E-mac Tanzania P.O. Box 6230 Morogoro, Tanzania E-mail

Executive Director
E-mac Tanzania
Board Chairperson Statement ............................................................................................... vii
1. 1 BACKGROUND ................................................................................................................ 12
1.1.1 About E-mac ............................................................................................................. 12
1.1.3 Previous Programs..................................................................................................... 14
CHAPTER 2. SITUATION ANALYSIS ............................................................................... 18
2.1 Overview of the intervention areas ...................................................................................... 18
2.1.1 Access to safe and clean water ................................................................................... 18
2.1.2 Food security ............................................................................................................. 19
2.1.4 Management of natural resources .............................................................................. 20
2.2.Environmental scan ............................................................................................................. 21
2.3. SWOC Analysis ................................................................................................................. 26
3.1 The Strategy Development Process...................................................................................... 28
3.2 Priority areas for the next five years .................................................................................... 29
3.2.1 Priorities for 5 years (2020-2024) .............................................................................. 29
3.2.2 Alignment to the un sustainable development goals (SDGs) ...................................... 31
3.3 EMAC strategic direction ................................................................................................... 32
3.4 Goal, Objectives Indicators Strategies and Activities ........................................................... 34
CHAPTER 4: GEOGRAPHIC FOCUS, CONSTITUENCIES AND PARTNERSHIPS..... 45
4.1 Geographic focus ................................................................................................................ 45
4.2 Stakeholder Analysis ........................................................................................................... 46
CHAPTER 5: ORGANIZATIONAL STRUCTURE, IMPLEMENTATION PLAN AND
MANAGEMENT OF THE STRATEGY ............................................................................... 51
5.1 Implementation Structure .................................................................................................... 51
5.3 Main services required for SP implementation ..................................................................... 53
5.3.1 Physical assets ........................................................................................................... 53
5.5 Existing linkages & collaboration ........................................................................................ 54
5.6 Resource Mobilization......................................................................................................... 54
5.9.2 Sustainability strategies .............................................................................................. 57
CHAPTER 6: MONITORING, EVALUATION AND LEARNING .................................... 58
6.1 Monitoring and Evaluation of the Plan ................................................................................ 59
6.1.1 Objectives of Monitoring of the Strategic Plan .......................................................... 59
6.1.2 Institutional Framework for Monitoring and Evaluation ............................................ 60
6.1.3 Logical Framework .................................................................................................. 60
6.3 Strategic Plan Review.......................................................................................................... 61
Appendix 3: EMAC Current Organization structure .............................................................1
Appendix 4: Current Staff Disposition .....................................................................................2
E-mac Strategic Plan 2020 – 2024 v
LIST OF ABBREVIATIONS
CCRO Certificates of Customary Rights of Occupancy
CBWSO Community Based Water Supply Organization
COWSO Community Owned Water Supply Organization.
CSO Civil Society Organization
GDP Gross Domestic Product
HIV Human Immuno-deficiency Virus
IGA Income Generating Activities
Johns Hopkins University."
MNCH Maternal New-born and Child Health
MNRT Ministry of Natural Resources and Tourism
MoU Memorandum of Understanding
NEMC National Environmental Management Council
E-mac Strategic Plan 2020 – 2024 vi
NICRA Negotiated Indirect Cost Rate Agreement
OCA Organization Capacity Assessment
PBR Payment by results
PDF Peoples Development Forum
PHMT Post-Harvest Management Techniques
PPP Public Private Partnership
SDG Sustainable Development Goals
SO Strategic Objective
TB Tuberculosis
TFNC Tanzania Food Nutrition Centre
TMA Tanzania Meteorological Agency
VICOBA Village Community Bank
WASH Water, Sanitation and Hygiene
E-mac Strategic Plan 2020 – 2024 vii
BOARD CHAIRPERSON STATEMENT
I am pleased to present the E-mac Strategic Plan, 2020 – 2024, which was approved by the
Board of Directors on January 2020. The plan sets forth the E-macs long-term strategic goals
and objectives for carrying out its core mission responsibilities for the next five years.
The EMAC five years strategic plan is a road map to the implementation of the five broad areas
of focus, namely; Natural resource conservation, Promoting Health behaviors and facilitating
access to health services delivery, Improving food security and increased income, Access to
clean and safe water and Organization and management capacity strengthened. This is a great
step for E-mac as it strives towards achieving its mandate and associated objectives.
First and foremost, we would like to extend our sincere appreciation to representatives of Arusha
based NGOs, Board of Directors, Staff and Management of E-mac and all other stakeholders for
their valuable participation in the strategic planning sessions and constructive input.
I am therefore optimistic about our future. We have set ourselves targets that are achievable and
will be accomplished through sustained application of our collective energies, enterprise and
adaptability. It will also require continued investment in our human resources, strategic partners
and infrastructure. If we manage ourselves effectively and efficiently and diversify our income
streams, we will be able to achieve the set objectives.
It is difficult to mention all people who contributed to the process but we wish to thank all
stakeholders for their comments. Finally, we highly appreciate the work done by Djax Sanga
Biria for facilitating the process of generating this strategic plan as well as its compilation.
Each Strategic Plan looks forward into the coming five-year period, and its objectives are
translated through an annual Operating Plan and Budget into projects and initiatives to be
accomplished during the current year.
Dr. Samwel Kabote
EXECUTIVE SUMMARY
The development of this Strategic Plan was mandated following the board meeting held on 2 nd
July
2018 which realized there was a need to have a future strategic direction of Empowerment of
Marginalized Communities (E-mac) Tanzania. The planning exercise culminated in a four-day
workshop which involved board members representatives, staff and other invited stakeholders held in
Arusha City, in August 2019. The Strategic Plan document takes into account results of the review of
the Action Plan, alignment with the relevant National Policies, coherence with the Five Year
Development Plan II (2016/17-2020/21) as well as the global agenda on sustainability (Sustainable
Development Goals -SDGs). Discussions and the write-up of the Strategy were facilitated by a
competitively recruited consultant.
The document has six (6) chapters.
o Chapter one gives background information which narrates about E-mac its mandate and core
functions, implementation of the previous programs, achievements, challenges and lessons
learnt.
o Chapter Two presents the operational context of water; food security, health and natural
resources sub sectors in Tanzania and highlights the prevailing situation in Manyara,
Morogoro and Arusha Regions in particular. Furthermore, this chapter describes the
prevailing political, social, economic, technological, environmental and legal contexts
affecting the above mentioned sub sectors in Tanzania. It analyses the strengths and
weaknesses of the water, food security, health and natural resources sub sectors initiative and
captures immediate priorities, opportunities and threats.
o Chapter Three presents the strategic focus of E-mac in the next five years in terms of Vision,
Mission, Core Values, key priority areas and strategic objectives.
o Building on this, Chapter Four outlines the geographical focus of operation, the target groups
of the strategy and stakeholder analysis indicating the range and roles of partners supporting
this strategy.
o In Chapter Five, the strategy shows the organizational structure and describes how the
strategy will be implemented by E-mac in promoting water, food security, health and natural
resources sub sectors practices that will increase community members income and improve
their livelihood. Sustainability strategies have been briefly presented in this chapter.
o Lastly, Chapter Six concerns the monitoring evaluation and learning of the intervention. The
major tool used is the logical framework which shows the goal, objectives/outcomes,
activities and indicators. The imminent risks to the initiative and mitigation strategies are
presented in this chapter.
E-mac Strategic Plan 2020 – 2024 9
In developing this strategy, various tools were used by the workshop participants to capture relevant
information and bring about the needed broad-based discussions and these included:
o Visioning exercise helped to shape the future direction of E-mac. This exercise resulted into
the review of the vision, mission, goals and developing core values together with indicators.
o A political, economic, social, technological, environmental and legal (PESTEL) analysis to
capture the prevailing external contexts in which water, food security, health and natural
resources sub sectors is embedded. A result from the analysis was used to present critical
opportunity areas and existing challenges that are likely to influence the success of the
strategy.
o An analysis of strengths, weaknesses, opportunities and challenges (SWOC), focusing on the
internal environment of the water, food security, health and natural resources sub sectors was
also done to address the structural and systemic aspects. The findings of the SWOC exercise
and strategic focus were used to formulate the key priority areas, the strategic direction of the
program, the broad program objectives and planned outcomes, and appropriate approaches to
use in implementing the strategy.
o Participants reviewed the intervention logic using theories of change as reflected in the key
priority areas (Pillars). The draft document was prepared and shared with the staff and board
members for first review. The final product is thus a joint effort by various stakeholders.
BUDGET SUMMARY FOR 5 YEARS 2020-2014
PROGRAMME OBJECTIVE TOTAL
RESOURCE CONSERVATION.
reduced by 20% at Nguru Mountain by 2024
Strategic objective 2: Land use conflicts among
livestock keepers and farmers reduced by 20% in
two villages around Nguru Mountains by 2022
Sub-total for KRA 1 = 428,399,000
178,599,000
249,800,000
428,399,000
4.4
HEALTH BEHAVIORS AND FACILITATING
Strategic Objective 1: Health behavioral practices
increases by 40% among Population at Arusha DC
and Arusha CC by 2022
Strategic Objective 2: To address incidences and
effects of FGM in 15 villages of Simanjiro district
by 2024
IMPROVED AND INCOME INCREASED.
among target population by 10% in 5 Districts by
2024
by 10% in 5 districts by 2024
Strategic objective 3: Post harvest management
practices in 5 districts improved by 5% by 2024
Strategic Objective 4: Nutritional status improved by
5% among households in 5 districts by 2024
Sub-total for KRA 3
KRA 4: ACCESS TO CLEAN AND SAFE
WATER
of clean and safe water increased by 3% among
target population in 3 districts by 2024
Strategic Objective 2: Increase the access to quality
and equitable sanitation and hygiene services in
institutions (schools and health centers) and
households by 3% in three districts by 2024
Sub-total for KRA 4
AND MANAGEMENT CAPACITY
fundraising capacity improved by 2024
Strategic Objective 2: Policies and systems of E-
MAC improved by 2024
improved
CHAPTER 1: BACKGROUND INFORMATION
Empowerment of Marginalized Communities (E-mac Tanzania) is a nonprofit sharing organization
established in 2010 as a Non-Governmental Organization and later in 2013, it was fully registered to
the capacity of operating in Tanzania mainland. Its head office is located at Kihonda – Morogoro with
its sub-office at Gairo, Simanjiro, Arusha CC and Arusha DC with a plan to open new office in
Rungwe district, Mbeya region. EMAC is dedicated to support the initiatives of the marginalized
groups of women and young girls in hard to reach areas of Tanzania Mainland and to promote
sustainable solutions for social, economic, political and cultural challenges affecting their lives.
1.1.2 E-mac mandate and core functions
E-mac derives its mandate from the NGO Act No. 24 of 2002 and amended in 2019 of the United
Republic of Tanzania. More specifically, E-mac is mandated to:
(a) Economic strengthening
gender mainstreaming
(d) Environment conservation improvement – use of appropriate
technology, Environmental conservation campaigns and ensuring equal
participation. To provide education and access to information about
modern farming practices those ensure the safety of the community and
their environment.
Technology.
beneficiaries and partners to reinforce national capacities to analyze,
formulate, implement, monitor and evaluate policies
(g) Nutrition among pregnant women and children:
o Create awareness on nutrition food to rural women and children for better health and
growth
o Promote crops with high level of nutrients among vulnerable groups.
o Liaisons with organizations who are interested in nutrition promotion among vulnerable
groups.
through operational policies and strategy.
o Promote age and sex sensitive development agenda.
o Promote women and men participation in the
development debates and dialogues related to their
wellbeing.
o Facilitate process and develop awareness and capacity on gender issues, to bring about
personal or organizational change for gender equality.
(i) Promote strategic partnerships through networking and information sharing, while ensuring
association sustainability.
(j) Enable members to exchange ideas, knowledge, experience and cooperate in their tree growing
and entrepreneurship.
tree planting and its value chain for increased income
1.1.3 Previous Programs
It has to be borne in mind that E-mac came into being in 2010 and was formally registered in April
2013. To this end, the main activities of the organization focused on recruiting new members,
constituting the board, recruiting staff for execution of field activities, strengthening the internal
organization and providing services to the beneficiaries. The major projects which were implemented
included:
1. Increase accessibility and sustainability of water projects in Mvomero, Gairo and Morogoro
districts through capacity building of Community Owned Water Supply Organization (COWSO).
2. Support vulnerable nomadic girls from Simanjiro district on Female Genital Mutilation (FGM)
3. Capacity building to people living adjacent to Nguru Mountains on how to conserve the forest
sustainably.
4. A mobile clinic project that has been deployed and offers health services in hard-to-reach areas of
the Arusha district.
5. USAID Tulonge Afya project, which has been implemented in Arusha DC and Arusha CC. The
project aims at increasing/promoting the health seeking behavior to communities (focusing to youths
and pregnant women) found in Arusha CC and Arusha Dc through the use of SBCC
Towards the end of 2018 a review of the past performance of the 5 years (2015-2019) was done in
order to understand the extent to which the association met its performance targets and draw lessons
for improving future performance. The results are as follows:
1.1.3.1 Achievements
In the last five years (2015-2019) E-mac was implementing different projects financed by various
donors namely Global green grants fund (GGF),Tulonge Afya project/USAID, WARIDI
Project/USAID, Tanzania forest Fund (TFF), Voice project/HIVOS, Ginnete and collson family and
Thomas and family foundation. Association Countries Women of the World (ACWW), OIKOS, In
the course of implementation of the previous projects, the following were main achievements:-
It is an obvious fact that without water, life is impossible. The importance of water in sustaining life
and preventing disease is clearly demonstrated as lack of water will result in increased morbidity due
increased transmission of germs and poor hygiene. In view of this fact, MAC from 2017 through to
2019 embarked in the implementation of the WASH projects in Morogoro region covering Mvomero,
Morogoro Rural and Gairo District. The project has led to creation of 16 Community Owned Water
Supply Organizations (COWSO). WASH program has been successful with regard to the coverage
and targets reached due to the availability of resources and support from LGAs and the community.
Women and young girls have been reached in Simanjiro although the number of villages of operation
is small and the issues addressed are few compared to the problems existing at the village level. It has
to be reckoned that in order to maintain good health, the standard norm for water use/consumption is
(a)Improved water resource management more specifically Water, Sanitation
and Hygiene (WASH)
20 liters per person per day in rural areas. In extreme circumstances, this amount can be lowered to
five liters per person per day. There are still considerable efforts required to treat water in the
pastoralist communities both in Morogoro and Arusha Regions. The task of collecting water is mainly
attributed to females and children.
Availability of latrines in good condition remains a key concern in the targeted communities. 62.4
percent of households have improved latrines. 2.9 percent of households have no latrine at all and
34.7 percent of households have a hole or a designated area for defecation (unimproved latrines).
(MoHCDGEC, 2019)
Nearly 65 percent dispose of waste on the ground around the house or throw waste into the bush and
35 percent of respondents dispose of waste in a designated pit.
VOICE project in Simanjiro District addressing FGM through introduction of Alternative Rite of
Passage (ARP). Advocacy has been conducted in conjunction with the local communities.
A total of 20 peer educators were trained on effects of FGM and Sexual Reproductive Health (SRH)
related issues. These 20 girls were from six villages found in 3 wards of Simanjiro district. 20
Traditional Birth Attendants (TBA) and 20 Morans were also trained on effects of FGM. The TBAs
were trained on entrepreneurship skills, so that they can be able to do other income generating
activities (IGA) and not to depend on FGM practices so as to get income.
E-mac has been in touch with like-minded organizations such as TGNP, FORUM CC, TCDC.
Linking and learning with VOICE grantees is also in progress. Networking with other organizations
has been good (RUDI, PDF) owing to the advertisements, good will and the success in project
implementation. E-mac has been able to join in two networks which are related to WASH issues
(TAWASANET) and it has been able to secure some fund through engaging in these professional
networks.
In 2018 a workshop was conducted in Dodoma to capacitate11 staff in proposal writing, facilitation
skills and report writing. After that training, E-mac has been able to open a department which is
responsible on proposal development, and it has been able to employ one person who is responsible
on networking and development of proposals. Since that training, E-mac has been able to develop a
total of 15 proposals and 4 were successful. The spirit of writing proposals and networking with other
like-minded organizations has increased.
(d) Internal capacity building (governance, managerial)
1.1.3.2 Challenges
Despite the good achievements that were attained by E-mac in the last five years still there are some
challenges that needs to be addressed over the next five years (2020-2024). These challenges include
the following:
E-mac focus to support the marginalized–majority are women and girls, due to male dominance at
household level, women are hardly allowed by men to participate in development activities including
taking up leadership positions i.e. training, however, we are working closely with leaders and
influential people to sensitize men on importance of women to participate in development issues
which affect their lives and encourage them to vie in different leadership position.
This resulted into low resources to implemented our planned activities, to address this issue, E-mac is
developing its own internal strategy to which will help to mobilize resources internally, a
microfinance is one of the project identify to fill the gap once donor money flow case.
While our focus is to support marginalized women and girls within hard to reach areas of the country,
the government priorities is classroom constructions, and the government instruct E-mac to support
classroom construction which is not in our plan. To address this challenge, we are inviting
government officials in our planning meeting to enable them to understand our focus for easy
implementation of our interventions.
The current change is on registration of NGOs, and submission of reports online, we are used to
submit our reports on quarterly, the online system is not stable hence it led to delay in reports
submission within respective unit at the ministry. To mitigate this challenge, E-mac deployed a part
time IT person to support IT issues within E-mac. The change of water rural agency which was
within the ministry of water has brought negative impact to E-mac as we were working with
COWSOs (build their capacity to manage rural water project) but the structure of COWSOs has been
changed because of the change of rural water agency department.
(e) Scarce Resources making it difficult for E-mac to reach a large number of target group
(f) Climate change which leads to unpredictable and uncertain weather patterns
(a)Poor participation of women in E-mac activities
(c) Overlapping of activities between E-mac/LGAs/Government
(b) Change of donors’ interest and focus
(d) Abrupt changes within policies and laws
1.1.3.3 Lessons learnt
In the last five years E-mac was implementing several programs and is has had drawn some lessons
that will inform the implementation of the strategic plan. These include the following lessons:
1.2 About the Strategic Plan
Since its inception this is the second strategic plan for E-mac which is planned to be implemented in
the next five years (2020-2024). However, the previous strategic plan was not very comprehensive. In
order to be focused, E-mac Tanzania has identified 5 key areas that must be addressed in order to
achieve the set priorities. This new strategic plan sets out key priorities which are natural resource
conservation, promoting health behaviours and facilitating access to health service delivery,
improving food security and increased income, access to clean and safe water and strengthening E-
mac internal organizational capacity. In order to deliver effectively the identified programs, E-mac
must ensure that it has appropriate structures, policies and resources in place.
o Unavailability of specific targets has made it difficult to measure performance in the
mentioned strategic objectives.
o Availability of funds, LGA and community support is of paramount importance if an
intervention is to be successful.
o Conducting researches prior to project development and writing in order to assess the
existing problems and needs at community level
o Internal capacity building is essential if E-mac is to deliver to the community the intended
services.
o Improving the advertisements of the work E-mac as well as networking with other
organizations and LGAs is of paramount importance
o Look and learn visits have proved to be very useful in improving performance of project
activities and bringing in new innovations
o E-mac has to continue working closely with the village government to reinforce bye laws
for environmental conservation.
o For E-mac to be sustainable in the foreseeable future it is extremely important to diversify
its resource base and be focused on specific areas during resource mobilization
o For E-mac to become a strong and vibrant association it has to build good relationship and
networking with different key stakeholders inside and outside the country
CHAPTER 2: SITUATION ANALYSIS
2.1 Overview of the intervention areas
Access to safe and clean water, food security, healthy behaviours and delivery, and
natural resources sub sectors in which E-mac will embark in implementing the strategic
plan
Tanzania Development Vision 2025. This
policy framework is further elaborated in
E–mac including the Five Year
Development Programme II (2016-2021)
whose objective is nurturing
Poverty Eradication Strategy, National
Water Policy, National Agricultural
stable country in East Africa. Thus, the
implementation of activities becomes easy under such circumstances. Since E will focus on the
above four areas a situation analysis was conducted and the following are the results:
2.1.1 Access to safe and clean water
It is an obvious fact that without water, life is impossible. The importance of water in
sustaining life and preventing disease is clearly demonstrated as lack of water will result in
increased morbidity due to increased transmission of germs and poor hygiene. Water and
sanitation is a problem because water sources are not reliable and water borne disease affect
large number of people.
The population is aware of the danger posed by diseases related to hygiene. Diseases that were
cited include diarrhea, malaria, bilharzia, scabies and intestinal worms. Respondents were not
sure how to stop these diseases. In the last five years E-mac started some interventions related
to WASH such as training community members on the importance of boiling water to
overcome contamination. Unfortunately, this method is hardly applied. Mothers in other
communities deemed it unnecessary to boil water and they consider boiling water as hard
work.
Access to hardware facilities such as open dug wells, protected spring and protected rain
catchment, ventilated improved pit latrine, boreholes and piped water supply systems
combined with an enabling environment will greatly reduce public health risks.
WASH program has been successful with regard to the
coverage and targets reached due to the availability of
resources and support from LGAs and the community.
However, more needs to be done in the next five years.
Apart from the lack of drinking water, problems with
transportation and water storage are also relevant. The
lack of suitable storage containers has been noted in the
surveyed communities. It has to be reckoned that in order
to maintain good health, the standard norm for water
use/consumption is 20 liters per person per day. In
extreme circumstances, this amount can be lowered to
five liters per person per day. There are still considerable
efforts required to treat water in the pastoralist
communities both in Morogoro and Arusha Regions. The
task of collecting water is mainly attributed to females.
2.1.2 Food security
According to the conducted survey it was revealed that some of the contributing factors to low
production in crops are lack of improved crop varieties, inadequate knowledge on improved
agronomic and livestock practices, low soil fertility, occurrence of pests and diseases.
Furthermore, it was seen that farmers have limited sources of income, and they largely depend
on agriculture produce with few IGAs. Also, it was noted that they have limited access to
financial institutions due to stringent conditions. Smallholder farmers are poorly organized,
and they lack sufficient support from either the government or nongovernmental organizations
on agricultural extension services. Marketing of farmers produce is also a problem due to low
products prices and unreliability of markets.
Generally, the community is food insecure and the children are largely malnourished, income
levels are low and source of income are very limited.
In the next five years E-mac aims at addressing food insecurity in the selected villages
specifically by ensuring there is increased agricultural and livestock production, increased food
availability at households level, improved food utilization and nutritional value at household
level and mainstreaming cross cutting issues (gender, HIV/AIDS, and environment). E-mac
will also work with farmers groups and networks for two purposes. First as extension channels
on improved technologies so that many farmers are reached in a short period. Secondly, their
organizational skills will be strengthened so that these groups and networks become
appropriate avenues for lobbying and advocacy on issues related to the welfare of farmers.
ADVISED:
2.1.3 Healthy behaviors and service delivery
The community recognizes the importance of ones habitat and its positive or negative
influence on health. But field survey showed that decent living conditions are out of reach for
many in the targeted communities due to a lack of means, awareness and attitudes. Availability
of latrines in good condition remains a key concern in the targeted communities.
34.7 percent of households visited have a latrine
in poor or very poor condition; they either have a
hole or a designated area for defecation. 2.9
percent of households do not have a latrine at all.
22.9 percent of households have functional hand
washing facilities.
efforts to discourage it. FGM has far reaching
implications to the affected girls hence there is a
need to have interventions that will make FGM
practitioners look to other alternative income
generating activities.
2.1.4 Management of natural resources
The countrys forests contain such a high level of biologically diverse resources. Tanzania has
the second largest number of plants (10,000 species) harbored by countrys forests. In addition,
the forests provide over 92 per cent of the energy resource through provision of water
resources and catchments, maintain hydrological balance and soil protection, recycle
atmosphere gases, and provide construction materials, employment sources and others.
Employment is provided through forest industries, forest plantations, government forest
administration and self-employment in forest-related activities.
Deforestation is an environmental problem in Nguru Mountains. The main causes of the
deforestation include cutting trees for fire wood, burning bricks and charcoal production. 89%
of the populations are using fire wood as source of energy in Morogoro Rural District (Census
and housing 2012). Another cause of deforestation is uncontrolled bushfires erupting mainly
due to land preparations, hunting and honey harvesting. This trend has adverse effect on the
climate, and in turn on agriculture which is the main occupation of the largest section of the
population. Gaps are extremely at alarming stage on financial situation as mostly depending on
seasonal crops.
Conflicts between livestock keepers and farmers are rife in many parts of Tanzania this leads to
fighting with eventual consequences of crop destruction, loss of livestock and sometimes
34.7% latrine with
human beings. Conflicts among livestock keepers and farmers are rampant in Mvomero
district.
The 1998 Forest Policy accords priority to the involvement and participation of the private
sector in forestry development activities.
In a bid to promote tree planting in the country the government has set 1 January each year as
the National Tree Planting Day (PMO, 2000). In the course of implementing five years
strategic plan E-mac will also support this initiative.
2.2. Environmental scan
This part covers an introduction to situational analysis, evaluation of past performance,
analysis of internal and external environments which culminated in identification of strengths,
weaknesses, opportunities, threats (SWOC), PESTEL analysis and stakeholders analysis. All
organizations operate in a changing world and are subject to forces which are more powerful
than they are, and which are beyond their control. Any strategy needs to take account of all
these forces so that opportunities and threats can be identified and the organization can
navigate its way to success by matching its internal strengths to external opportunities. An
external analysis is an objective assessment of the changing environment in which EMAC
operates, in order to have an „early warning system for identifying potential threats and
opportunities.
2.2.1 Political Context
Tanzania has remained a stable country politically thus making a safe place for investments
and business operations. Currently the country is on the verge of reaching middle income status
with strong political will to achieve rapid industrialization by 2025.
2.2.2 Economic Environment
Tanzania has sustained relatively high economic growth over the last decade, averaging 6–7%
a year. While its poverty rate has declined, its absolute number of poor has not because of its
high population growth rate. According to the World Bank, Tanzanias population of 53m
(2016) is estimated to grow at an annual rate of 3%. This coupled with an urbanization rate of
30%, has resulted in increased consumer and credit demand. An increased population will also
trigger increased demand for social amenities and infrastructure hence the need for use of
forestry products. Tanzanias economic growth is expected to average 6.2% between 2017 and
2026. The growth is underpinned by infrastructure development and a growing consumer base.
Heavy infrastructure investment into air, rail, port and road is expected to be one of the main
drivers of Gross Domestic Product (GDP) growth between 2017 and 2026.
According to the World Bank, the inflation rate has remained relatively low and near the
authorities medium-term target of 5%.
2.2.3 Social Context
Although Tanzania's poverty rate fell from 60% in 2007 to an estimated 47% in 2016, based on the
US$1.90 per day global poverty line, about 12 million Tanzanians still live in extreme poverty on
earnings of less than US$0.60 per day. Many others live just above the poverty line and risk falling
back into poverty in the event of socio-economic shocks. Universal education, and the waiving of fees
for primary and secondary schools, has drastically increased primary school enrolment bringing
challenge to infrastructure such as classrooms, pit latrines etc.
Tanzania's economic prospects depend on investment in more infrastructure, as well as improving the
business environment, increasing agricultural productivity and value addition, improving service
delivery (to build a healthy and skilled workforce), and managing urbanization. With approximately
800,000 youth entering the labor force every year, nurturing a vibrant private sector to provide
productive jobs is critically important.
2.2.4 Technological context
In recent years the world has witnessed the widespread use of ICT to make a direct
contribution to economic development and agricultural productivity. In the implementation of
the strategic plan E-mac will make use of mobile phones and information technology to share
information with the target population especially rural areas.
2.2.5 Legal context
Different types of taxes on land acquisition pose as a big disincentive to land ownership among
vulnerable communities hence the need to harmonize these taxes.
The information from the above analysis is summarized in the following table to capture
opportunities and identify possible challenges and thereafter chart out strategies for
overcoming the potential challenges/threats.
Table 1: Analysis of external factors and their relations to the strategy
ELEMENT OPPORTUNITY
THREAT STRATEGY
of the general
GDP growth rate
Social Increase in awareness Traditional beliefs 1. Continue to mobilize
on social issues
the level of middle
friendly appropriate
share information
pace of technological
Peer champions
Introducing locally
based alternative
technological solutions
acquire modern
forestry products
Poor infrastructure
with extreme climatic
2.2. Strengths, weaknesses, opportunities and challenges analysis
The Strengths, Weaknesses, Opportunities and Challenges (SWOC) analysis provides
information that is helpful in matching the firms resources and capabilities to the competitive
environment in which it operates. As such it is instrumental in strategy formulation and
selection. The purpose is to put in place strategies that will protect the strengths and capture the
opportunities on one hand and address the weaknesses and minimize challenges on the other
hand. The results of the EMAC SWOC analysis are as shown in the table 2 below:
Table 2 (a): SWOC Matrix
STRENGTHS WEAKNESSES
2.Availability of working resources 2.Uncordinated planning of field activities
3.Skilled Personnel 3.Miscommunication with stakeholders
4.Presence of accountability systems 4. Some policies not in place
5.Ability to reach more beneficiaries
OPPORTUNITIES CHALLENGES
provide support to project activities
2.Overlapping of activities between E-
mac/LGAs/Government
NGOs
4.Good relationship with potential donors 4.Scarce Resources
5. Existence of the national forestry and
environmental management policy
5. Climate change
6. Existence of free market 6. Poor participation of women in E-MAC activities
Table 2 (b) actions required in each area
OPPORTUNITIES WHAT CAN BE DONE TO TAKE
ADVANTAGE OF OPPORTUNITY Good relationship with LGAs/government o Timely submission of reports that are authentic
o Attending meetings organized by
LGAs/government
by EMAC
implementation jointly with LGAs/Other
Existence of other stakeholders and NGOs o Sharing of information
o Joint activities
Good relationship with potential donors o Enhance cooperation through sharing information
o Timely production of high-quality reports
Existence of local and foreign donors who
are interested to support environmental
conservation and agricultural activities
donors
a website
agriculture and environment conservation
make use of the existing institutions
CHALLENGES
WHAT CAN BE DONE TO OVERCOME THE
THREAT OR CHALLENGE Change of donors interest o Aligning projects with donor requirements
Overlapping of activities between E-
mac/LGAs/Government
o Sharing of plans and reports/information
Abrupt changes within policies and laws o Compliance with the national laws and policies
o Continue to advocate for friendly policies
Scarce resources o Resource base diversification
o Develop income generating activities
o Establish endowment funds
o Use appropriate inputs which are resilient to
climate change
activities
o Educate the community on the need to do away
with outdated customs and traditions which
undermine women status in the society
o Provide training on gender issues to all
community members in the target population
o Involve leaders of all walks of life (traditional
leaders, religious leaders, government leaders
etc.) in the sensitization on gender issues
CHAPTER 3: THE STRATEGIC FUTURE DIRECTION OF E-
mac
3.1 The Strategy Development Process
The Strategic Plan was prepared through an open and transparent participatory process that
involved a wide spectrum of stakeholders. The stakeholders who participated in the planning
process included the staff, representatives of the board of directors, community health workers,
representatives from other NGOs etc. In total there were 15 participants who attended the
planning workshop which took place in
Arusha City. During the strategic planning
process, the facilitator used various techniques
including exploration of E-mac history,
identification of stakeholders and analysis that
culminated in knowing collaborators and
competitors, knowing their interest and
influence capacity. This was followed with
analysis of the internal and external
environment the findings were used to
formulate objectives. During the preparation process there were wide-ranging discussions
covering all the major areas of interest, and the final strategies and actions incorporated into
the plan have been reached through a process of consensus.
The benefits that will accrue to E-mac stakeholders through the implementation of this
Strategic Plan will:
(a) Be able to define the direction and priorities in which E-mac must travel in the next five
years (2020-2024), and aids in establishing realistic goals and objectives that are in line
with the vision and mission charted out for it. The strategy will help E-mac staff, board
and stakeholders know what they should be working on, what they should be working
on first and to focus resources and energy to achieve the earmarked activities and
maintain the E-macs effectiveness and efficiency.
(b) Make E-mac proactive rather than reactive. A strategic plan allows organizations to
foresee their future and to prepare accordingly.
(c) Enable the Management to align E-macs functional activities to achieve set goals. It
guides the Managements discussions and decision making in determining resource and
budget requirements to accomplish set objectives - thus increasing operational
efficiency.
(d) Motivate staff and the Management as a result of participation in setting the strategies
and implementing them, having clearly set objectives to accomplish them and
measurable parameters to monitor performance. Board members and its sub-
committees will easily follow up the key performance indicators as they are already set
during the strategic planning process.
3.2 Priority areas for the next five years
3.2.1 Priorities for 5 years (2020-2024)
Based on performance review of the previous programs and situation analysis, EMAC was able
to get an insight into the trend, raising concerns and stakeholders in natural resource
management, promotion of healthy behaviours and facilitating health services delivery,
improving food security and increasing income, access to clean and safe water. This exercise
has helped to inform EMAC new direction, priorities and strategies. With this regard the
following table 3 presents EMAC priorities for the coming five years (2020-2024).
Table3: Priorities for the next 5 years (2020-2024)
No PRIORITY AREA REASONS
Nguru Mountains
around Nguru Mountains
deforestation include cutting trees for fire
wood, burning bricks and charcoal
production. 89% of the populations are using
fire wood as source of energy in Morogoro
Rural District (Census and housing 2012).
Another cause of deforestation is
uncontrolled bushfires erupting mainly due
to land preparations, hunting and honey
harvesting. This trend has adverse effect on
the climate, and in turn on agriculture which
is the main occupation of the largest section
of the population. Gaps are extremely at
alarming stage on financial situation as
mostly depending on seasonal crops.
o Conflicts between livestock keepers and
farmers are rife in many parts of Tanzania
this leads to fighting with eventual
consequences of crop destruction, loss of
livestock and sometimes human beings
2. Enhance health behavioral practices
among population at Arusha DC and
Arusha CC by 2022
keeping communities water and sanitation
related disease prevalence is very common.
This is due to lack or insufficient access to
clean and safe water, unsafe disposal of
excreta, poor hand washing practices and
contamination of household drinking water,
Education and awareness to communities
on effect of FGM provided in 12 villages
of Simanjiro districts by 2024
Hygiene promotion will enable people to
take preventive water, sanitation and hygiene
(WASH) related diseases by working in
partnership with them.
government efforts to discourage it. FGM
has far reaching implications to the affected
girls hence there is a need to have
interventions that will make FGM
practitioners look to other alternative income
generating activities
5 Districts
livestock due to lack of improved crop
varieties, inadequate knowledge on improved
agronomic and livestock practices, low soil
fertility, occurrence of pests and diseases.
o Farmers have limited sources of income, and
they largely depend on agriculture produces,
more over they have limited access to
financial institutions. They are weakly
organized, and they lack sufficient support
from either the government or
nongovernmental organizations on
awareness to various government policies,
result show that farmers have inadequate
knowledge on agricultural, marketing and
other policies. Moreover, farmers have
limited entrepreneurial skills.
strategies to redress this appalling situation.
o Generally, the community is food insecure
and the children are largely malnourished,
income levels are low and source of income
are very limited.
population in 3 districts
wells, protected spring and protected rain catchment,
ventilated improved pit latrine, boreholes and piped
water supply systems combined with an enabling
environment will greatly reduce public health risks
5 E-mac organizational capacity
procedures of E-mac
branding of the organization
(f) Strengthen networking and
collaboration with other like-
functions of E-mac.
accountability
While 193 countries have committed themselves to contribute to the implementation of SDGs
in the next 15 years (2030), stakeholders in each country have also to play their part. To this
end, E-mac Strategic Plan best aligns itself to the following ten UN Sustainable Development
Goals out of the 17 SDGs:
Table 4: Alignment of KRA to the Sustainable Development Goals
KEY RESULT AREA
health service delivery
Access to safe and clean water 6
Income and food security (IGAs) 1, 2, 8, 12
Mainstreaming of cross-cutting issues e.g. gender,
climate change, HIV/AIDS, environment
All sustainable development rests on three pillars: economic development, social inclusion, and
environmental sustainability.
Table 5: Description of the SDGs in which EMAC will contribute in 5 years’
time
GOAL GOAL DESCRIPTION
Goal 1 To reduce poverty in all its forms- to provide training on entrepreneurship and
record keeping skills
Goal 2 End hunger, achieve food security and improve nutrition and promote sustainable
agriculture
Goal 3 Ensure healthy lives and promote well-being for all at all ages
Goal 5 Achieve gender equality and empower all women and girls
Goal 6 Ensure availability and sustainable management of water
and sanitation for all
and modern energy for all
Goal 8 Promote sustained, inclusive and sustainable economic growth, full and productive
employment, and decent work for all.
Goal 10 Reduced income inequality within and among countries
Goal 12 Ensure sustainable consumption and production patterns
Goal 13 Take urgent action to combat climate change and its
impacts (acknowledging that the United Nations Framework
Convention on Climate Change is the primary international,
intergovernmental forum for negotiating the global response to
climate change)
3.3 E-mac strategic direction
The need for a strategic plan was catalyzed by a number of factors. Over the last five years the
board members of E-mac has increased from 5 to 6. In addition to the challenge of meeting the
needs of a growing number of increased beneficiaries, our success and the increasing demand
for access to safe and clean water, healthy behaviours, food security and natural resource
management have paved the way for significant future growth of E-mac.
The future of any organization is governed by its vision, mission, identity and values. In order
to better understand an organization, clarify its mandate and strategic direction, its vision,
mission and values have to be defined. In this strategic plan the following future direction was
affirmed.
E-mac envisions an empowered community with equal opportunities to social services
(b) Mission:
E-mac is there to empower marginalized communities for improved well-being through
promotion of sustainable initiatives and networking with other partners.
(c) Core Values
Processes shall be put in place to orient all employees, managers, target population and other
key stakeholders to the values and to involve them in integrating the values into daily
operations. The following are the principles and beliefs that E-mac stands for and will abide
by:
(i) Integrity
We shall always strive to do what is right and do what we say we will do in an honest and
transparent manner with each other and with our stakeholders
o E-mac should practice honesty in all its working areas.
o Will provide sincere feedback to its beneficiaries and all stakeholders.
o E-mac will hold on to its core values regardless of the circumstances
(ii) Accountability and transparency
o E-mac shall hold itself and be held responsible for all its activities and resources
utilized within and outside the organization
o In our activities we will be ready to take responsibility for ones own actions be
willing to account for our activities and accept responsibility for them and to
disclose the results in a transparent manner
o E-mac shall be responsive to all its stakeholders (Donors, Government, Partner
organizations, Targeted beneficiaries)
(iii) Cost consciousness/ cost-effectiveness
o E-mac shall carry out its operations through proper utilization of locally existing
resources to attain optimal performance through innovative means while
maintaining the concern for environment.
(iv) Impartiality
o In its day to day operations E-mac shall treat all people on an equal basis
regardless of their gender, political stand, religion, race and socio-economic
status.
(v) People-first culture
o E-mac will work while putting first the interests of its beneficiaries with a view
to attain sustainable development at community level.
3.4 Goal, Objectives Indicators Strategies and Activities
Ideally, the hierarchy of objectives starts from the vision, mission down to the overall objective
(goal) of the strategic plan. In order to address the above identified strategic issues; strategic
objectives (SO) were formulated which E-mac has to achieve in the next five years (2020-
2024). Usually strategic objectives give what and how much should be accomplished in the
given period. For each strategic objective there should be several strategies that must be in
place for it to be achieved. Underneath are the goal, objective and strategies developed during
the strategic planning process.
resources and basic needs by 2024.
Key Approaches of Implementing the Strategic Plan
a. E-mac will be result-oriented using project approach to implement its activities.
b. Through community participatory approach, E-mac will identify challenges faces by
people and available opportunities to address issues for sustainability.
c. E-mac will hire competent professionals to implement its projects with specific results and
staff will be compensated adequately.
d. Acquire premises necessary or convenient for the conduct of the affairs and business of E-
mac-Tanzania and may, for that purpose, own, buy, take in exchange, hire or otherwise
acquire immovable property and interests, rights and privileges of the premises or
properties;
e. Buy, take in exchange, hire or otherwise acquire movable properties necessary or
convenient for the conduct of the affairs and business of E-mac-Tanzania
f. Make fund raising from the community, donors, loans, overdraft facilities or borrow
monies in such amounts and for such purposes and under such condition as may be
determined by the Executive Committee in consultation with Board Members;
g. Undertake income generating activities which are compatible with the principle of social
development.
h. Invest monies and other properties of E-mac-Tanzania not immediately required upon
such security, if any, as the Board of Directors may decide;
i. Employ and engage, upon such terms and conditions as the Board of Directors may think
fit, such person as may be obligatory for conducting the affairs and business of E-mac-
Tanzania and discharge its obligations and objectives, and may suspend or discharge any
such person; and
j. Do all lawful acts and things as are conducive to or necessary for the attainment of all or
any of the objective of E-mac-Tanzania.
Table 7: Specific objectives, strategies and activities
KRA 1: Natural resource conservation
SPECIFIC
OBJECTIVES
Nguru Mountain by
participatory land use plans.
department and review available
develop participatory land use
Nguru mountain
key stakeholders including LGA,
E-mac staff , community leaders
on forest management and
SO2.Land use conflicts
villages around Nguru
Mountains by 2022.
communities and partiers to form joint
forest management plans.
keeping.
key stakeholders including LGA,
E-mac staff, community leaders
on forest management and
1.2.2.1 Training groups on
alternative income generation.
keepers and farmers
KRA 2: Promoting Health behaviors and facilitating access to health
services delivery
such as LGAs and use of Influential
people to advocate for behavioral change.
2.1.3 Collaborate with other service
providers who can facilitate easy access of
community to health services delivery
2.1.1.1 Conduct community theater
groups for awareness creation
2.1.1.2TOT among CHW & peer
CC
stakeholders on positive health
access of community health
communities on effect of
FGM provided in 12
leaders
events.
Passage (ARP)
service delivery among
among influential, political and
religious leaders for awareness
girls
change
desk and VEOs
FGM and work on identified gaps
2.3.4.1 Facilitate ARPs among
effects of FGM
Simanjiro for FGM effect
KRA 3: Improving food security and increased income
SPECIFIC
OBJECTIVES
security.
in food security by program.
3.1.4 Strengthen community agricultural
infrastructure for improved irrigated
provision of extension services (digital
3.1.1.1 Form network with like-minded
organizations/research institutions to
districts
community at large and adopt solutions
to food security.
farmers groups
official s on different methodologies
on food security.
officers and agricultural officers on
different methods of food security
3.1.3.3 Engaging other stakeholders
on food security
plan and budget for infrastructures
(such as roads)
extension officers to be able to support
farmers on irrigation schemes.
peasants/farmers on different
SO4. Nutritional
station for agriculture mobile phone
3.1.6 Capacity building on food
processing and value chain addition and
linking producers to institution with such
technology.
policies on agriculture
phones
extension services.
Vodacom, TMA with peasants to
access data useful for agricultural
activities.
agricultural produce.
buyers (establish market linkages
policies and identify gaps
different stakeholders (farmers) and
policy/decision makers to challenge
officials and farmers on climate change
and simple adaptation technologies to
climate change.
agriculture
research institutes such as SUA to
promote simple adaptation agricultural
technologies to climate change.
women in agricultural activities
3.1.9 Mainstream cross cutting gender
issues
Communities)
rural infrastructures for easily marketing
of agricultural products
3.3.2 Promotion of traditional and modern
storage structures
research institute to promote post-harvest
management techniques (PHMT).
to agricultural produce.
methodology
groups
and budget for infrastructures for easy
marketing of agricultural produce.
harvest management practices
PHMP
people) to engage on sale of PICS,
Metal Silos and other modern grain
storage materials.
and farmers on different methods of
storage of harvested agricultural
traders
institutions to acquire loans for
purchasing modern storage facilities.
3.3.3.1 Networking with agricultural
3.3.3.2 TOT to innovative farmers on
PHMT
3.3.4.Collaborate with private sector to
promote crop storage materials
crops that contributes to improved
nutrition at household level.
Councils Focal persons.
storage materials.
3.3.4.3 Training to LGA officers and
communities on home gardening
communities on home gardening
food crops that contributes to improved
nutrition.
nutrition and discuss various ways of
promoting nutrition in their district.
4.1.3.1 TOT to CHW on healthy eating
behaviors
SPECIFIC
OBJECTIVES
water increased by 3%
districts by 2024
government water supply agency
4.1.1.1. Review existing new
government water supply agency
new existing structure
supply agency
4.1.2 Promote School WASH
strengthen rural water
improve water accessibility
make communities get safe water.
4.1.2.1 Support construction of school
water and sanitation facilities
for policy improvement/change.
minded organizations to support
management bodies which are
found at village levels
and equitable sanitation and
districts by 2024
behaviors
LGAs through the use of accepted and
recommended approaches
ODF verification
officials to be able to promote good
sanitation and hygiene practices
services
and hygiene practices
makers/decision makers and other
and identify gaps and work on the
identified gaps
collaboration with other likeminded
communities on sanitation and
to be able to promote good sanitation
and hygiene behaviors through BCC
KRA 5: Organization and management capacity strengthened
SPECIFIC
OBJECTIVES
strategy
and fundraising course
resource providers
5.2.1 Develop a strategy that will help E-
MAC to align itself to the changing
technology.
systems.
implementation of activities/meeting.
force/department responsible for
identify and exchange ideas on
resource mobilization
participate in resource mobilization
resource mobilization
alternative means of resource
and share our vision for buy –in and
support
funding/online systems for resource
technology
SO3.Human resource
5.3.2 Institute on job capacity training
5.3.3 Put in place tailor made training and
study visit
electronic money
reflect new emerging technology.
training through one to one support
5.3.1.2 Conduct tailor made training on
identified area which need
improvement i.e. proposal writing
training through one to one support
5.3.2.2 Conduct tailor made training on
identified area which need
improvement i.e. proposal writing
for study i.e. visit to other reputable
organization
support
support
PARTNERSHIPS
4.1 Geographic focus
In the next five years E-mac will work in three regions of Morogoro, Arusha and Manyara. In
Morogoro region two districts will be covered namely Gairo and Morogoro whereas in Arusha
region E-mac will work in four districts of Arumeru, Arusha City, Longido and Ngorongoro.
As for Manyara region all districts will be covered. The summary is as shown in table 8 below.
Table 8: Geographical areas where EMAC will work between 2020 and 2024
CURRENT GEOGRAPHICAL AREAS FUTURE GEOGRAPHICAL AREAS Manyara Region
(Simanjaro district)
Arusha Region
Morogoro Region
Morogoro Region (Gairo, Morogoro (R) and Mvomero)
Mbeya region
(Rungwe district )
Justification
o In Manyara region there is a high prevalence of female genital mutilation (FGM)
practices.
o In Morogoro maintain all the districts due to history that E-mac originated from there
before going to other parts of the country hence there is high goodwill. At any rate,
food security and water problem still persist in the region.
o In Arusha region E-mac will work in Ngorongoro district because food insecurity is a
chronic problem over a number of years.
In the identified target areas E-mac will work both in rural and urban areas because
communities face similar challenges
4.2 Stakeholder Analysis
The section below presents the results of stakeholders analysis, current and desired mapping
of the power and influence of stakeholders, level of engagement, and actions that need to be
taken to tap their potentials in achieving E-mac mission and goals.
Table 9(a): Stakeholder categories who will collaborate with EMAC
PRIMARY
STAKEHOLDERS
SECONDARY
STAKEHOLDERS
STAKEHOLDER
NAME
INTEREST/STAKE
-
o Board members.
Desired Stakeholders Mapping
STAKEHO
LDERS
group.
o Inform beneficiaries about
o Empower them on the process of
moving out of the existing
problems.
2020-2024
o Involving the in the process of
implementing the project.
implementing activities.
concerning implementation.
and the future plan.
consultation
consult.
2020-2024
Central
government
NGOs.
issues.
achievements and future plans.
E-mac
Secretariat
least once every month.
staff to effective implementation
o Review work plan as required.
2020-2024
Like-minded
Organization
s
movement, advocacy
events.
and area of interest
4.2 Existing Linkages and Collaborations
E-mac recognizes the importance of working with other organizations and government
authorities like the Registrar of NGOs, Central Government-Ministry of Natural Resources and
Tourism (MNRT) especially NEMC, Ministry of Water and Irrigation, Ministry of Health,
Community Development, Gender, Elders and Children, Local government-regional
secretariats and LGAs where EMAC operates, etc. E-mac has been in touch with like-minded
organizations such as TGNP, FORUM CC, TCDC. Linking and learning with VOICE grantees
is also in progress. Networking with other organizations has been good (RUDI, PDF) owing to
the advertisements, good will and the success in project implementation.
Networking is about making connections and building enduring, mutually beneficial
relationships. Ultimately, its not about who you know ... but WHO KNOWS YOU!! To this
end, E-mac has established a number of linkages and collaborations. E-mac is open to credible
partnerships with institutions in the areas of:
o Making consultations and seeking advice
o Capacity building to staff and members
o Supplies and procurement
o Any other areas of mutual interest
In the implementation of this strategic plan E-mac will strengthen the existing networks and
expand to new ones provided they are productive in our work.
CHAPTER 5: ORGANIZATIONAL STRUCTURE,
STRATEGY
5.1 Implementation Structure
E-mac is registered under the NGOs Act No. 5 of 2002 as revised in 2019 that together with
the rules and by-laws define the confines within which the association carries out its
operations. The key results activities of this Strategic Plan will be incorporated into the day-to
day activities of E-mac.The main responsibility for ensuring that this Strategic Plan is
implemented rests with the Board of E-mac. At each Board meeting updates on activities will
be presented to the Board for approval and discussion. This will ensure that any move away
from current strategic objectives will be identified and can be corrected. All employees of E-
mac are expected to play active roles in the implementation of this Strategic Plan.
The Board of directors is the supreme body of the association, who oversees the operations of
the association. There are a total of 6 board members and other technical staff
In order to enhance service delivery, E-mac continues to invest in human resource, appropriate
technology and processes. Implementation of the strategic plan should not only take place at
the executive level but that it should also be undertaken at the different levels and functions
within the organization. Every manager is a strategy maker and strategy implementer for the
area which he/she has authority over and supervises.
Table 10: People responsible for the operationalization of the strategic plan
S/N FUNCTIONAL
STRUCTURE
RESPONSIBILITY
1 Board of Directors o The Board will provide the overall policy directions and
guidelines, sanctioning, authorization as well as resource
allocation for the realization of planned objectives.
o The Board will also cause the undertaking of mid-term
Strategic Plan review and realignment as appropriate.
2 Board Committees o The specific roles of each sub-committee are well defined
in the Governance manual
3 Executive Director o The ED is responsible for ensuring the E-macs
compliance with applicable laws and internal controls. In
addition, it has the role of establishing the truth and
accuracy of the E-macs financial condition as well as
ensuring that the administrative practices and procedures
are adequate to safeguard target group and the Emacs
rights and interests.
o The ED will guide the implementation of the plan of
operation and performance measurement tool.
4 Management Team o Create general awareness on the strategic plan
o Prepare implementation plans
o Submit data to the ED
o Implement corrective/improvement actions
o Provide information
o Receive feedback
o Provide feedback
The strategic plan implementation structure is shown in Annex 2.
5.2 Implementation of strategies
For the strategies to be implemented we must develop specific activities. For each activity,
there is need to document time line, persons responsible for each of the activities, and the
expected activity target.
The strategic plan will be submitted by the management to the board for approval. Once the
strategic plan is ratified by the Board of directors, the management will start effective
implementation using a detailed plan of action (Annex 2- printed separately). The plan of
operation shows when a particular activity will be implemented, who will be responsible as
well as the budget.
E-mac is implementing its mission through promoting health behavior and WASH projects.
More effort will be geared towards improved livelihood, youth and employment.
In Simanjiro E-mac support ant- FGM campaign through ARP. In Arusha DC and CC E-mac
support HIV, family planning, malaria, MNCH and TB interventions. In Morogoro rural, the
organization support PbR through OIKOS.
At organizational level, there is an online system which makes it easy for financial reporting
and the M&E system helps to record and upload all field data on time to the donor. Through
online systems, E-mac is able to generate quality and timely data/information on numbers of
beneficiaries reached. It also helps to assist in making informed decision and therefore make
proper resource allocation.
5.3 Main services required for SP implementation
5.3.1 Physical assets
E-mac has a number of physical assets, such as office equipment, mobile phone and tablets for
data collection, laptop computers for general work and communication i.e. conferencing
(Skype), transport facilities (3 cars), 1 motorcycle, human resource and funds. Generally
speaking, the organization has inadequate resources for running project activities and it largely
depends on donor funding, so E-mac is striving to diversify its resource base.
For smooth operations of project activities, E-mac needs additional facilities such as more 4X4
WD vehicle to be able to reach remote areas and an office which will accommodate all staffs.
5.3.2 Funding
E-mac plans to diversify sources of resources. E-mac plans to generate internal revenue to
boost her own funds through different mechanisms including developing endowment funds,
establishing income generating activities, microfinance, proposal writing and soliciting to
donors, philanthropy, organizing fundraising events and widening the scope of donor funding.
5.3.3 Human resource requirement
Human resources development and deployment is a very important factor for the success of the
strategic plan. Currently E-mac has 14 staff who comprise of lawyers, community development
workers, accountants, health workers, nutritionists, environmentalists, business management and
administrators. The strategic plan shows the detailed existing human resources, additional manpower
needed to execute targets set, training needs of staff, authority and accountability in performing various
tasks and empowerment to take decisions in the right time.
Table 11: Required Human resources
SN POSITION
3. Procurement Officer Diploma in Procurement
4. Resource Mobilization
5.4 The organization structure of E-mac
Ideally, the strategic plan should also clearly define the organization hierarchy such that operational
issues are properly escalated and solved in right time without wastage of resources. There are three
major elements that inform the organizational structure i.e. functions, location and authority.
o The functions an organization performs are the core areas or activities it must engage in to
accomplish its strategy
o The location of each function is where it is placed in the organizational structure and how it
interacts with other functions.
o The authority of a function refers to its ability to make decisions within its domain and to
perform its activities without unnecessary hindrance.
5.5 Existing linkages & collaboration
To a large extent E-mac considers itself as a learning organization and to show that indication
it is a member of several regional and national networks. Most of these networks enable the
organization to share experiences and exchange of information among the staff, community
members and other stakeholders of these networks. A few examples of these networks are;
RUDI, MAA, FORUM CC, NAFGEM, TAWASANET, Gender network, Ace Africa,
JPHIEGO, LGAs, TCDC
E-mac is also collaborating with central and local government, academic/research institutions
such as Sokoine University of Agriculture (SUA).
5.6 Resource Mobilization
This strategic plan will be implemented as planned if the board and management of E-mac
manage to mobilize necessary resources, from a wide range of stakeholders through a number
of different mechanisms. Currently E-mac gets its funding from donors and individuals
The different mechanisms which E-mac may use to mobilize resources could include:
submitting grant proposals (solicited and unsolicited proposals), developing consortium
proposals, organizing special fundraising events, selling services, social marketing and
soliciting financial and in-kind contributions from various potential partners.
Approximately 7.114 billion Tanzanian shillings are needed to implement this strategic plan
successfully in its entirety and no single donor will support 90% of the total budget. E-mac
will seek pledges and commitment from different funders towards budget support where this
will involve creating a continuous dialogue and discussions with the district councils.
Diversification of funding sources will be done to avoid the risk of dependency to few donors.
Wherever possible all the funding will be under the „pool fund arrangement to harmonize
reporting and accountability requirements.
A comprehensive resource mobilisation strategy will be developed to guide fundraising and
sourcing for the needed financial support to deliver on the E-mac mandate and as per this
strategic plan.
5.7 Sustainability
programmes and frameworks creates a natural sustainability strategy as these will outlive the
individual projects to be implemented. E-mac will continue promoting sustainable agriculture
and livestock production concept and practices even beyond the life of this strategic plan as it
is their business. The strategy will be to continuously mobilise as many new smallholder
farmers to buy into and maintain interest and support for the sustainable agriculture and
livestock production concept and practices as possible. Moreover, a comprehensive resource
mobilisation strategy will be developed to amongst others provide guidance on resource
sustainability.
5.8 Key Assumptions
E-mac assumes that its interventions will lead to a positive behaviour change by those
individuals, institutions and organizations that are engaged in the target geographical area.
Other key assumptions for the realization of this strategic plan are as follows:
i. The current peaceful environment prevails in the country
ii. There will be no unprecedented climate changes
iii. E-mac will be able to get development partners who are ready to support parts of the
strategic plan
iv. Relevant policies and programs supportive of E-mac strategic plan 2020-2024 will not
change significantly in the entire period.
v. Private companies, civil society organizations and other actors play their roles effectively
and are ready to work in collaboration with E-mac
vi. Policy makers at different levels – parliamentarians and councilors will understand issues
raised and addressed by target community members and offer the necessary support.
vii. The media will be willing and having the necessary capabilities to disseminate
information, observations, lessons and challenges on interventions with the target
population and other stakeholders.
5.9 Resource mobilization
Budgeting is translating the strategic plan activities into monetary values. Budgeting helps to
allocate resources to given priorities. In the next five years the total budget will be Tshs.
7,114,225,720/= and its breakdown is as shown in table below:
Table 5: Budget summary for 5 years from 2020 to 2024 Tshs.’000
OBJECTIVE 2020 2021 2022 2023 2024 TOTAL
SO1: natural
428,399,000
591,462,000
2,430,750,000
3,517,630,720
SO5:
Organizational
and
management
capacity
145,985,000
TOTAL
7,114,225,720
5.9.2 Sustainability strategies
Implementation of the strategy requires a significant amount of resources both human and
finance. Budgets will be aligned to the strategy while investment opportunities will be explored
to increase cash flows. From time to time a cash flow statement would be prepared to monitor
the needs of cash with time in order to avoid a crisis of liquidity. Cash flow is important for the
survival of EMAC because cash is its life blood.
CHAPTER 6: MONITORING, EVALUATION AND LEARNING
Specifically Monitoring and Evaluation of E-mac strategic plan has the following general
objectives:
i. Assessing results: to find out if objectives are being met and assess whether, for each
activity, agreed milestones are being achieved as targeted;
ii. Improve management and process planning: to better adapt to contextual and risk
factors, such as social and power dynamics that affect the implementation process and
Act as an early warning system in cases where targets are unlikely to be achieved;
iii. Promote learning: to identify lessons of general applicability, to learn how different
approaches to development affect outcomes, and impact, to learn what works and what
doesnt, and to identify what contextual factors enable or constrain development arena.
iv. Understand different stakeholders’ perspectives: Provide regular information to all
stakeholders on the performance of E-mac with respect to the Strategic Plan Key
Performance Indicators
v. Ensure accountability: to assess whether the strategic plan is effectively,
appropriately, and efficiently executed to be accountable to key stakeholders involved
in the implementation of this strategic plan including, but not exclusively, staff, target
population, board of directors, funding partners and the government.
vi. Constitute an informed basis for any reviews;
vii. Ensure the continuous sharpening and focusing of strategies and assist in the
mobilization of appropriate and responsive interventions at all stages of implementing
the Strategy
Participatory monitoring and evaluation will be adopted throughout the life of this strategy to
inculcate wider institutional learning and broader sense of accountability. E-mac management
Monitoring and Evaluation is one of the most important elements of strategic planning. The
overall objective of monitoring and evaluation is to track on implementation and
performance achievement of the key performance indicators, financial
projections/forecasts, against plan time-runs, and make the necessary adjustments in order
to achieve the objectives of the plan by the end of the plan period. Therefore, monitoring
and evaluation entails collection, analysis and interpretation of information and data.
Monitoring and evaluation of the Strategic Plan will be a continuous process to assess the
degree to which set objectives are being achieved. This will highlight issues for
management to take corrective measures promptly. Any required amendments or allocation
of additional resources will be effected as the need arises. The monitoring process will
highlight and rectify deficiencies.
will carry out monitoring parallel to supervision of activities using the logical framework
(Appendix 1), performance management plan (Appendix 2), and other relevant tools.
Monitoring reports will indicate what was implemented against what had been planned. A
participatory approach involving community members, target group, and other relevant
stakeholders shall be used in data collection. Monitoring will entail close and regular tracking
of progress against organizational development and programmatic plans. Field visits,
Management and Annual General Meetings, will comprise the machinery for quality assurance,
monitoring and evaluation. Tools for monitoring and evaluation will include but not limited to
the Logical Framework, Operational Plans and the Budget. E-mac management will prepare
annual, semi-annual, and quarterly progress reports to track its holistic performance.
Monitoring and evaluation will make use of diverse types of indicators to track progress and
changes made at both organizational and programme levels. Such indicators will include, but
not limited to quantitative, qualitative, process, outcome and impact indicators. At all-time
efforts will be made to establish and track the logical link between inputs, outputs, outcome
and impact for institutional and programmatic performance and effectiveness. Internal Controls
systems will be strengthened to continue abiding by the International Financial Management
and Reporting Standards (IFMRS).
Different reports will be prepared, documented and submitted to different users for
management and governance decision making and for accountability purposes. Monthly
reports will be prepared and reported by outputs bearers during weekly meetings and monthly
technical meetings. Annual Reports of E-mac will be shared with target group through their
structures, Board of Directors, Registrar of NGOs and the Development Partners.
Various methods ranging from interviews, questionnaires, focus group discussion, outcome
survey, and observations among others, shall be deployed as deemed suitable for tracking the
effectiveness and efficiency in the implementation of the strategic plan.
6.1 Monitoring and Evaluation of the Plan
6.1.1 Objectives of Monitoring of the Strategic Plan
Objectives of the Monitoring and Evaluation system for E-mac Strategic Plan will be to: -It is,
therefore, necessary that all relevant activities and, intermediate results, have clear indicators
on how they can be tracked and also measured. A monitoring and evaluation system,
therefore, necessitates a data collection system that is timely, reliable and flexible enough.
Therefore, an M&E System should have the capacity to:
i. Track program resources and activities through routine data collection;
ii. Examine achievement of program activities against planned activities;
iii. Guide the coordination and implementation of program activities;
iv. Measure the extent of achievement of program outputs and outcomes;
v. Assess the actual change in target indicators against set benchmarks
vi. Assess the impact of the program to the target group of E-mac
vii. Gather lessons learnt and using the same in decision making processes
6.1.2 Institutional Framework for Monitoring and Evaluation
Proper data recording procedures will be necessary to ensure the monitoring system contributes
to improved project accountability and programme management. There are a number of layers
of data which are relevant to effective long-term monitoring systems.
Monitoring and evaluation will be done at different levels in the E-mac hierarchy. The AGM
will receive reports of the annual performance.
The Board will meet on quarterly basis to assess the performance of indicators and
achievement of milestones. By and large, the board will be responsible for the overall
implementation of the strategic plan that is assess how E-mac is achieving each goal and
objective. To this end, the Executive Director will report to the full board the status of
implementation and produce the requisite financial statements.
The Management will oversee the day to day running of the organization. Heads of department
will also be responsible to report on the implementation progress of objectives assigned to

Documents

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