’ progress on a

monthly basis in terms of delivery against agreed upon plans.

ACHIEVE, INNOVATE, MEASURE, AND SHARE (AIMS) ASSESSMENTS

Pamoja Twajenga conducted Achieve, Innovate, Measure, and Share (AIMS) assessments bi-

annually to capture lessons learned and best practices, reflect on them, and adjust

implementation as necessary. Assessments sought feedback on project performance from

partners, USAID, CSOs, IOAs, and staff. Key areas of project performance assessed

included:

1. Project planning

2. Contracts

3. Cost management

4. Client relations

5. Participation

6. Performance management

7. Attribution of impact

8. Communication


Assessment testimonies and evidence extracted from AIMS assessments during the

project’s four years of implementation follow below:

Partner-driven communication. Almost every partner interviewed said

communication went very well between their organization and Pamoja Twajenga.

Advance notice. Nearly everyone interviewed was familiar with and appreciated the monthly communique, particularly the calendar of events providing

information about plans.

Engaging leadership for success. The project witnessed that partners with engaged

board members enjoyed more legitimacy in the changes they enacted in their

organizations. MAT, PELUM, and ZLSC all referenced their boards.

Cluster targeted training. Group training offerings and one-on-one mentoring both received very positive reviews. Many organizations esteemed mentoring was

where real value was added through targeted capacity building.

Two-way communication. Overall, partners expressed their satisfaction with

communication methods and tools employed by Pamoja Twajenga. Partners

often cited having a primary point of contact with the project as a significant

benefit, such as the organizational development specialist as shown in the

organizational chart.

EXHIBIT 7. PAMOJA TWAJENGA ORGANIZATIONAL STRUCTURE


Roles and responsibilities. The AIMS assessment reinforced the message that

Pamoja Twajenga aimed to assist partners, but not to implement on behalf of

partners. During its last year, the project focused on ensuring sustainability of

the tools and resources provided to partners. Pamoja Twajenga guided partners on how to apply training and tool to new situations. For example, TAMWA

Mainland requested support to identify potential local donors to mitigate

decreasing amounts of international funding.

Sharing training. Ultimately, Pamoja Twajenga served as a large scale TOT project

that built the capacity of counterparts and that of other organizations working

toward improved accountability and livelihoods for the people of Tanzania. At

the project’s end, many partners had begun administering support to

subgrantees and partners on tools such as the OCA and CDP, and on strategic

planning, and resource mobilization.

Feedback. Most partners provided positive reviews on the quality and level of support received from Pamoja Twajenga. Partners observed that every tool or

training received was necessary, and that recommendations were implemented

in real time, such as strategic planning, board governance, or finance policy

manual use. The most consistent feedback was that although Pamoja Twajenga

denied some support requests, the project responded to the majority of partner

needs, adjusting to address communications capacity or benchmark monitoring

tools.

POOL OF SKILLED TRAINERS AND SERVICE PROVIDERS

In addition to mapping dialogue platforms and forums on good governance and

accountability that exist in Tanzania, Pamoja Twajenga identified a group of skilled

trainers and service providers to provide technical assistance to CSOs and IOAs beyond

the life of the project. Pamoja Twajenga provided training and mentoring to partners, all

geared to improving their sustainability.


SECTION THREE

RECOMMENDATIONS GOING

FORWARD

We provide recommendations below for organizations to continue their institutional

strengthening following Pamoja Twajenga’s conclusion. Partners should seek to:

Continue to conduct annual or periodic assessments of their core institutional capabilities to ensure continual improvement and reflection on lessons learned

Revise their CDPs as needed to identify inventions they can lead directly or with the

support of other donors. This document should be a living tool that can serve as a

master plan of technical assistance needs and provide donors the confidence that

efforts are not duplicated and are synchronized and directly link to results

Review their field work to identify successes, opportunities to scale, and areas needing revision

Develop tools for data collection to monitor and capture quality advocacy efforts

Continue to provide support to staff through training and on-the-job mentoring, including encouraging senior leadership and/or board to provide training or

“learnbites,” and knowledge lessons so staff continue to grow and learn across a

cadre of subject matters

Identify reasonable targets as part of their M&E plans, including logical goals under

resource mobilization

Integrate gender and resource mobilization as part of a continuous process and topic discussed with staff and the board to capitalize on opportunities as they arise

Orient new and existing board members on their role in fundraising and providing

support and oversight of the executive director

Engage with other CSOs and partners to map out donors’ various reporting

requirements and share tips and experiences

Consider developing coalitions around specific topics and seek joint-funding when possible

Identify opportunities for self-financing initiatives such as offering space or

developing and providing services for a fee

Develop communication tools targeting donors to keep them informed and to increase funding opportunities

Develop and share success stories on USAID website and social media for visibility

and recognition


SECTION FOUR

FINANCIAL STATUS OF THE PAMOJA

TWAJENGA CONTRACT

With Pamoja Twajenga’s conclusion in July 2017, we capture below the financial status

with the original contract ceiling, obligated funds, amounts invoiced, and remaining

funds.

Line Item Contract Budget Obligated

Funds

Spent to Date

(through May 2017) Funds Remaining

Labor $ 1,620,141 $ 1,657,458 $ 37,317

Fringe Benefits $ 911,017 $ 962,040 $ 51,023

Consultants $ 225,461 $ 247,644 $ 22,183

Transportation and Allowances $ 703,745 $ 578,388 $ 125,357

Equipment $ 96,346 $ 110,378 $ 14,032

Subcontracts $ 747,218 $ 430,078 $ 317,140

Other Direct Costs and Training $ 1,170,704 $ 1,055,423 $ 115,281

Overhead $ 1,503,102 $ 1,559,239 $ 56,137

General and Administrative $ 354,618 $ 390,134 $ 35,516

Total Estimated Cost $ 7,332,352 $ 6,990,781 $ 341,571

Fixed Fee $ 505,199 $ 483,465 $ 21,734

Total: $ 7,837,551 $ 7,737,551 $ 7,474,246 $ 363,305


ANNEX A. SUCCESS STORIES

Pamoja Twajenga Builds CSO Procurement Capacity

“The technical assistance we received from Pamoja Twajenga has provided our staff and board members with a solid understanding of best procurement practices, and we have already developed a comprehensive financial manual that guides PELUM’s financial and procurement processes for effective transparency and accountability among our staff.”

Donati Alex Senzia, Country Coordinator, PELUM Tanzania

Photo: Pamoja Twajenga

PELUM Tanzania staff attending one of the technical assistance workshops organized by USAID’s Pamoja Twajenga.Project.

Participatory Ecological Land Use Management (PELUM) Tanzania is an NGO founded in 1995 to promote ecological land use management through networking, learning, and advocacy. In 2013, PELUM began implementing the USAID Citizens Engaging in Government Oversight in the Agriculture Sector (CEGO) project, aimed at improving citizen participation in village land oversight across 30 villages located in the Iringa, Dodoma, and Morogoro regions.

Based on the results of a USAID pre-award survey, PELUM recognized that it had room to grow in procurement best practices. The survey findings showed PELUM had not set criteria for tendering or competitive quotations, and it had single source quotations that did not adequately address competitiveness and reasonableness of prices in procurement of goods and services. PELUM’s low score for procurement systems highlighted its potential to face challenges managing USAID funds.

“Before we were awarded the CEGO project, our organization’s policy on procurement was not adequately documented due to a lack of knowledge on issues such as tendering option, initiation of tenders, evaluation, selection of tenders, and control over procurements,” noted PELUM Country Coordinator Donati Alex Senzia.

To address these gaps, Pamoja Twajenga provided tailored technical assistance to PELUM. This assistance to PELUM’s organizational development contributed to Pamoja Twajenga’s goal of helping Tanzanian citizens hold government more accountable. After working closely with Pamoja Twajenga, PELUM staff reported a dramatically improved understanding of procurement procedures, and staff developed new financial management and procurement policy manuals.

Radio Talk Shows an Avenue for Public Information and Accountability of Public Resources


Abel Majiko (left) explaining a point on citizens

engaging with ethics issues through radio talk shows

to Pamoja Twajenga and Ethics Secretariat staff in Dodoma.

“You know this issue of revealing

those who are misusing our

resources is not an easy one, it

needs boldness and well

informed citizens”

-Abel Majiko, a charcoal cook ing stove

seller in Dodoma.

For average Tanzanian citizens, access to public information had long constituted a luxury. Inadequate availability of information on

use and distribution of public resources has contributed to lack of government officials' accountability to the public. With help from Pamoja Twajenga, the President's Office Ethics Secretariat helped increase access

to public information through community radio talk shows. The shows, begun in 2015, offered citizens information about the function of the Ethics Secretariat’s mandate and the Public Leadership Code of Ethics Act,

designed to hold public officials to ethical standards of conduct and to promote dialogue. By the project's end, 42 radio shows were conducted in the Dodoma, Iringa, Mtwara, Morogoro, and Dar es Salaam regions, allowing

an enhanced watchdog role for civil society. For instance, broadcasts featured a representative from the

Ethics Secretariat, giving listeners the opportunity to call in and ask questions about the management of public resources and the Public Leadership Code of Ethics Act. In one month, 47 listeners called and

engaged in discussions with government officials. Abel Simon Meso Majiko, a seller of charcoal cooking stoves at Dodoma

market, participated in the community radio talk shows to reach more citizens for improved accountability of public resources and increased access on information related to the Public Leadership Code of Ethics Act.

“During the one month radio show I have learnt a lot. Some of the listeners who managed to take note of my mobile phone number which I shared after asking questions to the radio show presenter, send me text messages

or call to commend me for having represented them in asking questions which they wanted to be asked,” said Majiko. As a way forward, Majiko suggested that the Ethics Secretariat come up with a more robust

public outreach program for increased awareness of citizens’ role in holding public leaders accountable. The Ethics Secretariat is one of three institutions of accountability supported by Pamoja Twajenga. Pamoja Twajenga also worked with selected CSOs to help them increase their capacities and

government oversight functions.


Social Accountability Monitoring Teams Increase Accountability in Public Resource Spending

For everyday people in Tanzania's towns and villages, holding public leaders in the health sector accountable is not a common practice. Furthermore, people living with HIV/AIDS have not had a strong or consistent representation in advocating good governance, responsiveness, and accountability in the HIV response.

Pamoja Twajenga conducted Social Accountability Monitoring (SAM) training for staff of the National Council for People Living with HIV and AIDS (NACOPHA). The training included information on data collection, analysis, and reporting with the aim of helping local government authorities (LGAs) and citizens engage in decision-making on the use of resources spent. Following the training, NACOPHA passed on its knowledge, training civil society organizations working in HIV response, religious leaders, councilors, and people living with HIV in the Mtwara, Dodoma, Shinyanga, Iringa, Njombe, Ruvuma, Mbeya, Dar es Salaam, and Morogoro regions.

Elieth Musikampingo, a nurse at Kibaigwa Health Centre,

shows the completed women’s ward at the health facility.

“We didn’t know what to do. We needed the labor ward for women in Kibaigwa, but we didn’t have it. Women were giving birth in not very

good environments,” Mghanga Gabriel, Kibaigwa ward executive officer

Through this training, the Iringa Municipal Council established and trained a SAM team in 2015. Using skills from the training, the SAM team began monitoring two local government authority departments in Iringa, the Department of Health and the Department of Community Development. The team reviewed and analyzed annual work plans and implementation reports, analyzing decisions made regarding health and community development spending. Following this review, the team prepared a feedback report and presented it to the departments. Community members also received access to the report, encouraging their right as citizens to know about and understand the use of resources.

In October 2015, NACOPHA organized a feedback meeting with the Iringa

Municipality, including 32 stakeholders from the Iringa SAM team, the Mtwara and Mara SAM team, USAID, Pamoja Twajenga, the Iringa local government authority, and civil society members.

Christopher Kanzugala, the Iringa SAM team secretary, commented on how training offered through Pamoja Twajenga improved citizen-government interactions.

“The training on social accountability monitoring (SAM) helped us to know how resources are utilized in a government department. We are able to hold the LGA personnel accountable,for example, for the unfinished construction of a block fence for the Ipogolo Health Centre."

Mr. Kanzugala added, "Through the SAM team, we were able to observe many more issues that needed clarification from the LGAs.”

For their part, local government officials who attended the meeting offered clarification on issues raised by the Iringa SAM team's report. The Iringa District medical officer, Dr. May Alexander affirmed to the SAM team that Iringa government officials planned to support more analysis and welcomed monitoring of other departments in the district.

Organizational Capacity Assessment Strengthens the Medical Association of Tanzania


Dr. Sophia Matzunguluka (second right) a member of

MAT, during a free community service event by

MAT doctors in Dodoma Nane Nane grounds in

August 2015.

“MAT is now ready to implement

health related projects on its own or

as a lead partner with other

development organizations,” Moses

Kidew, Chief Executive Officer for

Medical Association of Tanzania

(MAT)

The Medical Association of Tanzania (MAT) was founded more than 50 years ago, but lacked a functioning organizational structure or independent office for decades. With a membership of 2,000 doctors in Tanzania, MAT had a history of serving as a co-partner in important health-related projects working with the government of Tanzania, donors, and other partners on health policies and interventions in the country.

MAT’s chief executive officer, Moses Kidew, described the resource and operational challenges MAT was facing, “Doctors have technical skills, not necessarily organizational skills. There was a need for a structured organization to be fully functional.” To address these challenges, Pamoja Twajenga began working with MAT in 2013 to strengthen its institutional systems, first conducting an organizational capacity assessment (OCA), and then establishing a capacity development plan with a series of capacity building interventions accompanied by mentoring, coaching, and follow up to track progress. Pamoja Twajenga used the OCA, a tool to assess grantees and build their capacity, with the aim of making them stronger and more effective entities for the long term. MAT ’s OCA yielded a primary recommendation to establish a secretariat. MAT implemented that recommendation in 2013, setting up a secretariat with a chief executive officer and a program assistant based in Muhimbili National Hospital in Dar es Salaam. The project then began a mentorship program on resource mobilization, training three MAT officials on fundraising and financial sustainability. “After the training, we realized we can be able to mobilize resources for MAT for our sustainability,” said Mr. Kidew. MAT members agreed to create a savings and credits cooperative society (SACCOS). The member doctors agreed on a scheme for each member to contribute monthly, thus allowing members to save and borrow from the cooperative. By Pamoja Twajenga’s end, MAT had entered into the process of registering the SACCOS with the government of Tanzania.


ANNEX B. ACTIVITIES Mentoring, coaching, and training activities during Pamoja Twajenga

Name of Training Year Organizations/Institutions

involved/trained F M Total

USAID Grants

management Rules

and Regulations

training

(Understanding your

Award) - CSOs

2013 SFCG, TAMWA and RWSWH 3 1 4

USAID Grants

management Rules

and Regulations

training

(Understanding your

Award) - IOAs

2013 ES, PPRA & NAOT 4 4 8

USAID Grants

management Rules

and Regulations

training

(Understanding your

Award) - CSOs

2014 NACOPHA,WCSA, PELUM, LEAT

& TACOSODE 8 6 14

Procurement

Training

2014 PELUM 2 3 5

LEAT/AAC 4 4 8

NACOPHA/WCSA 3 3 6

M&E Training

Workshop 2014

LEAT, TACOSODE, PELUM,

NACOPHA, PPRA, NAOT, ES,

(Re)claim, TAMWA, and SFCG

12 9 21

Work Plan

Development

2014 ES and NAOT 7 7 14

NACOPHA 5 2 7

TACOSODE 2 4 6

LEAT 5 5 10

PELUM 3 9 12

Sub Grants

Management and

Cost

Share/Allocation

Training

2014 NACOPHA, WCSA, PELUM, LEAT,

TACOSODE, HDT, AAC and ES 5 13 18

Financial

Management Training - AAC

2014 AAC 2 2 4

Advocacy and

Communication

Training

2014 PELUM,ES, LEAT, WCSA and

NACOPHA 6 2 8

Work Plan

Development Skills 2014 ES 3 2 5




(through learning by

doing)

PPRA Work Planning 2014 PPRA and Pamoja Twajenga 2 1 3

Work Plan

Development Skills

(through learning by

doing)

2014 PPRA 4 6 10

CSO Partners Year 2

Work plan

development

2014 LEAT, TAMWA, TACOSODE,

NACOPHA, PELUM, NAOT, ES 16 16 32

Annual Work plan

development training 2014

MAT, HDT, ZLSC, RWSWL, RUDI,

WCSA, TAMWA, PT 10 11 21

Baseline Report

Writing Training 2014

TACOSODE, PELUM, LEAT, PT,

CHEMONICS,TAMWA 7 3 10

Organizational

Capacity Assessment

training for Grantees

2014

TACOSODE, PELUM, LEAT, PPRA,

PT, CHEMONICS ,NACOPHA,

TAMWA

8 8 16

Training on

Organizational

Resources

Mobilization

2015 AAC, PT, HDT, ES, ZLSC,

TAMWA, MAT, PELUM, WCSA 11 11 22

Gender and Social

Inclusion training 2015

TAMWA, WCSA, NACOPHA,

RUSWAH, PT, AAC 12 6 18

Monitoring and

evaluation Joint

meeting

2015

MAT, WCSA, ZLSC, ESRD,

TAMWA-ZNZ, RUDI, (Re)claim,

TACOSODE, HDT, NACOPHA,

WCSA, PPRA, NAOT, ES

15 16 31

Grants and sub-

grants management

Handbook trainings

2015 TACOSODE, WILDAF, LEAT,

PELUM, NACOPHA 10 7 17

Participatory Review

and Strategy for

Implementing ES

Year 2 Work Plan

2015 ES Staff 9 15 24

Social Accountability

Monitoring (SAM) 2015 PELUM, WILDAF, NACOPHA 9 8 17

NACOPHA&WCSA

board meeting 2015 NACOPHA & WCSA Board 8 8 16

SAM training 2015 PELUM, WILDAF, NACOPHA,

CPW 9 7 18

Data Use Training 2015 TACOSODE, PELUM, LEAT, PPRA,

TAMWA 13 11 24

Public Outreach

Materials

Development

2015 ES Staff 6 10 16




WILDAF work plan

Development

Training

2015 WILDAF 5 8 13

Integrated Training

on Deepening

Decentralized

Implementation of ES

Year 2 Work Plan to

ES Zonal Offices staff

2015 ES 7 11 18

Fund raising

&Financial

Sustainability

2015

MAT, HDT, ZLSC, AAC, MAT,

(Re)claim, LEAT, NACOPHA,

RUDI, WCSA,TAMWA

14 13 27

Commemoration of

International Women

Day

2015 WILDAF, TAMWA, NACOPHA,

WCSA 5 12 17

All Pamoja Twajenga

Learning Event 2015

MAT, WCSA, ZLSC, ESRF,

TAMWA-ZNZ, RUDI, (Re)claim,

TACOSODE, HDT, NACOPHA,

WCSA, PPRA, NAOT, ES

24 28 52

Governance Training

and Workbook

Development (one

on one Sessions)

2015 TACOSODE, WILDAF, LEAT,


Governance

Workshop for CSOs

Board members and

Executive Directors

2015 TACOSODE,WILDAF, LEAT,


NACOPHA Work

Plan Training 2015 NACOPHA, WCSA 8 8 16

TACOSODE Work

plan Training 2015 TACOSODE 5 8 13

Integrated M&E

System for Ethics

Secretariat (ES)

2015 ES Staff 5 15 20

Advocacy Strategy

Development 2015

TACOSODE, PELUM, LEAT,

TAMWA 5 11 16

Participatory Meeting

for Issue Based Dialogue

2015 TACOSODE, PELUM, LEAT, PPRA,

TAMWA, NAOT, NACOPHA 6 5 11

ES 7 6 13

LEAT 7 4 11

NACOPHA 7 5 12

PPRA 7 8 15




PELUM 7 5 12

TACOSODE 7 3 10

WiLDAF 7 2 9

NAOT 6 5 11

All Partners Learning

Event 2015 All Pamoja Twajenga partners 22 45 67

Advocacy Boot camp 2015 CSO grantee partners 6 7 13

Succession Plan

Development

Training

2016 All Pamoja Twajenga supported

CSOs partners 15 17 32

Guide for Grassroots

Monitors Training 2016 PPRA, CSOs in the regions 11 15 26

Strategic Plan

Development

Training

2016 All Pamoja Twajenga supported


Advocacy Boot

Camp 2016 CSO grantee partners 6 6 12

National Issue-Based

Dialogue 2016

CSOs, IOAs, and other

stakeholders 23 50 73

Round Table Meeting 2016 HDT 2 3 5

Governance

Workshop 2016 CSOs 19 16 35

Communication

Strategy

Development

2016 (Re)claim 1 2 3

TAMWA ZNZ 4 0 4

(Re)claim 0 4 4

PELUM 2 3 5

MAT 1 0 1

TAMWA ZNZ 2 0 2

Advocacy Strategy

Development 2016

All Pamoja Twajenga supported


Advocacy Boot

Camp 2016 Grantee CSO partners 7 7 14




Success Story

Development 2016

Pamoja Twajenga Direct Grantee

CSO partners 7 1 8

Benchmarking

Accountability 2016

8 LGAs i.e. Kilolo DC, Mafinga DC,

Morogoro DC, Regional

Administrative Secretary for Iringa,

Mtwara MC, Masasi DC, Iringa

Municipal Council and PPRA staff

5 11 16

Gender Mainstraming

TOT 2016 ES 8 10 18

Advocacy Strategy

Development 2016

(Re)claim, TAMWA Zanzibar and

ZLSC 7 6 13

USAID Project close

out session 2016 Grantee CSO partners 4 9

Training on Public

relation outreach

stratergy

2016 Ethics secretariat 4 6 10

Stakeholders meeting

on the client service

Charter

2016 Ethics Secretariat, CSOs, public

institutions and government officials 11 17 28

M&E session on

strategic plan 2016

CWMAC, E&D, HDT, LEAT, MAT,

NACOPHA, PELUM, TACOSODE,

TAMWA DSM, WCSA and

WiLDAF

11 9 20

M&E session on

strategic plan 2016

(Re)claim, TAMWA Zanzibar and

ZLSC 5 3 8

Gender and Social

Inclusion

2016 ES 7 6 13

LEAT 7 4 11

NACOPHA 7 5 12

PPRA 7 8 15

PELUM 7 5 12

TACOSODE 7 3 10

WiLDAF 7 2 9

NAOT 6 5 11

All Partners Learning

Event 2016 All Pamoja Twajenga partners 22 45 67

Advocacy Boot

Camp 2016 CSO grantee partners 6 6 12

National Issue-Based

Dialogue 2016

CSOs, IOAs, and other

stakeholders 23 50 73

Round Table Meeting 2016 HDT 2 3 5

Governance

Workshop 2016 CSOs 19 16 35

Advocacy Boot

Camp 2016 Grantee CSO partners 7 7 14


ANNEX C. QUANTITATIVE COMPARISON OF

PROJECT ACCOMPLISHMENTS

Actuals

Reference

No. Indicator Name Targets Y1 Y2 Y3 Y4

LOP

Achievement

Notable

Comments

Indicator 1

1. Score, in percent, of

combined key areas of

organization capacity among

U.S. government direct and

indirect local implementing

partners (Standard Indicator,

outcome).

Yr 1: 5%

Yr 2: 20%

Yr 3: 30%

Yr 4: 50%

LOP: 50%

Baseline

completed

24.5% for

CSO

partners

37.42% for

CSO

partners

16.69% for

IOAs

partners

44.47% for

CSO partners

20.5% for

IOAs

partners (ES

only)

44.47% for CSO

partners

In Y1, the baseline was established. This

comprises OCA

(CSOs) and GICA

(IOA) scores. For the

GICA, the Ethics

Secretariat was the

only IOA to complete

one in Y4 resulting in

a 20.5% improvement.

Note that some

organizations started

at a higher level of

capacity than others,

so their change over

time is not as

substantial. Despite

high performers such

as AAC and TAMWA

Zanzibar,

organizations with

lower percentage

improvements

brought down the

total average percent

improvement.


Actuals

Reference


LOP

Achievement

Notable

Comments

Indicator 2

2. Proportion of total targeted

Pamoja Twajenga supported

organizations meeting their

annual proposed benchmarks

for specific categories of

institutional strength

development (Outcome,

Components 2).

Yr. 1: 2/11

(18%)

Yr 2: 5/16

(31%)

Yr 3: 10/18

(55%)

Yr 4: 14/18

(77.7%)

LOP: 14/18

(77.7%)

15% 50% 9/17 (52.9%) 2/13 CSO

(15%) *

CSO: 100% **

(14/14)

IOA: 0% (0/3)

Total: 77.7%

(14/18)

13 CDP benchmarks

were tracked in Y4.

*SOMA and

NACOPHA did not

report on CDP

benchmarks in Y4.

With a shortened Y4

reporting period

(October 2016 to May 2017), CSOs are in

the process of

working on

benchmarks but have

not completed them

as of the date of the

final report.

** LOP -> All CSOs

completed more than

50% of total number

of individual CDP

benchmarks over the

course of project

engagement. Per the

approved definition in

the PIRS, organizations

meeting 50% or more

of their CDP

benchmarks are

counted.

Indicator 3

3. Proportion of Pamoja

Twajenga-supported grantees

in substantial compliance with

USAID procurement

requirements (Outcome,

Components 2).

Yr 1: 2/7

(28.5%)

Yr 2: 5/8 (63%)

Yr 3: 6/8 (75%) Yr 4: 8/8 (100%)

LOP: 8/8 (100%)

23% 63% 7/8 (87.5%) 5/6 (83.3%)

5/6 (83.3%)

CSOs were 5/5 or 100%

This indicator tracks

five CSO partners and

three IOA partners.

Note that two IOAs

were no longer

engaged during Y4.

The five other

partners (4 CSOs and

I IOA) were

consistently

performing across all

indicators. (all 5 CSOs


Actuals

Reference


LOP

Achievement

Notable

Comments

were compliant).

Indicator 4


Twajenga supported grantees


USAID financial management


Components 2).

Yr 1: 2/7

(28.5%)

Yr 2: 5/8 (63%) Yr 3: 6/8 (75%)

Yr 4: 8/8 (100%)

LOP: 8/8 (100%)

23% 50% 5/8 (62.5%) 4/6 (66.6%) 4/6 (66.6%)

This indicator tracks

five CSO partners and

three IOA partners.

The five partners (four

CSOs and one IOA)

were consistently


indicators. (four out of

five CSOs were

compliant with the

exception of

NACOPHA).

Indicator 5


Twajenga-supported grantees


USAID reporting


Components 2).

Yr 1: 2/7

(28.5%)

Yr 2: 5/8 (63%)

Yr 3: 6/8 (75%)

Yr 4: 8/8 (100%)

LOP: 8/8 (100%)

23% 63% 6/8 (75%) 5/6 (83.3%)

5/6 (83.3%)

CSOs were 5/5

or 100%

One CSO

(NACOPHA) was not

able to provide timely

data. Two IOAs

(NAOT and PPRA)

were no longer

engaged in Y4; one

CSO (NACOPHA)

was not able to

provide timely data.

The five other

partners (four CSOs

and one IOA) were

consistently


indicators. (all five

CSOs were

compliant).

Indicator 6 6. Number of Pamoja

Twajenga-supported

Yr 1: 5

Yr 2: 11 0 6 5 2 12

Over the life of the

project, 12 individual


Actuals

Reference


LOP

Achievement

Notable

Comments

organizations demonstrating

improvement on gender

action sections in their CDPs

(Outcome, Components 1, 2,

and 3).

Yr 3: 18

Yr 4: 18

LOP: 18

CSOs completed

benchmarks from

Gender Action

Sections of the CDPs.

Despite program

emphasis through

training and coaching,

gender was not given

priority in implementation by

partners.

Indicator 7

7. Percent change in overall

scores of advocacy skills of

Pamoja Twajenga supported

organizations (Outcome).

Yr 1: 10%

Yr 2: 17%

Yr 3: 50%

Yr 4: 75%

LOP:75%

-- 35% 53% 65.25% 65.25%

LOP Achievement is

an average of all

supported

organizations. Organizations which

did not perform well

over LOP brought the

average down despite

high performance by

TACOSODE and

AAC (whose

percentage

improvement was

over 100 percent

from baseline).

Indicator 8

8. Number of selected CSOs

accessing mentorship services

in targeted regions (Output).

Yr 1: 8

Yr 2: 15

Yr 3: 23

Yr 4: 35

LOP: 35

9 1 11 1 13

The project supported

15 CSO partners in

Y4.


Actuals

Reference


LOP

Achievement

Notable

Comments

Indicator 9

9. Percent of Pamoja Twajenga

supported organizations that

have stronger outreach

activities to men and women

(Outcome).

Yr 1: 10%

Yr 2: 17%

Yr 3: 51%

Yr 4: 70%

LOP: 70%

0% 7.1% 44% 7.1% (1/13) 50% (7/14)

Seven CSOs

completed stronger

outreach activities

over the course of the

project. Despite

program emphasis

through training and

coaching, other

priority areas were given attention over

gender during

implementation by

partners.

Indicator 10

10. Number of selected CSOs

that have received targeted

technical support for capacity

development and institutional

strengthening (Output).

Yr 1: 8

Yr 2: 15

Yr 3: 14

Yr 4: 14

LOP: 14

9 14 15 15 15

Indicator 11

(Discontinu

ed)

Average percent change in

index score of Pamoja

Twajenga-supported CSOs

around using GOT-produced

information for advocacy

This indicator was replaced at the end of Year 2 with USAID concurrence as part of our revised and approved PMEP.

Indicator 11

(Current)

Number of Pamoja Twajenga-

supported organizations using

government of Tanzania-

produced information for

advocacy (Outcome).

Y1: 1

Y2: 3

Y3: 8

Y4: 14

LOP: 14

N/A 14 14 14


Actuals

Reference


LOP

Achievement

Notable

Comments

Indicator 12

12. Number of Pamoja

Twajenga-supported CSOs

and IOAs reporting

constructive engagement

during each quarter

(Outcome).

Yr 1: 4

Yr 2: 10

Yr 3: 18

Yr 4: 18

LOP: 18

0 3 18 15 18

LOP Achievement

notes that all 18

unique supported

organizations at some

point reported

constructive

engagement.

Indicator 13

13. Number of publishable

stories per year that support

qualitative outcome data

provided to USAID (Output).

Yr 1: 2

Yr 2: 2

Yr 3: 2

Yr 4: 2

LOP: 8

2 5 3 1 11

The project exceeded

its LOP target by

contributing additional

success stories.

Indicator 14

14. Number of activities

conducted by IOAs to address

gender concerns (Output).

Yr 1: 3

Yr 2: 4

Yr 3: 4

Yr 4: 4

LOP: 15

0 1 1 1 3

This indicator

addresses IOA to IOA engagement. This was

not a priority of IOAs

and in responding to

their priorities,

Pamoja Twajenga

shifted to support

other priority areas

such as issue-based

dialogues. Despite

program emphasis

through training and

coaching, gender was

not given priority in

implementation by

partners.


Actuals

Reference


LOP

Achievement

Notable

Comments

Indicator 15

15. Percent of citizen-

identified issues in the

complaint register acted upon

by partner IOAs (Outcome).

Yr 1: 4%

Yr 2: 8%

Yr 3: 15%

Yr 4: 20%

LOP: 20%

0% 72.7%

99.2%*

(*Project

received an

updated

report from

ES which

updated

figures from

Y3 from previous

42.5% to

99.2%)

71% 86.70%

As Pamoja Twajenga

engaged with our

Ethics Secretariat,

they increased efforts

to analyze and

respond to citizen

complaints at a faster

pace than originally

anticipated.

Indicator 16

16. Number of joint meetings

of targeted IOAs held

(Outcome).

Yr 1: 3

Yr 2: 6

Yr 3: 12

Yr 4: 20

LOP: 41

4 5 12 1 22

This indicator

addresses IOA to IOA

engagement. However

given USAID's

programmatic

guidance, we shifted

support to CSOs.

Indicator 17

17. Percent of IOA

communication strategy

benchmarks met (Outcome).

Yr 1: 10%

Yr 2: 25%

Yr 3: 50%

Yr 4: 75%

LOP: 75%

0 41.70% 55.55% 0%* 71.43%

The total number of

IOA communication

strategy benchmarks

to be completed was

14, of which the IOAs

accomplished 10.

'Pamoja Twajenga's

engagement with IOAs

shifted in Y4. Thus

71.4% represents the

LOP achievement of

all planned

communication

benchmarks.

*Note indicators including IOAs reflect that two IOAs were not engaged during Y4 (Indicators 1, 2, 3, 4, 5, 12, 14, 15, 16, and 17).


PAMOJA TWAJENGA IMPACT


ANNEX D. RELEVANT

TECHNICAL REPORTS AND

INFORMATION PRODUCED

Name of Deliverable/Report Type of Publication Date of Publication

Issue-Based Dialogue Mapping Assessment

Report

Technical

assessment/analysis/report 11-Nov-14

CSO Grantees Year 2 Workplan

Workshop Report

Training materials 8-Dec-14

Baseline Report Writing Training Report Training materials 10-Dec-14

Learning Event Report Technical

assessment/analysis/report 10-Dec-14

Grantees OCA Training Report Training materials 11-Dec-14

ES Zonal Visit Report Technical

assessment/analysis/report 14-Jan-15

GESI Report Training materials 20-Jan-15

Pamoja Twajenga Year 1 Annual Report Technical

assessment/analysis/report 21-Jan-15

Non-grantees Workplan Training Report Training materials 23-Jan-15

Project workplans Work Plans Annual

Success Stories Technical

assessment/analysis/report Periodic

Pamoja Twajenga Sustainability Plan Technical

assessment/analysis/report 3-Feb-15

Pamoja Twajenga Draft Grantee Handbook

and Annexes

Training materials 11-Feb-15

PT GESI and Advocacy Skills Training

Report

Training materials 20-Mar-15

PT Resource Mobilization Training Report Training materials 20-Mar-15

PT Joint M&E Training Report Training materials 13-Apr-15

Pamoja Twajenga Advocacy and

Communications Training Report PELUM

Training materials 6-May-15

Pamoja Twajenga ES Public Outreach

Training Report

Training materials 18-May-15

LEAT Grantee Compliance Checklist Training materials 19-May-15

PELUM Advocacy Capacity Progress

Report

Technical

assessment/analysis/report 1-Jun-15

Good Governance Training Report Training materials 3-Jun-15

Pamoja Twajenga List of Potential Trainers Technical


Pamoja Twajenga SAM Training Report Training materials 1-Jul-15

Resources Mobilization Mentoring Report Training materials 23-Jul-15

Fundraising Capacity Building Support

Report

Training materials 28-Jul-15

Pamoja Twajenga Evaluation of Y2 Results

Report

Evaluation 30-Sep-15

Pamoja Twajenga Year 2 Annual Progress

Report

Technical

assessment/analysis/report 31-Oct-15

Evaluation of Y2 Results Evaluation 30-Oct-15


Name of Deliverable/Report Type of Publication Date of Publication

Succession Plan Training Report Training materials 10-Feb-16

Guide for Grassroots Monitors Training materials 29-Feb-16

ED Readership Site Visit Report Technical


Succession Planning Final Report Technical


Board Governance Training Report Training materials 27-Jul-16

Advocacy Strategy Development Training

Report


WCSA Participation-Advocacy Strategy

Development Training Report


WCSA Participation-Board Governance

Training Report


MAT Participation-Advocacy Strategy

Development Training Report


Advocacy Mentoring Report Training materials 27-Sep-16

Pamoja Twajenga Year 3 Annual Progress

Report

Technical

assessment/analysis/report 31-Oct-16

Pamoja Twajenga Evaluation of Y3 Results

Report

Evaluation 31-Oct-16

U.S. Agency for International Development

1300 Pennsylvania Avenue, NW

Washington, D.C. 20523

Tel.: (202) 712-0000

Fax: (202) 216-3524

www.usaid.gov

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