Endangered Ecosystem - Northern Tanzania

Submission Date: November 3, 2017

Agreement Number: AID-621-A-15-00004

Activity Start Date and End Date: 11 September 2015 to 10 September 2020

AOR Name: Bronwyn Llewellyn

Submitted by: Chira Schouten, Acting Chief of Party

The Nature Conservancy

P.O. Box 13265, Plot 16002, Mawalla Street, Arusha, Tanzania

Tel: +255 (0)682 488233 Email: [email protected]

This document was produced for review by the United States Agency for International

Development/Tanzania (USAID/Tanzania).

Endangered Ecosystem - Northern Tanzania

Annual Performance Report FY17(Project Year 2): October 1, 2016 – September 30, 2017

EENT – Y2 Annual Performance Report – October 2017

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Table of Contents

Acronym List ............................................................................................................................. 2 1 Executive Summary ........................................................................................................... 4

1.1 Major Highlights ........................................................................................................ 4 1.2 Progress Updates ........................................................................................................ 5

1.3 Challenges .................................................................................................................. 7 1.4 Map of Project Area ................................................................................................... 9 1.5 Summary of Results to Date .................................................................................... 10 1.6 Evaluation/assessment status and/or plans............................................................... 14

2 Program Description and Introduction ............................................................................. 15

3 Implementation Highlights and Challenges ..................................................................... 16 3.1 Strategy 1: Improving local governance and transparency ...................................... 16

3.2 Strategy 2: Improving wildlife protection & land & habitat management .............. 20 3.3 Strategy 3: Diversifying income & improving health for local communities ......... 26 3.4 Strategy 4: Increasing resilience to climate change ................................................. 31

4 Integration of Crosscutting Issues and USAID Forward Priorities ................................. 32

4.1 Gender Equality and Women’s Empowerment ....................................................... 32 4.2 Youth Engagement................................................................................................... 33

4.3 Local Capacity Development ................................................................................... 33 4.4 Integration and Collaboration .................................................................................. 34 4.5 Sustainability............................................................................................................ 36

4.6 Environmental Compliance ..................................................................................... 36 4.7 Global Climate Change ............................................................................................ 37

4.8 Policy and Governance Support............................................................................... 38 5 Stakeholder Participation and Involvement ..................................................................... 40

6 Management and Administrative Issues .......................................................................... 41 7 Monitoring, Evaluation and Learning .............................................................................. 42

8 Key lessons learned.......................................................................................................... 43 9 Special Events for Next Quarter ...................................................................................... 45 10 Broader Landscape Activities and Leveraged Funding ................................................... 45

11 Addressing Comments from Previous Report ................. Error! Bookmark not defined. 12 Financial Summary .......................................................... Error! Bookmark not defined.

Annex A: Progress Summary................................................................................................... 48 Annex B: Success Stories ........................................................................................................ 54 Annex C: EENT Project Outputs Year 2 ................................................................................. 60


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Acronym List Acronym Definition

AA Authorized Association

AEI Africa Elephant Initiative (formerly EPI)

AP Anti-Poaching

CBC Community Based Conservation Unit

CCBA Climate Community Biodiversity Alliance

CCRO Certificate of Customary Right of Occupancy

COCOBA Community Conservation Banking

COP Chief of Party

CSO Civil Society Organization

CT Carbon Tanzania

CWMAC Community Wildlife Management Areas Consortium

DALDO District Agriculture and Livestock Development Officer

DCDO District Community Development Officer

DESO District Environment and Sanitation Officer

DGO District Game Officer

DHIS2 District Health Information System 2 (an online open source data

management system)

DLO District Land Officer

DQA Data Quality Assessment

EENT Endangered Ecosystem - Northern Tanzania

EPI Elephant Protection Initiative

FP Family Planning

HAT Hotel Association Tanzania

HEC Human Elephant Conflict

HG Honeyguide

HR Human Resources

HWC Human Wildlife Conflict

IEC Information, Education and Communication

IIED International Institute for Environment and Development

KDU Kikosi Dhidi ya Ujangili (WD Anti-poaching Units)

LEAT Lawyers’ Environmental Action Team

ODK Open Data Kit

MI Maliasili Initiatives

MITI Ministry of Industry, Trade and Investment

MPL Marketplace Literacy

MNRT Ministry of Natural Resources and Tourism

MOU Memoranda/um of Understanding

NRM Natural Resource Management

NTRI Northern Tanzania Rangelands Initiative

PA Protected Area

PAO Proportion of Area Occupied

PHE Population Health and Environment

PI Pathfinder International

PMU Project Management Unit

REDD+ Reduced Emissions from Deforestation and Degradation

RH Reproductive Health


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RRU Rapid Response Unit

SBIA Social and Biodiversity Impact Assessment

SMART Spatial Monitoring and Reporting Tool

SOP Standard Operating Procedure

SRHR Sexual and Reproductive Health and Rights

TANAPA Tanzania National Parks Authority

TATO Tanzania Association of Tour Operators

TAWA Tanzania Wildlife Authority

TAWIRI Tanzania Wildlife Research Institute

TCT Tourism Confederation of Tanzania

TIP Trafficking in Persons

TNC The Nature Conservancy

TNRF Tanzania Natural Resource Forum

ToT Training of Trainers

TPSF Tanzania Private Sector Foundation

TPW Tanzania People & Wildlife

UCRT Ujamaa Community Resource Team

UDSM University of Dar es Salaam

USG United States Government

VC Village Council

VCHW Village Community Health Worker

VCS Verified Carbon Standard

VCU Verified Carbon Unit

VGA Village General Assembly

VGS Village Game Scout

VICOBA Village Community Banking

VLFR Village Land Forest Reserve

VLT Village Land Tribunal

VLUM Village Land Use Management team

VLUP Village Land Use Plan

WCS Wildlife Conservation Society

WD Wildlife Division

WOPE Whole of Project Evaluation

WRLF Women’s Rights and Leadership Forum


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1 Executive Summary The Northern Tanzania Rangelands Initiative (NTRI) is a platform of grassroots and

international NGOs working together on lasting solutions for landscape-scale conservation, in

particular to reduce threats to humans and wildlife over three million hectares of northern

Tanzania. Nine NTRI partners implement the Endangered Ecosystem - Northern Tanzania

(EENT) project, which focuses on the Tarangire-Maasai Steppe. EENT aims to secure an

ecologically and economically thriving landscape that supports both people and wildlife, and

is resilient to future stress from climate change and human population growth. Funded by

USAID/Tanzania and led by prime partner TNC, EENT is a 5-year project (2015-2020) with

a total federal budget of $12,394,019.

1.1 Major Highlights The EENT project increasingly serves as a catalyst for integration and collaboration amongst

partners. In FY2017 this has been evident in the NTRI Internal Review – a two-day critical

review and learning workshop with all NTRI partners. This has led to increased collaboration

and has helped planning for both EENT Year 3 and activities not funded by USAID.

Increasingly there are examples of collaboration through for example the three thematic

working groups that have been set up this year (Rangeland Management, Sexual and

Reproductive Health, and Gender). Partners are overlaying complementary activities among

the same beneficiaries, while learning exchanges among partners in other programs in the

landscape have been organized. This is strengthening learning across partners and

communities alike, and within the landscape, brings together expertise and resources, and

enables alignment and complementarity of effort in the field.

Below are highlights of EENT in FY2017, each of which demonstrates the value-added of

partners’ integrating activities and approaches.

Strategy 1: Improving local governance and transparency

The Makame WMA Authorized Association signed a 30-year contract with EENT partner

Carbon Tanzania on May 27, 2017 – a critical component of developing the VCS / CCBA

REDD+ carbon project (Activity 1.1.8). The revenue-sharing agreement is a key part of this

contractual agreement. The contract stipulates how to distribute the 60% share of total carbon

credit sale revenue: 20% to WMA Management, 40% to the constituent villages, 30% for

protection of wildlife and forest, and 10% for Kiteto District Council. Projections based on

the recent analysis of the carbon inventory suggest potential revenues for the WMA and

Villages of >$80,000 starting in 2019, >$190,000 by 2020, and >$600,000 after 2026. The

project area for the REDD+ carbon project is 104,065 ha consisting of 71,990 ha of acacia

dominated shrub land and 32,075 ha of Acacia-Commiphora woodland. UCRT’s long-

standing relation with Makame has been instrumental in enabling CT’s significant progress.

Strategy 2: Improving wildlife protection and land and habitat management

To build on the successes of Human-Elephant crop protection toolkits, this year communities

have experimented with new methods. The first being chili bricks – a mix of chili powder and

elephant dung which, when burnt smolders and emits smoke that repel the elephants. The

second being a chili-fence of 6 kilometers to protect farm land. Communities adjacent to

Randilen and Burunge WMAs have focused on proactively turning elephants around before

they entered farms, rather than reactively responding to crop raids. There were 63 teams in 14

villages with a total number of 659 volunteer village crop protection (VCP) team members

who were active every night to respond to crop raids. The chili bricks and chili fences are


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promising tools for reducing nighttime crop raids, improving communities’ response effort

and preventing these wildlife conflict incidents.

Strategy 3: Diversifying income and improving health for local communities

Pathfinder has now established 31 COCOBA groups. The first twelve COCOBA groups

established in Y1 had total cumulative shares reaching 125 million shillings (>$55,000 USD)

in Quarter 3. This figure has since reduced to 92 million shillings (>$40,000 USD), as several

groups have closed their first cycle, dispersing dividends and allowing members to put their

savings to use. 19 new groups are in the initial training phase and have begun share collection

but will only begin loan disbursement once they have completed the training. Pathfinder’s

achievements with COCOBAs are buoyed by Marketplace Literacy trainings and other

micro-enterprise activities such as beekeeping, that provide skills and opportunities for

members, women and youth in particular, to further benefit from the savings and loan

services that the COCOBAs provide.

Strategy 4: Increasing resilience to climate change

WCS has quantified rangeland degradation in the Tarangire-Manyara ecosystem. The survey

recorded evidence of erosion at 29.8% of the survey sites across the Tarangire-Manyara

ecosystem. Presence of invasive or toxic species was recorded at 40.6% of survey sites,

mostly throughout the southern part of the study area around Tarangire National Park, but

also in and around Enduimet WMA and Lake Manyara National Park. The average

percentage of bare-ground across all sites was almost 20%, but 9.1% of survey sites had more

than 50% bare-ground. Following up on the survey, EENT signed an agreement with

Randilen WMA to establish six experimental enclosures, all of which have now been

completed. These enclosures will allow the testing of different rangeland management

techniques to restore rangeland health, particularly in areas degraded by invasive bush

encroachment and regeneration in areas of bare ground. Honeyguide’s successes in

strengthening Randilen management capacity have facilitated WMA support for this long-

term activity within Randilen. Another agreement was developed with Terrat village to cover

the terms of a similar experiment. Experience from Randilen on establishing the enclosures

will speed the set-up of the new bomas in the Simanjiro plains in Y3Q1.

1.2 Progress Updates Strategy 1: Improving local governance and transparency

Over the year, there has been tremendous improvement in the management and governance

of the Randilen WMA (Activities 1.1.5 and 1.1.6). Randilen management finalized the 2017-

2018 budget and work plan, which have been approved by the Advisory Board. Capacity

building for both the manager and accountant for Randilen has continued. Finance and

administration policies, as well as a Human Resources Manual have been approved by the

board. The Anti-Poaching Standard Operating Procedures will be presented to the board next

quarter. Towards the end of the year the accountants from both Makame and Enduimet WMA

joined financial training sessions in preparation for project engagement in Year 3.

Makame WMA has shown impressive progress in setting out priorities and defining

conservation strategies. A needs assessment is now the foundation for moving forward and

has helped formulate a three year Wildlife and Habitat Protection Action Plan for

implementation in Year 3. A new Resource Zoning Management Plan is awaiting final

approval by WD in November and will ensure the WMA has continued user rights over the

area.


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1,054 women, youth and community members from Village Councils (VC), Women’s Rights

and Leadership Fora (WRLF), Village Land Tribunals (VLT), grazing committees and AAs

have benefitted from training courses in good governance, fair contracting and financial

management.


EENT partner WCS has presented exciting data from the dry season aerial survey. The most

commonly counted animals (excluding elephant and buffalo) were zebra (21,954 + 2,844),

wildebeest (13,971 + 3,381), and impala (5,712 + 687). Seven species showed a stable

population trend compared to 2011, including wildebeest, zebra, impala and Grant’s gazelle.

Several species showed an increasing population trend including, giraffe and elephant. On-

going monthly wildlife counts in Loiborsiret, Simanjiro, recorded the continued return of the

endangered fringe-eared oryx after having been absent in this part of the ecosystem in recent

years. Meanwhile WCS implemented annual dry season (October 2016) and wet season (May

2017) wildlife ground counts to calculate densities for some of the eco-system key species.

Indices of abundance are reported in the indicators, but preliminary analysis of density has

shown that wildlife tend to avoid roads, which affects the Distance sampling method.

Statisticians from WCS are now helping adjust data analysis.

A highlight of EENT stakeholder engagement among civil society, private sector and

government collaboration comes from anti-poaching efforts via joint ranger patrols. Over

fourteen days in November 2016, four days in August 2017, and again five days in

September, rangers from Randilen WMA, KDU [Anti-Poaching Unit] Northern Zone, TPW

rangers from Loiborsiret and TPC Ltd. Namlock Ranch arrested elephant and bush meat

poachers and destroyed charcoal kilns.

Complementing the patrolling by Village Game Scouts (VGS), the village and WMA

rangeland management structures in Randilen show strong progress. Grazing by-laws for

seven villages have been drafted and approved by the respective Village General Assembly

(VGA) and are at the district level for final approval (Activity 2.2.5). In our rangeland

monitoring efforts, ten rangeland resource assessors have been trained to use a simplified

monitoring tool on a monthly basis and use the resulting data and photos to discuss improved

rangeland management (Activity 2.2.7). In Ngoley, the community has installed signposts to

mark different grazing areas, has transplanted grasses in severely degraded areas from other

parts of the village, and has established a pastoralist union restricting grazing access to

members which is enabling regulation and management. One great outcome of their efforts is

the return of wildlife such as wildebeest and Grant’s gazelle following a three-year absence

(Activity 2.2.8). In September the village was formally granted a small project grant to help

boost their efforts to improved rangeland quality. Through collaboration between TPW,

Oikos, WCS and UCRT we continue to share resources, identify how to align monitoring

data and further apply this data to enhance rangeland management.

Strategy 3: Diversifying income and improving health for local communities

During the year Oikos has trained 2,606 women in Simanjiro and Monduli Districts in

Marketplace Literacy (MPL) which represents a 30% over-target number (2,000) due to

enthusiastic demand by various women’s groups (Activity 3.2.1). Though the activity has

been completed, it will be expanded to Makame WMA in Year 3 after a request by Kiteto

District and Makame villages. This outcome is really exciting as it creates better

opportunities for women to generate their own income and become more self-reliant. This

activity directly supports USAID’s emphasis on women’s empowerment in Tanzania. One


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group of women in Mswakini Chini who were trained in the above MPL training, have now

also been trained in how to produce leather handicrafts and started sales in September.

As part of EENT partner Pathfinder International’s (PI) activities to establish processes that

increase the uptake of and access to health services for complementary health, HIV/AIDS,

and family planning information and services, EENT specifically orients local community

stakeholders on Population, Health and Environment (PHE). The project has now established

231 model bomas, reaching 115% of our annual target. Model bomas are households which

practice positive PHE behaviors.


The vegetation survey that WCS implemented showed areas with high presence of invasive

herbaceous plants such as Ipomea species and Solanum incanum, which were particularly

prevalent to the south and east of Tarangire National Park, with Ipomea species prevalent in

both thick bush and areas of bare ground. Bush encroachment was also noted in Manyara

Ranch, Randilen and Enduimet WMAs, and the presence of Dichrostachys cinera and dense

areas of Acacia drepanolobium. These species can quickly invade grassland areas.

During the year EENT partner WCS finalized the selection of sites for the rangeland

regeneration experiment: two in Randilen WMA, one in Terrat and one in Sukuro. MoU’s

have been signed between Simanjiro District, Terrat village and TAWIRI, as well as Monduli

District, Randilen WMA and TAWIRI. These rangeland sites will help us better understand

how rangeland management alternatives affect grass condition for the betterment of wildlife

and livestock.

1.3 Challenges Strategy 1: Improving local governance and transparency

Land Use Planning, the establishment of communal grazing CCROs, and resource mapping

are slowed down by contradictory overlaps in maps including Village maps (1990), District

maps (1993) and Prime Minister’s office commission team (2015). This has resulted in

boundary conflicts in Makame WMA, Terrat and Mswakini and slowed down progress

during the year. EENT partner UCRT continues to mediate and consult district governments,

communities and other stakeholders to resolve the conflicts.

High illiteracy levels continue to be an impediment to effective training in the WMAs and

villages across the landscape, particularly among members of Village Councils. EENT

partners call on the government to install adult education classes to address this issue.

Development of the Standard Operating Procedure (SOP) for WMA anti-poaching was

delayed when PROTECT support to the EENT partner Honeyguide was withdrawn. The

activity however has been completed by reallocating the EENT budget.


Preliminary distance analysis of the dry and wet season wildlife ground counts showed that

wildlife actively avoid roads and tracks that were used during the surveys. This has impacted

the results of the wildlife density study, such that WCS had to conduct a separate ground-

truthing experiment to model the extent of road avoidance, causing a delay in the analysis.

Lack of engagement of TANAPA slowed down effective interagency stakeholder

coordination for the landscape as well as a shared radio communication system. These


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activities had originally been planned for Y1Q2. The first meeting was finally held in

September (Activity 2.1.9). All stakeholders however have agreed to continue coordination in

Year 3.

During the construction of the 6 km chili fence to protect farm land from elephant crop

raiding, support and cooperation from the communities was not forthcoming. Communities

were not convinced that the fence would be effective. Once 70% of the fence had been

constructed and elephants started to avoid the area, communities became very willing to

finish the remaining 30% of the fence – turning this challenge into a success. Nevertheless,

this did delay finalization of the fence and required the Human Wildlife Conflict (HWC)

officers to spend additional unbudgeted time on this activity.

Strategy 3: Diversifying income and improve health for local communities

In 2016 COCOBA savings were significantly affected by the prolonged drought, which

caused high numbers of livestock deaths. This resulted in a decrease in weekly share

contributions as a large proportion of COCOBA members depend on livestock for household

needs. The drought also reduced attendance at weekly COCOBA meetings as members had

to travel farther to seek pasture and water for their animals.

Despite the success of the COCOBA groups, group leaders face significant burdens in

documenting their group’s progress with five different reporting tools used on a weekly basis.

Pathfinder is now reviewing these data collection tools and aims to reduce the reporting

burden in Year 3 while maintaining financial records and progress indicators.

EENT partner Tanzania People and Wildlife (TPW) continues to encourage women's groups

to form associations, so these can take on the role of monitoring beekeeping project activities.

The formation of women’s associations however is a process that is in control of the

women’s groups. While this empowerment approach is appropriate to meet EENT goals, it

also has generated delays in implementation.


Implementation of Activity 4.1.3 "Establish rangeland regeneration experiments” was slow as

we struggled to find appropriate test sites and obtain full community support for the

experiment. The Manyara Ranch would have been ideal given the level of bush

encroachment and the ranch management interest. However, there has been political

upheaval, with the ownership of the ranch having been transferred from a Land Trust to

Monduli District, and several of the local communities are vying for control of parts of the

ranch. When other communities on the Simanjiro easements were selected, some

communities were afraid that the experiments would lead to land loss and asked the District

lawyer to sign off on the MoU.


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1.4 Map of Project Area


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1.5 Summary of Results to Date Table 1: Indicator progress - USAID Standard Indicators

Indicator Data Source

Baseline data FY 17 Quarterly Status – FY 17 Performance Achievement

(%) for reporting

period

Year Value

Annual Cumulative

Planned target

Annual Cumulative

Actual Q1 Q2 Q3 Q4

Project Intermediate Result 1 (IR1): Improve local governance and transparency

Number of land governance actors receiving USG-funded training or upgraded facilities/equipment [Standard Indicator 4.7.4-6]

Program activity / training reports

FY16 0 1,400 3,418

954 883

1,181 1,153

883

1,193 400 244%

Over achievement due to poorly set targets, and many land governance actors receive relevant training under IR2 worth including under this IR1 indicator. UCRT is also challenged with a high demand for participation in their trainings beyond the planned attendance. Figures corrected based on verified trainings using new online platform, previously reported figures greyed out

Number of integrated laws/policies, strategies, plans, agreements or regulations addressing climate change and or biodiversity conservation officially proposed, adopted or implemented as a result of USG assistance [Standard Indicator 4.8.2-28]

Program activity reports, proceedings, minutes, official documents

FY16

0

13

15

0

4

11

9

185%

Over target due to inclusion of village grazing calendars, and other outputs awaiting district approval. Finalized outputs: 30-year Makame Carbon Project Contract, Grazing MoU between Kitwai Ward Villages, 20 Village Annual Seasonal Grazing Calendars, Makame hunting investor contract. Draft outputs in process: Makame Resource Zone Management Plan, 7 Village By-laws at District level, Terrat Land Use Plan at District level, Mswakini Chini CCRO awaiting signing by designated land officer, Makame Conservation Action Plan; Needs Assessment drafted, Strategy and Business Plan to follow

Number of CSOs receiving USG assistance engaged in advocacy [Standard Indicator 2.4.1-9]


FY16

0

5

5

5

5

0

3

100%

Reported according to involvement at Policy Working Group meeting. CSO members include: HAT, TATO, TNRF, CWMAC, TCT, (As sub-grantees Honeyguide and UCRT are not included as CSOs under this indicator)


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(%) for reporting

period

Year Value

Annual Cumulative

Planned target

Annual Cumulative

Actual Q1 Q2 Q3 Q4

Project Intermediate Result 2 (IR2): Improve wildlife protection and land and habitat management

Number of hectares in areas of biological significance and/or natural resource showing improved biophysical conditions as a result of USG assistance [Standard Indicator EG.10.2-1 (4.8.1-1)]

Remote sensing land cover change analysis

FY16

0

-

n/a

-

-

-

-

n/a

Baseline (2000-2016) completed showing 7.5% avg. annual growth in area under agriculture in target landscape. Mid-line remote sensing analysis set for Y3 (FY18)

Number of hectares of biological significance and/or natural resources under improved natural resource management as a result of USG assistance [Standard Indicator EG.10.2-2 (4.8.1-26)]

NRM capacity assessments in targeted institutions

FY16 0 229,500 91,434 91,434 40%

In September 2016, a baseline institutional assessment was conducted in five NTRI target institutions. Follow-up assessment was planned for Q4, but delayed due to human resource constraints in Project Management and Monitoring. However here we report demonstrable improvement in natural resource management through wildlife protection support in Randilen CWMA, Loiborsiret, Terrat & Sukuro Villages.

Number of person-hours of training in natural resources management and/or biodiversity conservation supported by USG assistance [Standard Indicator 4.8.1-29]


FY16 0 11,850 19,790

1,762 5,007

5,533

10,249 6,903

2,246 167%

Over achievement due to poorly set targets and many IR1 trainings include relevant NRM components worth including under this IR2 indicator. UCRT is also challenged with a high demand for participation in their trainings beyond the planned attendance. Figures corrected based on verified trainings using new online platform, previously reported figures greyed out.

Project Intermediate Result 3 (IR3): Diversify income and improve health for local communities, women and youth

Number of people with increased economic benefits derived from sustainable natural resource management and conservation as a result of USG assistance [Standard Indicator EG.10.2-3 (4.8.1-6)]

Assessment reports, field visits / HH surveys, interviews

FY16 0 8,500 11,468 11,468 135%


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(%) for reporting

period

Year Value

Annual Cumulative

Planned target

Annual Cumulative

Actual Q1 Q2 Q3 Q4

Overachievement due to greater than expected figures for micro-credit involvement and beekeeping. This indicator also includes avoided losses from crop and livestock protection, NRM employment, and leather micro-enterprise beneficiaries. Double counting is a known data quality limitation as households often benefit from involvement in multiple activities supported by different partners. However, in other respects under-counting is a limitation due to exclusion of less tangible benefits such as secure access to grazing land, opportunities arising from market place literacy training, and public benefits from tourism and carbon revenues.

Proportion of female participants in USG-assisted programs designed to increase access to productive economic resources (assets, credit, income or employment) [Standard Indicator GNDR-2-NEW]

Program activity reports

FY16 0 740/1,155

64% 1,434/2,424

59% 1,434/2,424

59%

210% of total beneficiaries

---- 92% of target

female participation

Overall % participation is on target. Overachievement of number of beneficiaries, due to expansion of COCOBA groups not included in target. Includes leather tanning, beekeeping, micro-enterprise, as well as employment as VGS, HWC conflict officers, and rangeland monitors. Does not include the 2,606 women who have completed training Market Place Literacy training.

Project Intermediate Result 4 (IR4): Increase resilience to climate change

Number of institutions with improved capacity to address climate change issues as a result of USG assistance [Standard Indicator EG.11-2 (4.8.2-14)]

CCA capacity assessments in targeted institutions

FY16 0 3 0 - - - 0 0%

In September 2016, a baseline institutional assessment was conducted in five NTRI target institutions. Follow-up assessment was planned for Q4, but delayed due to human resource constraints in Project Management and Monitoring. Building institutional capacity in governance and natural resource management builds resilience, but it is very challenging to defensibly parcel out 'improved capacity to address climate change issues' until an assessment is finalized.



FY16 0 4 0 0 0%

Following the Climate Vulnerability Assessment and District level workshops were conducted with District Council, WMA and CCRO representation. The resulting climate adaptation strategies were not implemented so we have not included them under this indicator. In Y3 specific activities are planned to revise climate adaption strategies and facilitate implementation.


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(%) for reporting

period

Year Value

Annual Cumulative

Planned target

Annual Cumulative

Actual Q1 Q2 Q3 Q4

Number of stakeholders with increased capacity to adapt to the impacts of climate variability and change as a result of USG assistance [Standard Indicator 4.8.2-26]

Model household assessments

FY16 0 0 n/a - - - - n/a

No individual ‘stakeholder’ level climate change programing in Y2


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1.6 Evaluation/assessment status and/or plans Table 2: Baseline, Surveys, Assessment and Evaluations

Assessment

Type Timing Status

Institutional

Baseline

Assessment

Sept-Oct 2016 Successfully completed; final report written up, and submitted with Y2Q3

report.

Socioeconomic

and Ecological

Baselines

1. Study and

report: Y1

2. Summary

report: Y2Q3

3. Summary

community

film: Y3Q1

1. Successfully completed in Y1. Full reports shared with USAID in Y2Q1.

2. Summary document shared with USAID in Y2Q2. Hard copies in English

and Kiswahili have been distributed.

3. EENT has coordinated with USAID on the production of a short film for

communities, showing issues revealed through the baseline and narrated

with facts and figures from the baseline results. At the compilation of this

Annual Report we have received the second draft for forthcoming circulation

to partners and USAID Communications for review. We now expect a final

product by end of Y3Q1, and plan to begin screening in the communities in

Y3Q2.

Quantifying

Rangeland

Degradation

May 2017 Survey successfully completed Y1Q3. Draft report circulated amongst

EENT partners for review Y2Q2. Final report incorporating new additional

data and analysis to be submitted to USAID in Y3Q1.

Aerial

Wildlife

Census

May 2017 Successfully completed. Final TAWIRI report submitted in Y2Q3.

Data Quality

Assessment

August 2016

January 2017

May 2017

August 2016:

• 4.8.1-6 Number of people with increased economic benefits derived

from sustainable natural resources management and conservation as a

result of USG Assistance (disaggregated by sex)

• 4.4.2-28: Number of integrated laws/policies, strategies, plans,

agreements or regulations addressing climate change and or biodiversity

conservation officially proposed, adopted or implemented as a result of

USG Assistance

• Income in dollars generated from environmentally friendly enterprises

in targeted landscapes.

Formal feedback received September 2017:

Generally, the findings indicated that TNC and its partners have a strong

data collection system and are likely to report good quality data that meet the

five USAID data quality standards. Recommendations being addressed

January 2017

• EG 10.2-2 (4.8.1-26) Number of hectares of biologically significant

areas under improved natural resource management as a result of USG

assistance

• EG 11-2 ( 4.8.2-14) Number of institutions with improved capacity to

assess or address climate change risks supported by USG assistance

• EG 10.2-1 (4.8.1-1) Number of hectares of biologically significant areas

showing improved biophysical conditions as a result of USG assistance

May 2017:

• DR 4.2-2 Number of civil society organizations (CSOs) receiving USG

assistance engaged in advocacy interventions

No formal feedback received so far. Preliminary feedback from the

assessment teams was positive in both cases, and there were minor

recommendations.


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2 Program Description and Introduction

Implementing Agency:

The Nature Conservancy (TNC)

Reporting Period:

Y2 (FY17): October 1, 2016 – September 30, 2017

Report Prepared by:

Chira Schouten, Acting COP

Home Office Address:

P.O. Box 13265, Plot 16002, Mawalla Street, Arusha, Tanzania

Project Title:

EENT/Endangered Ecosystem -

Northern Tanzania

Target Areas (Geographic)

Tarangire/Maasai Steppe Landscape, Northern Tanzania

Cooperative Agreement #:

AID-621-A-15-00004

Sub-grantees/sub-contract:

Honeyguide (HG), Maliasili Initiatives (MI), Oikos (OK), Pathfinder

International (PI), Tanzania People & Wildlife (TPW), Ujamaa

Community Resource Team (UCRT), Wildlife Conservation Society

(WCS), Carbon Tanzania (CT)

Period of Project: (Start and

End Dates):

September 11, 2015 to

September 10, 2020

Related Program Area & Elements of Operations Plan:

DO2: Inclusive Broad-based Economic Growth Sustained

IR2.3: Stewardship of Natural Resource Improved

Natural Resource Management Activity

Budget: $12,394,019

Planned Life of the Project:

5 years

Amount Obligated to Date:

$6,171,509

Pipeline:

$6,222,510

Principal Target Beneficiaries:

Local communities of the

Tarangire/Maasai Steppe

Landscape, esp. women and youth

Major Counterpart Organizations:

Government of Tanzania agencies: TANAPA, WD, TAWIRI

District authorities of Kiteto, Simanjiro and Monduli

The EENT Project aims to secure an ecologically and economically thriving landscape that

supports both people and wildlife, and is resilient to future stress from climate change and

human population growth. The ultimate outcome of the Project is: “healthier and more

resilient human and natural communities living side by side, with women and youth

empowered, inclusive economic growth sustained, and democratic governance improved and

effective”. The Project works at the landscape-level, focusing on the Tarangire/Maasai

Steppe ecosystem in Northern Tanzania. Local people and their communities in this

landscape are the primary target beneficiaries, notably women and youth; secondary

beneficiaries are local (village, district) authorities, and selected government agencies.

The Project is implemented through four strategies:

• Improve local governance and transparency, focused on WMAs and village

governance bodies, for communal natural resources including wildlife, forests and

communal rangelands in targeted areas of high biodiversity;

• Improve wildlife protection and land and habitat management in key corridors

for wildlife and pastoralist communities;

• Increase and diversify income and improve health for local communities, notably

women and youth through value chain interventions, micro-enterprise development,

and community health initiatives;

• Increase resilience to climate change through improved coordination and scaling of

climate-smart land management practices.


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3 Implementation Highlights and Challenges

3.1 Strategy 1: Improving local governance and transparency

Strategy 1: Activity Status Table

Activity Description Status

1.1.1 Strengthen Randilen WMA governance skills by training the AA and Board

members from the eight villages on existing Acts, Regulations and Policies and

improve communication with and involvement of VC and VGA (expanding from

Y1)

Y2 outputs

completed,

cont. Y3

1.1.2 Strengthen Randilen WMA capacity to enter into fair contracts with tourism

operators (expanding from Y1)

Y2 outputs

completed

1.1.3 Increase capacity of Makame WMA’s village institutions on good governance,

financial management and conflict resolution (expanding from Y1)

Y2 outputs

carried over,

cont. Y3

1.1.4 Conduct a NRM needs assessment and identify priority enterprise and sustainable

development options with Makame WMA and its villages

Y2 outputs

carried over,

cont. Y3

1.1.5 Strengthen Randilen WMA oversight and governance frameworks to support

management of WMA (continuing from Y1)

Y2 outputs

completed,

cont. Y3

1.1.6 Strengthen day-to-day Randilen WMA management by supporting the WMA

Manager and other WMA employees (continuing from Y1)

Y2 outputs

completed,

cont. Y3

1.1.7 Build capacity of Randilen WMA’s village institutions on good governance,

financial management and conflict resolution (expanding from Y1)

Y2 outputs

completed

1.1.8 Build capacity of village institutions on good governance, financial management

and revenue sharing system in Makame WMA (continuing from Y1)

Y2 outputs

completed,

cont. Y3

1.1.9 Social Biodiversity Impact Assessment (SBIA) to support Climate Community

Biodiversity Alliance (CCBA) certification

Y2 outputs

completed,

cont. Y3

1.1.10 Support the development of Makame WMA conflict resolution mechanisms (new

in Y2)

Y2 outputs

completed,

cont. Y3

1.1.11 Support CSOs to strengthen WMA governance and accountability (new in Y2) Y2 outputs

carried over,

cont. Y3

1.2.1 Support traditional leaders in establishing conflict resolution mechanisms for

natural resource management

Y1 complete

1.2.2 Increase representation of women and youth in Makame WMA Y1 complete

1.2.3 Increase representation of women and youth in Randilen WMA Y1 complete

1.2.4 Increase representation of women and youth in governance bodies in Simanjiro

villages

Y1 complete

1.2.5 Increase capacity of women and youth to engage with land use planning and

CCRO processes in Simanjiro (expanding from Y1)

Y2 outputs

completed,

cont. Y3

1.2.6 Improve communication techniques for local youth and women engaged in natural

resource management in Makame WMA (new in Y2)

Y2 outputs

completed

1.2.7 Increase awareness and engagement of women and youth on transparency and

accountability around environmental management in Makame WMA (new in Y2)

Y2 outputs

completed

1.2.8 Build capacity of village institutions on CCRO, good governance, financial

management and conflict resolution in Simanjiro (new in Y2)

Y2 outputs

completed

1.2.9 Increase awareness and engagement of women and youth on transparency and

accountability around environmental management in Simanjiro (new in Y2)

Y2 outputs

completed


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1.3.1 Facilitate and convene the core policy working group to identify policy and

governance priorities and improve policy coordination amongst actors (continuing

from Y1)

Y2 outputs

carried over,

Y3 cont.

1.3.2 Improve understanding of, and ability to communicate on key issues surrounding

WMA governance and management, community revenue and returns from

wildlife and tourism, and implications for wildlife and tourism policy reform

priorities

Completed

1.3.3 Organize community dialogues on key policy issues and priorities regarding

wildlife & tourism governance and revenues

Y2 outputs

carried over

1.3.4 Develop a policy brief highlighting the northern zone WMAs policy priorities

(continuing from Y1)

Y2 outputs

carried over,

cont. Y3

1.3.5 Facilitate multi-stakeholder dialogue on key policy and regulatory issues relating

to the capture of wildlife and tourism revenues, to strengthen linkages to and

collaboration with national policy processes, and working closely with key

stakeholders such as AAs and PROTECT

Redefined

for Y3

1.3.6 Develop a brief describing causes of and approaches to successfully combat

conflict in WMAs (new in Y2)

Y2 outputs

carried over

Achievements and Progress:

Makame WMA: Over the last two years CT has built the capacity of the Makame WMA

communities and their legal representatives within the WMA to understand the step by step

development process of a REDD+ project and how this aims to benefit them in the future.

VCS and CCB provide a clear process that is required to ensure informed consent, to ensure

the legal land use and ownership mechanism is in place and that all project development

happens within the framework of national policies. On May 27, 2017 as part of the Makame

Maasailand Carbon Initiative (a VCS/CCBA REDD+ carbon project), CT, the Makame

WMA AA and the Kiteto District Executive Director signed a 30-year contract (Activity

1.1.8). The contract defines the relationship between Makame WMA communities, villages,

the AA and the project developer (Carbon Tanzania) and involved considerable negotiations

and clarifications. For example, Maasai pastoralists were concerned that they would not be

allowed to continue using seasonal grazing areas for their livestock. Carbon forestry

management however allows for traditional land uses such as grazing and temporary boma

construction.

The Makame Conservation Action Plan (CAP) developed at the start of the year, forms the

basis of EENT partner engagement in the WMA. The WMA does not have a manager yet as

revenues are very limited. This should change once carbon revenues start to flow. Wildlife

and habitat protection were given the highest priority for support to ensure the WMA can

continue in the future. A needs assessment for anti-poaching operations was completed in

April 2017 and a wildlife and habitat protection plan for three years has been developed. The

latter now needs Board approval.

The Makame WMA User Rights granted by the Wildlife Division expired in December 2016

while the Resource Zone Management Plan expires in December 2017. Both are required for

the WMA to legally engage with investors such as a hunting company or Carbon Tanzania.

Though the activity was not originally planned for Year 2, we agreed with our AOR to revise

budgets to accommodate support for this. UCRT, TNC, CT and a consultant jointly helped

facilitate a sequence of meetings with the five Village Councils, the WMA board and the AA

to review the old RZMP. The new member village Ng’abolo was incorporated, maps were

revised, and land use was revised to include the carbon project. Communities unanimously

agreed to define just two usage zones, i.e. (1) settlement and agriculture, and (2) livestock


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seasonal grazing, hunting and carbon. The grazing season was agreed to be from January 1 to

June 30, while hunting is permitted the remaining months.

Randilen WMA: There continues to be good progress in the management of Randilen WMA

(Activities 1.1.5 and 1.1.6). Randilen management used the 2016-2017 budget and work plan

as an effective tool to guide implementation. After consultation with tourism investors,

Monduli District, Honeyguide and TNC, and in line with the 5-year business plan and

tourism plan, Randilen management finalized the 2017-2018 budget and work plan. Both

were approved by the AA and the District Advisory Board. The manager now also develops

quarterly plans and budgets that are presented to the executive committee. The board

appreciates that good quarterly plans have been produced and are being implemented

accordingly. Quarterly progress is reviewed in meetings with the board. HG and TNC

continue to support and have quarterly meetings with Randilen management to discuss

progress and identify priorities moving forward. This is part of the ongoing capacity building

of both the manager and accountant. As the WMA does not have control over the tourism

revenues (which is in the hands of the Wildlife Division) financial projections however

remain difficult.

The accountant has separate training sessions that focus on bookkeeping, budgeting, filing

and the use of QuickBooks. The accountants from Makame and Enduimet joined these

training sessions so they learn from each other. The Randilen WMA Finance and

Administration policy has been approved as well as the Human Resources (HR) policy. Anti-

poaching Standard Operating Procedures (SOP) have been developed by an anti-poaching

expert with inputs from the District Game Officer (DGO), VGS, WMA manager, WMA

security committee and the Honeyguide anti-poaching unit. Though the final SOP has been

approved by the Monduli DGO, it still needs WMA Board approval. In Y3Q1 this will be

followed by VGS training on how to use the SOP.

UCRT trained the Randilen AA, Board, VCs, WRLFs and traditional leaders on laws and

policies related to wildlife, contracts, and conflict resolution and facilitated discussions on

roles and responsibilities of the AA and Board. Trainees agreed that communication between

the AA, VC and the VGA is weak. The WMA secretary has now been instructed to be

present at every village general assembly on a quarterly basis to update communities on

WMAs technical and financial progress. Seven villages incorporated sections in their bylaws

concerning contractual arrangements. These now require consent of the VGA at least 21 days

before executing any contract that has a public interest. The village conflict resolution

training was followed by training sessions for ward and village land tribunals as these are the

formal institutions to resolve land conflicts.

In general the WMA board is satisfied that roles and responsibilities are clear. They remain

as the overall decision makers but without having as many meetings as in the past. The range

of new management tools, training and coaching sessions have contributed substantially to

improved management of the WMA. We will continue to use Randilen as a role model for

Makame and Enduimet WMAs.

Increased engagement of women and youth in land and NRM governance: EENT

increasingly engages with WRLF to ensure women and youth have increased awareness and

capacity to engage in decision making regarding land and NRM issues, and to ensure women

and youth feel able to speak up in meetings. UCRT trained and coached women and youth on

legal issues pertaining to land and land administration, LUP and communal and individual


19

CCROs in six villages in Simanjiro and the five villages of Makame WMA. In one case this

led to a WRLF member taking a land case to court. While in Makame WMA women have

started to report illegal activities such as poaching, charcoal making and land encroachment.

Enhanced learning and policy engagement: This year MI facilitated a learning event for key

CSOs who are building the capacity of Authorizes Associations. Following on from this

event MI, with technical input from TNC, HG and UCRT completed a comprehensive 3-day

training manual on governance for AAs. The manual, with accompanying handouts and

presentations, is available electronically in English and Kiswahili. It covers topics such as the

principles of good governance and the roles and responsibilities of AAs and other institutions

within WMAs (Activity 1.1.11) and is suitable for illiterate participants. UCRT will pilot the

manual in Year 3 of the project and will use this as a basis for developing or adapting a

training manual on good governance for other local government institutions within the EENT

landscape. The AA governance manual will then also be available for others beyond the

EENT project, such as CWMAC and SHARP.

In collaboration with EENT partners UCRT and Honeyguide, MI organized nine community-

level dialogues within Randilen and Makame WMAs to share key information and educate

community members - including Authorized Association members, WMA managers, Village

Council members, and the wider community including women and youth (Activity 1.3.3).

Over 400 community members took part in these meetings which aimed to increase local

understanding of key economic and financial dimensions of WMAs, issues around revenue

sharing and distribution, and draw out local perspectives on related policy issues and

priorities. Each meeting included a presentation by the facilitator of the key points contained

in the policy brief ‘Making Wildlife Management Areas Deliver for Conservation and

Communities’. This brief was published in Swahili in February 2017 and co-authored by

NTRI, CWMAC and TCT (Activity 1.3.4).

To better understand the nature of conflicts within WMAs, and how to resolve them, MI

facilitated a meeting for UCRT, HG, TNC and CWMAC to share experiences on conflict

resolution in Makame and Randilen WMAs. Key lessons from partners are the basis for a set

of guidelines covering best practices for community-based organizations to facilitate locally

led conflict resolution within WMAs (Activity 1.3.6). The guidelines will be shared with

CWMAC and presented to the Tanzania CWMAC northern chapter at their next meeting.

Challenges:

The primary recommendation from the aforementioned nine community meetings in the

WMAs was that revenue currently received by communities from Randilen and Makame

WMA does not suffice and revenue needs to increase. The communities recommended to

significantly reduce, or eliminating altogether, the share of revenue taken by central

government of the WMA’s income. This affirms the policy priority of the WMA Policy

Group. However, demonstrating to the government that it is in their long-term interest to

significantly reduce the proportion of revenue it receives from WMAs will be an ongoing

challenge.

Shortage of water for people, livestock and wildlife poses a serious threat to communities. In

Makame WMA for example, it forces residents to migrate over large distances in search of

water. While they are absent, in some areas farmers from neighboring districts or villages

encroach on village land and in other areas poaching increases.


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Though EENT invests in strengthening conflict resolution mechanisms at village and ward

level, people who have more economic power and influence tend to take land dispute cases to

court. These then take long to resolve. For example, a case regarding Naitolia CCRO was

taken to court in 2015 and to date no decision has been made. The case concerns a villager

who expanded his farm into the CCRO grazing area. The grazing committee stopped him and

fined him as per the by-laws.

3.2 Strategy 2: Improving wildlife protection & land & habitat management



2.1.1 Develop and maintain a scientifically rigorous wildlife monitoring system in

community areas to determine wildlife populations and wildlife trends


Y2 outputs

carried over,

cont. Y3

2.1.2 Monitor wildlife populations and distribution in Loiborsiret, Simanjiro


Y2 outputs

completed,

cont. Y3

2.1.3 Monitor distribution and abundance of carnivores in the entire NTRI area


Y2 outputs

completed,

cont. Y3

2.1.4 Protect wildlife in the Simanjiro easements using community-based wildlife

monitoring and anti-poaching using SMART (continuing from Y1)

Some issues

2.1.5 Support Village Game Scouts for habitat protection in Makame WMA


Y2 outputs

completed,

cont. Y3

2.1.6 Above ground biomass assessment for carbon stocks and improved rangeland

and land use management, plus identification of major drivers of deforestation

Y2 outputs

completed

2.1.7 Support and strengthen the management and deployment of Village Game

Scouts of the anti-poaching units of Randilen and Makame WMA to combat

wildlife trafficking (expanding from Y1)

Y2 outputs

completed,

cont. Y3

2.1.8 Support the community scout team of Loiborsiret to run a Rapid Response Unit


Y2 outputs

completed,

cont. Y3

2.1.9 Improve inter-agency and organizational support and capacity building for

coordinated law enforcement and prevention of wildlife trafficking (expanding

from Y1)

Y2 outputs

carried over,

cont. Y3

2.2.1 Identify areas for declaration as Village Land Forest Reserves in Makame

WMA

Cancelled

2.2.2 Identify areas for bee reserves in Simanjiro and initiate certification process


Y2 outputs

carried over,

cont. Y3

2.2.3 Improve Land Use Planning in Terrat Y2 outputs

carried over,

cont. Y3

2.2.4 Establish communal grazing CCROs in 4 villages in Simanjiro Y2 outputs

carried over,

cont. Y3

2.2.5 Develop village and WMA rangeland management structures in Randilen

WMA (continuing from Y1)

Y2 outputs

completed

2.2.6 Develop village and cross-border rangeland management structures in Simanjiro

(expanding from Y1)

Y2 outputs

completed

2.2.7 Expand community-based rangeland monitoring system in Simanjiro and Babati

(expanding from Y1)

Y2 outputs

carried over,

cont. Y3

2.2.8 Support community rangeland management initiative to improve rangeland

rehabilitation in Simanjiro and Babati (continuing from Y1)

Y2 outputs

carried over,

cont. Y3


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2.2.9 Mediate in resolving boundary conflicts in Makame WMA Y2 outputs

carried over,

cont. Y3

2.2.10 Establish required plans and certificates for development of grazing CCROs in

Monduli (new in Y2)

Y2 outputs

carried over,

cont. Y3

2.2.11 Establish required plans and certificates for development of grazing CCROs in

Simanjiro (new in Y2)

Y2 outputs

carried over,

cont. Y3

2.2.12 Establish village-based CCROs for increased protection of forest and grazing

areas in Simanjiro (new in Y2)

Y2 outputs

carried over,

cont. Y3

2.2.13 Revise Land Use Planning in Nandunjukin (new in Y2) Postponed

2.2.14 Establish wider landscape agreements between villages to manage and protect

cross-border grazing areas in Simanjiro (new in Y2)

Y2 outputs

completed,

cont. Y3

2.3.1 Expand the Living Walls (live fencing) to keep predators out of cattle corrals

and support Big Cat Conflict Officers (expanding from Y1)

Y2 outputs

completed,

cont. Y3

2.3.2 Expand the community-led human-elephant conflict prevention and crop

protection program (expanding from Y1)

Y2 outputs

completed,

cont. Y3

2.3.3 Develop and disseminate best practices for HWC prevention and mitigation

with concerned stakeholders (new in Y2)

Y2 outputs

completed


Wildlife monitoring: WCS organized both a dry and wet season ground count during the year

Activity 2.1.1). Two teams covered a distance of approximately 1,500 kilometers of roads

across the entire ecosystem, including Tarangire and Manyara National Parks, Makame,

Randilen, Burunge and Enduimet WMAs, Simanjiro, Manyara Ranch and the Natron area. In

the wet season the teams counted 41,819 animals, of which 45% (18,665) were wildlife. The

vast majority (70%) were our selected key indicator species for the ecosystem: elephant 463,

giraffe 420, Grant’s gazelle 1,213, impala 1,801, wildebeest 3,925 and zebra 5,141. The

highest numbers of animals were recorded in the Simanjiro plains (3,222), which are the

main breeding grounds for wildebeest and zebra. Both Lake Natron (2,012) and Manyara

Ranch (1,870) also had large numbers of wildlife. Manyara Ranch is highlighted as a

particularly important wildlife area, serving as both a corridor for wildlife moving backwards

and forwards from the northern plains, and hosting significant numbers of resident animals.

WCS used DISTANCE analysis to calculate animal density and abundance both across the

ecosystem and in different strata across the ecosystem. During analysis however a road-effect

was discovered which created a negative-bias in the density and abundance data. In order to

address this, a Mark-Recapture Distance Sampling experiment was conducted. This led to

adjustments in the survey method and allowed re-analysis of the original data. However, data

for each species have to be analyzed separately. Preliminary results for elephant were

analyzed using data recorded in three, vehicle-based ground surveys carried out across the

Tarangire-West Kilimanjaro ecosystem in the wet and dry season of 2016, and the wet season

of 2017. Highest elephant numbers were recorded in Tarangire NP, with smaller numbers

found in adjacent protected areas (Randilen and Burunge WMAs), Manyara Ranch, and Lake

Manyara National Park. Some elephants were recorded in Enduimet WMA though not in

each survey. Elephants were not seen in the majority of community owned lands outside the

Park, where they are likely to be subject to higher levels of harassment.


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Due to extremely dense bush vegetation in Makame WMA ground and aerial wildlife surveys

are likely underestimating wildlife numbers. Our partner WCS has now set up a camera-trap

survey across the WMA to determine which species are present, provide an index of

abundance for each species, determine habitat selection and establish the relationship

between species presence and various indexes of anthropogenic impact. This will be the first

ever proper large mammal survey for the WMA, and will be repeated for the next three years.

60 camera traps were set up on a 5 km grid and are left for 6 weeks. Setting up the traps

proved a real challenge.

WCS reports that, following discussions with other scientists involved in the carnivore

survey, they have adjusted the method to concentrate solely on spoor counts. The original

idea was to carry out targeted interviews with community members to assess what species of

carnivore they have seen in their area, but after some trial interviews, it was concluded that

spoor counts are likely to be much more reliable for assessing carnivore distribution and

density. Interviews will now be replaced with another set of spoor counts that will include all

the Parks and WMAs, including Makame. These new counts will be conducted in the dry

season of Year 3.

The Loiborsiret Village Game Scouts continued twice-monthly wildlife counts. Fringe-eared

oryx and wildebeest remained in the area during the dry season and the scouts spotted a

mother cheetah with cubs in June (Activity 2.1.2). Human-wildlife conflict officers, VGS and

TPW staff continues to collect data on big cat and wild dog presence in target villages.

Outside of conflict events, evidence of lion was recorded 38 times, cheetah 18 times, leopard

36 times, and wild dog 13 times (Activity 2.1.3).

Wildlife and habitat protection: Anti-poaching (AP) teams of Randilen WMA continued

foot, vehicle and motorbike patrols. Over the past six months these patrols resulted in arrests

of bush meat poachers and illegal loggers, destruction of charcoal kilns, discovery of wildlife

carcasses, assistance in cases of Human-Wildlife Conflict incidents, and the rescue of

wildlife from for example water holes. The dog unit was mobilized once for theft at a lodge.

Anti-poaching efforts were further strengthened through joint patrols in the larger landscape.

These joint patrols enhance working relationships and coordinated law enforcement in

neighboring protected areas. One of these combined efforts by rangers from Randilen WMA,

Manyara Ranch, KDU, TPC and Loiborsiret resulted in the seizure of ivory and the arrest of

3 elephant poachers, destruction of several charcoal kilns and arrests of illegal loggers.

Honeyguide also continued aerial patrols (Activity 2.1.9) over Randilen and Makame WMA.

Honeyguide, TPW and WCS have made excellent progress regarding monitoring VGS

patrols and outcomes. SMART is being used consistently and with fewer technical

difficulties. TPW also worked with Honeyguide to implement an incentives system, piloted

in the second half of the year. Although poaching is not a significant problem in the

Loiborsiret area, VGS arrested four people for bushmeat poaching (impala and zebra). Illegal

charcoal production is more prevalent. Patrols resulted in the disruption of 26 charcoal

operations (either via the destruction of charcoal pits or the confiscation of charcoal bags)

and twelve arrests (Activity 2.1.8). The VGS in the Terrat and Sukuro easements also

recorded poaching of giraffe and eland and reported these to the KDU unit stationed in

Terrat. Several charcoal kilns were destroyed.

Honeyguide succeeded in organizing the first of a new quarterly stakeholders meeting for

anti-poaching in the northern landscape. The meeting was hosted by Randilen WMA and


23

attended by representatives from Manyara Ranch, Tanzania Wildlife Authority, Tarangire

NP, Manyara NP, Randilen WMA, Monduli DGO and Honeyguide. Security issues were

discussed and actions agreed upon which will be evaluated in the next December meeting.

This will further strengthen coordinated efforts for wildlife and habitat protection.

In May and June 2017 two canine dog units patrolled and trained with the Randilen Anti-

Poaching (AP) teams. The VGS learned how to handle incidents that require dog support and

how to ensure that crime scenes are not contaminated. Management and staff from Randilen

lodges were also trained so they can use the tracker dogs for incidents in the lodges. The

overall aim is to improve security and safety for tourists in the WMA. 12 VGS (6 female, 6

male) from the eight villages in Randilen were trained at the Likuyu-Sekamaganga national

training center for VGS. Another 4 VGS from Randilen have started a three-month training

course at Pasiansi wildlife training institute. Randilen WMA paid 43% of the training costs.

Seven VGS from Makame WMA joined a study tour to Randilen WMA and Manyara Ranch.

A Basic and Wilderness First Aid training was conducted for 21 Randilen VGS and 10 VGS

from Makame. 28 VGS were also trained on how to respond to and manage human wildlife

conflict issues and community interactions. This included understanding their role as

community supporters and not law enforcers to ensure they do not use excessive force while

handling issues with local communities.

Habitat protection is at the heart of the Makame REDD+ project, since the reduction of

habitat loss that is attributable to the project activities has an impact on biodiversity. Makame

WMA is a high value biodiversity area. It is a corridor for zebra and elephant with seasonal

movement to Tarangire NP, and is home to upwards of 20 species which are considered

restricted, threatened or endangered species according to the IUCN. Monitoring-Reporting-

Verifying (MRV) biodiversity data is critical for measuring success and WCS has helped

establish the current state of biodiversity in Makame WMA. During the year CT started

developing practical skills of the VGS (Activity 2.1.5). In Y3 they will use SMART for

biodiversity monitoring just like the VGS in Loiborsiret, the easements and Randilen WMA.

CT will monitor the following species: elephant, oryx, lion, lesser kudu, zebra, giraffe, and

gerenuk as well as hornbill, white-backed vulture, secretary bird, lappet-faced vulture and

martial eagle, all of which are on the IUCN list of restricted, threatened or endangered

species.

Human-Wildlife Conflict: Human-wildlife conflict officers who are supported by TPW

verified 448 livestock predation events (Activity 2.3.1). The West Kilimanjaro landscape had

the highest number of conflicts, 137, which accounts for just over 30% of all conflicts.

Conflicts decreased during the rains, then increased again and have stayed high until

September. Typically, more conflicts occur during the rainy season when more wildlife is

outside the park because water sources are widespread. The pattern is different this year, and

is perhaps caused by extremely low rainfall. Forty-three percent of all conflicts occurred at

bomas, with the highest numbers of conflicts in Lake Burunge–Manyara and West

Kilimanjaro. Pasture conflicts are highest in the Maasai Steppe and West Kilimanjaro.

TPW supported the installation of 143 Living Walls. Installation requires that owners plant

all trees prior to the LW being installed. TPW then assesses the overall level of conflict by

considering distance to the conflict, the density of boma conflicts, and the density of big cat

boma conflict. Priority is given to those with higher conflict scores and those that are a model

boma. Demand remains high, and TPW has received 150 requests for Living Walls since

April this year.


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Currently there are 63 Village Crop Protection (VCP) teams in 14 villages in Randilen and

Burunge WMAs with 659 team members who were active every night during the cropping

season to respond to crop raids. Crop raiding started in April and ended in August 2017.

Burunge and Randilen villages recorded 469 incidents of which 22% were in Burunge and

78% in Randilen. In over 80% of the cases the problem animals were elephant. In 52% of the

incidents the VCP teams succeeded in preventing elephants from entering the fields. Total

verified crop damage was 8% as compared to self-reported damage of 70% in 2013. To

further strengthen crop protection, we established a 6 km chili fence (Activity 2.3.2) along

the boundary of Tarangire NP and its neighboring farms. During the cropping season we

recorded all incidents along the fenced area. Incidents of elephant raiding decreased from 38

to 17 incidents on the farms surrounded by the fence. Communities have now suggested the

chili fence to be extended next year.

Honeyguide developed an illustrated booklet and poster on best practices for HWC

prevention and mitigation. The materials are based on their experience of running a

community-led HWC mitigation program in Burunge, Randilen and Enduimet WMA for the

past four years. The booklet is available in both English and Swahili. Only the Swahili

versions will be printed and disseminated. Posters will be displayed in schools, village

offices, WMA office and local meeting venues.

Securing communal tenure: UCRT completed the physical demarcation of a grazing CCRO

for Mswakini Chini, which covers an area of 242 hectares. Even though the CCRO is

relatively small, it is crucial because it secures one of the last movement routes that connect

Randilen WMA and Manyara Ranch. The village CCRO committee has been formed and

trained, and both the VC and VGA have approved the plans. Unfortunately approval at

district level has been delayed as the district does not have a designated District Land Officer.

In Simanjiro District, Terrat is one of two villages that set aside grazing land for a voluntary

easement more than 10 years ago. The easement is an area crucial for wildebeest from

Tarangire NP moving here to calve. To improve long term protection of this area UCRT

supports the village in developing a LUP and a communal grazing CCRO. So far the required

committees have been formed and trained, zoning has been completed and grazing areas have

been demarcated with metal pipes. The LUP map, by-laws and the report have been approved

by the VC and VGA and are awaiting district approval. Work has now been halted as the

grazing committee has filed a complaint with the district that five farms have encroached

illegally. The district has ordered the bomas to be vacated but so far this has not been done.

TPW successfully completed the first step in the creation of bee reserves, registering fifty

women’s groups in Loiborsiret, Narakauwo, and Loiborsoit A with the Tanzania Forest

Service (Activity 2.2.2).

Rangeland management: TPW continues to work with communities to refine our approach

to rangeland monitoring (Activity 2.2.7). Village authorities selected two rangeland monitors

for each village. These monitors attended training in November and started collecting pilot

data in December. In March, 40 community leaders and members from five villages reviewed

the data and discussed problems and goals specific to each village. TPW used this

information to refine the rangeland metrics including grass height, percentage bare ground,

percentage green vegetation, presence of invasive species. The monitors began using an

updated data collection form and methodology for Vilima Vitatu, Ngoley and Loiborsiret in

July. TPW then prepared a brief summary of the data (including pictures) for use in bi-


25

monthly feedback meetings with grazing committees, village leaders, and other community

members. In Ngoley, for example, this has now led to the community creating a pastoralist

union registered with the district. All members pay an annual fee that will be used to

purchase vaccinations and address other livestock issues. Anyone who wishes to use the

village’s grazing area is required to be a member of the pastoralist union. Ngoley has

subdivided their dry season grazing areas into four sections and is grazing one at a time. They

have installed signposts marking different grazing areas and one area has yet to be grazed this

year. They planted grasses in degraded areas, supplied some union members with torches to

help guard the rangelands, and instituted fines for improper grazing area use. Fines are being

used to pay people guarding the rangeland and to supply them with torches. One great

outcome of their efforts is the return of wildlife such as wildebeest and Grant’s gazelle to

their rangelands, following a three-year absence. TPW has now agreed to assist Ngoley in

renovating a dam, which serves as an important water source for livestock in the village. The

dam currently does not hold water well as it has multiple silted breaks in the walls and

disrupted input channels. The project has strong support from the district and TANAPA (the

latter donating equipment) (Activity 2.2.8).

UCRT has focused on working with grazing committees in the eight villages of Randilen

WMA as well as the WMA grazing committee to improve grazing management through

grazing calendars and agreements between villages on livestock movement. Seven of the

villages developed grazing by-laws which have been approved by the VGAs and now need

final district approval. In Simanjiro District UCRT helped facilitate a cross-border grazing

agreement between the villages of Kitwai A, Kitwai B and Londerkes. The agreement has

been signed at village level and needs district approval. Each village now has a grazing

committee and developed grazing plans for their dry- and wet season grazing areas.

Challenges:

VGS from Sukuro, Terrat, Loiborsiret and Randilen WMA all use SMART for patrols. In

Sukuro low tech-literacy resulted in the SMART software being deleted from the collection

device – leading to the loss of data. The VGS have been instructed not to use the recording

devices for anything other than their wildlife monitoring and anti-poaching work to avoid the

loss of or tampering with the software (Activity 2.1.4). TPW reported issues with network

accessibility. This delays data transfer between mobile phones and the cloud server, which

has impacted data management for activities 2.1.3, 2.2.7, and 2.3.1. Since the VGS from

Loiborsiret have started using Cat S30 phones there has been a considerable improvement in

tracking patrols to capture patrol distance and coverage.

During analysis of the 2016 wildlife ground count data WCS realized that wildlife actively

avoids roads and is not randomly distributed. This is important as the DISTANCE

methodology presumes randomness and is widely used by other monitoring and research

teams across Tanzania. WCS has now developed a correction factor and methodological

changes to reduce the bias. However each species has to be analyzed and corrected separately

which has delayed availability of the corrected data.

During the construction of the 6 km chili fence along the boundary of the Tarangire National

Park and the community farms in the Mswakini Juu village, the support and cooperation from

the community were lacking. These communities did not value the fence concept; primarily

because they were not convinced that the effort of building the fence would be worthwhile.

However after 70% of the fence was constructed and the elephants immediately started to

avoid the area, the community dynamic shifted with a strong willingness to finish the


26

remaining 30% of the fence. This did delay the finalization of the fence and required the

HWC officers to spend an additional and unbudgeted time beyond what was anticipated.

Due to the on-going success of crop protection efforts, communities continue to extend

farms. This poses additional challenges as larger these larger areas require additional

resources such as toolkits and teams. Communities and HWC officers also feel that there is a

slight increase in numbers of elephant though this is not supported by WCS wildlife survey

results. Over 70% of the elephants seen in the fields are with calves. Lastly elephants are

changing their raiding behavior and instead of entering farms at night, now start entering

farms during the day. This is a challenge as the toolkits used so far are most effective at

night. Honeyguide has started assessing other tools and the chili fence is one of these.

3.3 Strategy 3: Diversifying income & improving health for local communities



3.1.1 Pilot a livestock marketing and sales opportunity that adds value for local

producers but ties access to market and service opportunities to local

conservation and management measures (carried over from Y1

Y2 outputs carried

over, cont. Y3

3.1.2 Establish and certify a Reduced Emissions from Deforestation and

Degradation (REDD+) project in Makame CWMA (continuing from Y1)

Y2 outputs carried

over, cont. Y3

3.2.1 Train women and youth in business skills and entrepreneurship through

the Marketplace Literacy method (expanding from Y1)

Y2 outputs

completed, cont. Y3

3.2.2 Develop and support micro-enterprises for women and youth that focus on

curing leather and sun-dried meat (new in Y2)

Y2 outputs carried

over, cont. Y3

3.2.3 Expand women micro-enterprises for bee-keeping in Simanjiro

(expanding from Y1)

Y2 outputs

completed, cont. Y3

3.2.4 Harvest, process and market honey from micro-enterprises in 3 villages in

Simanjiro (continuing from Y1)

Y2 outputs

completed, cont. Y3

3.3.1 Train COCOBA trainers in each ward and establish targets to support the

establishment of 2 new COCOBAs per village per annum (expanding

from Y1)

Y2 outputs

completed, cont. Y3

3.3.1b Support the existing 12 COCOBAs and form an additional 24 COCOBAs

in Y1 targeted villages in Monduli and Simanjiro (continuing from Y1)

Y2 outputs

completed, cont. Y3

3.3.2 Strengthen access to credit through links with mobile money and the

establishment of group savings accounts (continuing from Y1)

Y2 outputs revised

and completed,

cont. Y3

3.4.1 Orient local community stakeholders on the PHE linkages and provide

feedback to stakeholders on a quarterly basis (expanding from Y1)

Y2 outputs

completed, cont. Y3

3.4.2 Identify and train community volunteers to provide key PHE information

and services at the community level (expanding from Y1)

Y2 outputs

completed, cont. Y3

3.4.3 Provide training to EENT stakeholders on links between PHE and national

policy framework

Completed Y1

3.4.4 Develop training curriculum on PHE/model boma for EENT stakeholders

(new in Y2)

Y2 outputs

completed, cont. Y3


In Year 3 CT has consolidated the work of the previous two years into a single document, the

Project Description (PD). The PD is the document that CT registers with the combined

Verified Carbon Standard (VCS) and Carbon, Community and Biodiversity (CCB) standard.

VCS/CCB will validate the project based on the PD to ensure CT has (1) followed a

particular methodology (in this case VM7) to calculate carbon content in Makame WMA, (2)

how this REDD+ project has been developed to support the communities that own the land

and resources, and (3) how the project will support communities over the next 10 years. The


27

first stage of the validation is to review the project legality and to conduct a public

consultation to allow for comments from government agencies, national NGOs, funding

bodies and international NGOs. VCS will then conduct an internal technical review prior to a

third party verification company conducting the validation visit. Validation by VCS awaits

approval of the Makame WMA RZMP and renewal of its user rights.

CT developed a training manual on carbon to train Makame WMA and district authorities

before engaging in contract negotiations. This year the manual was used to train VGS, AA

members and Carbon Champions. Using the example of Pathfinder who uses PHE

Champions, each village selected two young people as Carbon Champions to train others

within the village and raise awareness on the REDD+ project. The 10 Carbon Champions are

paid for 3 months and have to organize at least three environmental education sessions for

their respective village governments, womens’ councils and sub-village general assemblies.

Furthermore they are to raise awareness at boma level.

The Marketplace Literacy training (Activity 3.2.1) has been completed for Simanjiro and

Monduli Districts. During the year private funds were secured to train another 150 women in

Burunge WMA. Oikos exceeded its target of 2,000 by training a total of 3,213 women.

Oikos has started the first activities for curing leather, production of leather handicrafts and

drying meat (Activity 3.2.2). Oikos had a group of curing experts and designers assess the

leather value chain in Northern Tanzania in more detail. Opportunities for curing leather and

handicraft production were assessed in Longido, Arumeru, Arusha, Monduli and Simanjiro

Districts in 28 villages. Despite the large number of hides and skins available for a potential

leather handicraft industry, many villages do not have access to water or electricity. Nor are

there buildings suitable for conversion into leather tanning workshops. As a result it was

recommended that leather production and processing is separated into two clear phases. The

first one being tanning, and the second one being handicraft production. The analysis also

recommended that the highest priority should first be given to strengthening leather tanning

and curing, and the establishment of micro-tanneries to reduce dependence on Mkuru.

So far, the small-scale leather cluster consists of:

• Enyuata tannery: In this tannery, based in Mkuru, Arumeru District, 10 women work in

part time shifts, and currently process 100 hides per month (mostly from goat and sheep).

The tannery can process up to 200 hides/month and will supply leather processing centers

in the landscape until additional micro-tanneries have been established.

• Enyuata workshop: In this facility in Arusha, four women, under the supervision of a

local artisan, have started producing bags, sandals, belts and other products from leather

tanned in Mkuru. As the workshop has electricity they use sewing machines to produce

high quality leather products. Close supervision ensures the products meet the standards

of high end markets. Profits are being redistributed among the women working in the two

units (tannery and workshop).

• Mswakini Chini micro-tannery: Mswakini Chini will be the first village to establish a

micro-tannery in the EENT project area. We are awaiting USAID approval to renovate a

building that has been allocated by the village government.

• Mswakini Organic Leather Centre: A group of 22 women had a 14-day training to

process leather, create bags, belts and sandals, and market their products. 19 of the

women have completed the MPL training, 3 of them are members of the WRLF, 2 are

members of a COCOBA and one of them is a PHE Champion. EENT provided the initial

tools and equipment and until the tannery is approved, processed skins are sourced from


28

3.20

4.7

0

5.7

02.2

3.1

0

4.6

0

5.6

0

2.2

2.1

0

2.8

0

3.1

0

2.6

0

2

4

6

8

10

12

14

16

Q2 Q3 Q4

Social fund collect ion in the past four quarters ( in Mil l ion TZS)

Health Education Environment

Mkuru. Production is shared amongst 5 teams of 5 women each that work part-time. The

leather trainer and designer monitors product quality and progress on a weekly basis.

Within the 30 days following the training, the group sold $350 worth of products. The

group has agreed to pay members TZS 20,000 each before the end of October. TZS

60,000 has been set aside to pay the village government as a fee for the title deed of the

plot allocated to the women group. The remainder is reinvested in the business.

In order to initiate the activity to dry meat, Oikos is testing proto-types of meat-driers. So far

two proto-types were tested but the designs proved very costly ($350-450). In collaboration

with a private meat processor, Meatking Ltd, smaller meat driers have now been designed

that are better suited for individual use, rather than for group use. It was also recommended to

build the driers using metal rather than wood to prevent termite damage. Proto-types will be

finalised in Y3 Q1 and will then be used to train women.

TPW awarded fifty-one micro-grants to women groups in Loiborsiret, Loiborsoit A and

Narakauwo, totaling TZS 30 million. Groups used these grants to expand their beekeeping

businesses. Several groups purchased more hives, others purchase equipment such as bee-

keeping suits, tools, and ropes to help them monitor and harvest their hives. The groups

harvested over 1,300 kg of crude honey despite very low rainfall. Thirty-three groups earned

a total of TZS 10 million. The Mama Asali brand has been registered and TPW helps the

groups develop market linkages.

During the year, PI initiated 19 new COCOBA groups, making a total of 31 groups

established so far. These new groups have reported shares worth TZS 41 million. However as

these groups are still completing the 16-week training cycle, they have not given out loans

yet. The 12 COCOBA groups established in Year 1 continued to operate with total

cumulative shares reaching 125 million shillings (>$55,000 USD) at the end of the Q3. Four

of these groups have now ended their year and as a result total cumulative share value of all

12 groups dropped from TZS 125 million to TZS 92 million at the end of Y2. At the end of

year cycle, COCOBA groups distribute profits earned from loans, gifts and fines. During the

year no loan defaults were reported. Each COCOBA group has a social fund which includes

health, education and environment funds. The 12 well established COCOBA groups collected

social funds throughout the year. As four groups have now neared the end of the year cycle,

the social fund has decreased.

Figure 1. Social fund shares


29

9952 43 2530 17 8

74

TPL ITPL VIPTL No latrine

Increased use of latrine-by type

2017 2016

Pathfinder visits one COCOBA group every week to assess progress and data entry. The

assessment team verifies accuracy and proper documentation of financial data; shares

collected, social funds, and loans.

Thirteen of the COCOBAs have now been registered at the district and 12 have opened bank

accounts. Three COCOBA groups have started group businesses, two of which are livestock

related, focusing on crossbreeding for beef production, and the third group began a business

making toilet slabs for household latrines. The introduction of M-Pawa for COCOBA groups

was dropped as it was more expensive than holding an account with a regular bank.

Discussion with CRDB and NMB revealed that COCOBA groups that are formally registered

with the districts can now access group loans without collateral.

EENT partner PI and the PHE Champions have recruited a total of 231 model bomas in 12

villages in the EENT landscape. 219 of these were visited in Q3 and Q4 to assess progress in

adopting positive PHE behavior. Findings indicate positive behavior change in many bomas.

First class bomas increased from 9% to 17% of the total, second class bomas increased from

29% to 61%, while third class bomas decreased from 42% to 22% (Figure 2). More than one

hundred respondents mentioned awareness of at least one family planning method.

Figure 2. Model boma progress

Construction and use of latrines has increased though pit latrine types vary (Traditional

(TPL), Improved (ITPL) and Ventilated Improved (VIPTL). 20% of model bomas now have

Ventilated Improved Pit Latrines (VIPL) compared to just 6% in 2016. While 11% do not

have a latrine of any sorts, this was 57% in 2016.

Currently 63% of model bomas have installed and use tippy taps to wash hands after latrine

use. The understanding and practice of positive behavior related to livestock management,

anti-poaching, crop protection and livestock predation has also increased.

12

63 5438

133

48

First class Second class Third class

EENT Model Boma intervention progress from the year 2016 to 2017

2016 2017

139

3223

Increased hand wash practice after visiting toilet by using Tippy Tap


30

PI trained 39 PHE champions (20 male; 19 female) to construct energy saving stoves. The

Champions are now helping construct fuel efficient stoves in other bomas. This activity will

be expanded in Year 3 and will focus initially on COCOBA groups, bee-keeping groups and

crop protection teams.

Challenges:

Carbon inventory procedures had to be specifically designed for the habitat of the Makame

Maasailand Carbon Initiative due to a lack of background research in Tanzania. The

reference region extended well beyond what was initially expected due to the high rates of

deforestation across northern Tanzania.

The Makame WMA resource management plan is a critical document for the Makame

Maasailand Carbon Initiative as the REDD+ contract and overall objectives of project are

linked to the resource plan, its’ legal status and its objectives. WD has to approve the RZMP

prior to CT registering the PD with VCS. Though it is unlikely, should someone note that the

RZMP has yet to be signed, VCS may reject the PD on legal grounds. We expect WD to sign

the RZMP in Y3 Q1. As a result CT has delayed submission of the PD to VCS to Y3 Q2.

The Mswakini Chini leather production group is still awaiting USAID approval for

renovation of the building that has been allocated by the village authorities. To ensure the

group could start production, Oikos bought a canvas gazebo for the women to work as an

extension to the future workshop in view of the approaching rainy season.

Despite the success of the COCOBA groups, group leaders face significant burdens in

documenting group progress with five different reporting tools used on a weekly basis. PI is

reviewing the existing data collection tools and will reduce the tools while maintaining

important financial records and progress indicators to minimize data collection burden to the

groups.

105

217

198

150

29

54

54

96

0 50 100 150 200 250

Boma with living wall

Awareness of crop protection teams operating in their…

Support ant-poaching activities in their villages

Livestock management

Improved perception and behaviuor change towars livestock and terrestrial from baseline 2016 to 2017

2016 2017


31

3.4 Strategy 4: Increasing resilience to climate change



4.1.1 Assess climate vulnerability Y1 and Y2

outputs completed

4.1.2 Assess habitat and ecosystem health in the Maasai Steppe Y2 outputs carried

over, cont. Y3

4.1.3 Improve rangeland management in the landscape through experimentation Y2 outputs carried

over, cont. Y3

4.1.4 District’s climate adaptation strategies planning Y3

Climate vulnerability assessment. In Q3 EENT took several opportunities to present key

findings of the Climate Vulnerability Assessment to partner field staff in an effort to improve

broader understanding of the projected changes in northern Tanzania, and to incorporate

accurate messaging into other components of the program. UCRT management were

especially interested in all their staff learning from this assessment. (Activity 4.1.1)

Rangeland degradation assessment. WCS conducted a landscape scale rangeland and

vegetation survey. The draft report was circulated for feedback among partners in Y2Q2 and

some key findings were shared. This report serves as an important measure of program

performance, against which we can demonstrate improvements in rangeland condition. WCS

is finalizing the report for wider circulation (Activity 4.1.3). Key findings are evidence of

erosion, such as presence of large bare earth patches, rills, gullies and water flow patterns at

29.8% of sites across the Tarangire-Manyara ecosystem. Presence of invasive or toxic species

were found at 40.6% of survey sites, mostly recorded throughout the southern part of the

study area around Tarangire National Park, but also in and around Enduimet WMA and Lake

Manyara National Park. The average percentage of bare ground across all sites was almost

20%, but 9.1% of survey sites had more than 50% bare ground, some with only 8% of any

vegetation cover; all of these sites were located outside of protected areas. Grass cover was

highly variable across the survey sites, with an average coverage of almost 50%. The

percentage of grass cover per site varied spatially across the landscape, with highest grass

cover in Lake Manyara and Tarangire National Parks as well as a few sites north of Engaruka

and north of Ndedo.

Improving rangeland management: Randilen WMA has experienced heavy encroachment of

an indigenous invasive spiky bush called Dichrostachys, which, if unchecked, could spread

across the majority of the WMA in the next few years and reduce grassland quantity and

quality. This experiment tests different methods of eliminating this bush. Site selection to set

up experimental enclosures in four different sites (of which Randilen has two sites) proved

harder than anticipated. WCS finally signed an agreement with Randilen WMA in Q3 and the

six experimental enclosures (each approximately four acres in size) were completed. Upon

finishing the enclosures one of the lodge operators asked if we could move both the goat

boma (yet to be built) and two of the six enclosures, which they said impacted the view of

tourists on a popular sunset spot. We have agreed to move the goat enclosure, but did not

make a final decision on the enclosures. This will create another delay of 6 weeks before the

experiment can get going. However, it is important that all Randilen stakeholders are

supportive and can explain the need for the fences and goats to their tourists.

A further enclosure site has been selected in Terrat to address degradation on bare ground and

high density of Ipomea. The development was approved by the VGA but delayed by the


32

District lawyer who wanted to approve the experiment. A MoU has been agreed upon and

WCS has started constructing the enclosures. WCS is still searching for another site in

Sukuro village.

4 Integration of Crosscutting Issues and USAID Forward Priorities

4.1 Gender Equality and Women’s Empowerment

Many EENT activities in Year 2 have supported the establishment of new WRLF or on-going

coaching of existing WRLF. WRLF members are often trainees in a variety of EENT

capacity building activities with a particular emphasis on identifying opportunities for young

women. Women and youth are increasingly aware and demand further training opportunities,

often far exceeding the planned number of training participants in EENT training sessions.

For example, there has been a strong demand by youth and women for additional training in

natural resource management. All participants in one such NRM training in Makame WMA

agreed that it was the responsibility of each community member to protect existing natural

resources, and they committed to a mobilization exercise to sensitize the entire community to

increase reporting on misuse of natural resources. Women in Ndedo, Makame WMA, who

were out picking up firewood reported illegal charcoal makers to the village office. The same

women have also reported illegal encroachment of land (Activity 1.2.6 and 1.2.9).

Oikos has trained many more women than expected in Marketplace Literacy (MPL) (Activity

3.2.1) due to high demand. A total of 2,606 women have completed the training attaining the

certificate-level in business skills and entrepreneurship, exceeding the target of 2,000 women

in Simanjiro and Moduli districts by 30%. These women have participated in a series of five

training sessions for step-wise capacity building. Another 34 women have been trained as

certified MPL trainers. The interest and demand for the MPL program in the EENT project

area is important given that EENT does not provide compensation or remuneration to

trainees. The MPL program trained an additional fifty women in Burunge WMA thanks to

funding provided by Chem Chem Foundation. Though the planned MPL program has been

completed, the District Commissioner of Kiteto District requested that Oikos expand MPL

training to include Kiteto as well. This had not been foreseen but has been included in the

Year 3 work plan.

TPW successfully facilitated the registration of all women’s groups in Loiborsiret and

Narakauwo with the Tanzania Forest Service district office. Now that they are registered,

they can become official members of the Tanzania Beekeeping Association (Activity 2.2.2).

This means the project has achieved the first milestone in establishing bee reserves.

TPW awarded fifty-one enhancement micro-grants totaling 30 million shillings (~$13,500) to

women’s groups in Loiborsiret, Loiborsoit and Narakauwo in Q3 and Q4 based on

evaluations of group performance. Evaluation criteria included participation in monitoring

and harvesting activities, participation in women’s association activities, and completion of

their social environmental projects (a requirement of previous grant awards). Examples of

these projects include picking up trash in public areas or planting trees. The micro-grants

awards will be used to purchase hives, bee-keeping harvesting equipment and suits, as a

means of supporting the women to enhance their harvesting and production. Women’s group

representatives have had the opportunity to showcase their efforts at the Nane Nane

agricultural fair in Arusha, and the Mwenge torch celebrations in Merarani. They also learned

about modern beekeeping techniques and various bee products from attending the fair.


33

With the above results, EENT provides benefits to women across several domains of

USAID's Integration Framework for Women’s Empowerment in Agriculture/Gender

including Production, Resources, Income, Leadership and Human Capital.

4.2 Youth Engagement

Youth have been the focus of many EENT training efforts. For example:

• Several PHE champions are adolescent members of the participating communities. This

provides youth with emerging leadership and technical opportunities, as they visit

households to improve awareness of PHE conditions and help model bomas to practice

better sanitation, livestock management and other practices.

• PI is currently working with UDSM and TNC to establish a system for tracking progress

of model bomas as they improve from third level to first level replacing the MS Office –

Excel based tracking tool with the mobile app using DHIS2 software. Serving as a PHE

Champion offers valuable opportunities for youth to learn and apply new skills in

informatics, data management and software packages, in addition to the enriching

experience of visiting bomas and developing public communication skills.

• In the first 12 PI supported COCOBA groups with 372 members, 51% are women and

78% youth, as evidence of EENT’s commitment to engaging youth and women.

• UCRTs governance activities also focus on civic engagement and leadership for youth

and women. Many members of the WRLF are youth, and increasingly focus on

governance issues related to natural resources. In Y2, 2,030 out of 4,632 (44%)

participants in governance and natural resource management trainings and workshops

were youth.

• 14 Carbon Champions in Makame WMA are all youth.

• In the MPL program this year 1,178/2,606 (45%) of the women who completed the

course are below 35 years of age (add numbers).

4.3 Local Capacity Development

The Project is fully aligned to this USAID cross-cutting issue, in particular by building the

capacity of local institutions: Village Councils, WMA Authorized Associations, NRM and

CCRO committees, women and youth groups, COCOBAs etc. The Project’s local capacity

development contributions are measured, monitored and reported at the output level by the

use of four USAID standard indicators and at outcome level by the use of the EENT custom

indicator on local governance and one USAID Custom indicator.

Introducing new skills and enhancing local capacity is at the heart of EENT’s approach.

Overall this year, UCRT and CT trained 3,418 land governance actors on a range of

environmental governance and natural resource management topics [Standard Indicator 4.7.4-

6]. Oikos trained 2,606 women in Marketplace Literacy (MPL) business and entrepreneurial

skills (Activity 3.2.1). High demand has led to overachievements by significant margins.

UCRT also trained 839 community members from villages in Makame and Randilen WMA

on transparent governance and the financial management requirements for VC, as well as

mechanisms to resolve land conflicts. Participants included traditional leaders, members of

the WRLF, youth, VC members and Village Land Tribunal members.


34

EENT partners are developing new tools and opportunities for building local capacity. For

example, Maliasili is developing training manuals in English and Swahili for CSOs, such as

UCRT, who are building WMA-AA capacity in good governance.

Honeyguide is continuing to strengthen the capacity building of both the manager and

accountant of Randilen WMA, as well as the accountants of Makame and Enduimet, a key

strategy for long-term sustainability of the WMA (Activity 1.1.5 and 1.1.6).

In our PHE activities, PI trains PHE Champions in order to multiply the reach and effect of

the capacity building investments in improved sanitation, livestock management and

household quality of living. 39 people (20 men and 19 women) were trained as PHE

champions over the year.

4.4 Integration and Collaboration

Across the northern rangelands landscape, EENT partners are working together on the ground

to ensure integrated investments and results:

• Multiple EENT partners collaborate with the Makame WMA community representatives

for conservation planning, business plan development as well as support to the renewal of

the Resource Zoning Management Plan and the renewal of the WMA user rights. This

integrated process with local leaders and other stakeholders involves TNC, UCRT, HG,

PI, and CT.

• In activities related to anti-poaching and the work of the VGS, EENT partners are

working together to align data collection tools and VGS management, including applying

HG protocols for data collection, management and reporting. WCS, TPW and HG now

use the same reporting templates and TPW and HG use similar incentives programs. In

Y3 CT will use the same data collection protocols for the VGS in the Makame REDD+

project. WCS further strengthens the collaboration by funding the position of a VGS

commander who is a HG employee seconded to supervise VGS that work with TPW.

• Rangeland management is also a focal point for EENT partner collaboration. WCS is

leading experiments to address bush encroachment and invasive species in Randilen

WMA, and the Terrat and Sukuro easements. Rangeland monitors that are trained by

TPW report to communal CCRO and grazing committees that are supported by UCRT.

• In activities related to developing small enterprises and diversifying income generation,

Oikos, PI and TPW increasingly work together. PHE Champions in Mswakini, NAFCO

and Loiborsiret are also MPL trainers. Oikos links women trained in MPL to COCOBA

groups, while PI encourages COCOBA members to invest in Living Walls or meat driers.

Meat drier proto-types will be allocated to model bomas with Living Walls in Y3. Oikos

has also teamed up with HG and Randilen WMA to help support the marketing of leather

products by the Mswakini Organic Leather Centre. The women will establish a selling

point at the WMA gate and their products will be introduced to lodges and camps

operating in the WMA.

• MI supports organisational development and strengthening for UCRT and HG. The work

is funded by private donations and in 2017 included a new strategic plan for UCRT for

the period 2018-2022 as well as on-the-job coaching for work planning, monitoring and

communication. MI has helped HG establish tools, systems and structures that will

improve productivity and accountability. For example updating the organizational

structure and organogram; clarifying individual roles, responsibilities and reporting lines;

improving the annual work plan template and developing systems to actively use this as a


35

management tool, finalizing the HR Manual and Code of Conduct, as well as starting to

develop an organizational Performance management system.

• MI and TNC continue to work together to facilitate learning exchanges under the African

Conservation Leadership Network (not USAID funded). EENT partners UCRT and HG

took part twice this year. Topics covered included management, building teams, systems

leadership and change, fundraising and communications.

We also made significant progress in improving structural communication and integration of

EENT activities among the nine partner organizations:

1. NTRI Internal Review: Building on our 9th EENT Partner Meeting (held on March 19,

2017), we convened a two-day internal review workshop with all NTRI partners on May

16-17, 2017 in which we (1) reviewed progress towards outputs and outcomes in the

NTRI 2014-2018 Business Plan; (2) assessed which strategies work well and which need

improvements; (3) agreed on opportunities and gaps, adjusting strategies as needed and;

(4) continued to build relationships among NTRI organizations and individuals to build a

highly effective team. We also identified several challenges including a lack of funding

for significant unmet sexual and reproductive health needs; need for development of clear

criteria to select and prioritize areas in need of communal tenure for increased

connectivity in the larger NTRI landscape; applying our monitoring and survey data into

effective management solutions and; strengthening collaboration, communication and

information sharing between partners. Many of the gaps identified in the review process

have been incorporated into the EENT Y3 work plan. Others are being addressed outside

of EENT such as support for Enduimet, Yaeda, and areas south of Makame WMA.

2. Working Groups: As a result of the above workshop, we established a Reproductive

Health Working Group to address (1) a lack of sufficient analyses and research on

reproductive health; (2) a need to identify actions to address unmet SRHR needs; (3)

building NTRI partners’ skills and tools for effectively understanding and communicating

with beneficiaries about SRHR issues. This new Working Group will, for example, define

how to support EENT partner UCRT to incorporate projected demographic trends into

trainings for developing VLUPs; identify how the high population growth rates will affect

natural resource use and access; and consider communication tools and training with PI’s

expertise to raise awareness of this issue. We also established a Rangeland Management

Working Group to (1) identify how to work together on Parthenium and other invasive

species; (2) turn our rangeland research data into further applied actions for improved

management and; (3) enhance our engagement with and among TAWIRI, Parliament and

MNRT to address the significant communications challenge on this key issue. Lastly MI

has agreed to lead and facilitate a Gender Working Group to ensure all activities

addressing women’s empowerment are integrated, coordinated and aligned to maximize

impact and efficiency. One specific activity defined for this working group focuses on the

key issue of governance and rights. In Y3 MI will facilitate a discussion with CSO’s to

identify the future strategic direction of the Women’s Rights and Leadership Forums

(WRLFs) and how women can be more broadly included across NTRI partners’ work to

strengthen women’s engagement in village governance and accountability.


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4.5 Sustainability

All EENT partners are committed to support development processes that help sustain

communities by building skills, knowledge, and institutions. In Y2 we made the following

significant advances:

• EENT has invested in sustainability by training trainers for the Marketplace Literacy

Program (MLP). In total, 34 trainers from nine villages are now certified Marketplace

Literacy Trainers. These women have the materials and capacity to continue their own

training courses with other groups and/or villages in Y3, expanding the reach and impact

of the MLP geared towards sustainable reproduction of these skills with other

beneficiaries.

• District technical staff continue to participate in training sessions and collaborate in

various activities: DCDOs support the COCOBAs, the PHE Champions, the Market Place

Literacy training, and the leather production group; DESOs support the PHE training and

model bomas; DPOs support land use planning and conflict resolution.

• Training of local authorities and improving the governance and management of local

institutions (e.g., village committees, authorized associations, etc.), helps EENT nurture

their effectiveness to analyze, implement, and evaluate activities with positive and lasting

impacts. A key example of this element is the WMA Policy Brief, produced by the policy

group and facilitated by EENT partner MI. As noted in Section 4.8, this policy tool is

now in the hands of Government officials and will be implemented via ongoing Policy

Group advocacy actions.

USG Family Planning funding: We appreciate that PI has been awarded $500,000 for the

northern rangelands through Evidence to Action (E2A) for the period August, 2017 to

September, 2018. Unfortunately this is substantially less than the $2 million requested for a

period of 3 years. Nevertheless this is an important milestone towards improving access and

quality of family planning services through support to Community Health Workers, health

facility providers and health facilities.

Building WMA organizational sustainability: As noted in our Success Stories in Q2 and in

Strategy 1, administrative plans and procedures are progressing well in the Randilen WMA

with annual plans and budgets, and quarterly meetings now in place. Professional staff

(manager and accountant) is in place. SOPs for Finance and Administration, Human

Resource Management and Anti-poaching have been approved by the board. Offices have

been established and internet has been installed. Maintenance costs have been incorporated

into the WMA's budget. These are all key aspects of growing local institutional capacity and

sustainability.

4.6 Environmental Compliance

USAID approved the program's EMMP in Year 1. In Year 2, USAID approved three

Environmental Screening Forms (ESF) for activities implemented by TPW, PI and Oikos.

These had Negative Determinations with Conditions. All of EENT’s Environmental

Compliance procedures are now in place. Following the recent approval of the EENT Y3

work plan, EENT will submit a revised EMMP screening any new activities to ensure

continued compliance.


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4.7 Global Climate Change

While EENT is primarily funded under Biodiversity funding (75%), it has a component that

falls under the USG’s Global Climate Change Initiative, by promoting better forest and land

management to reduce greenhouse gas (GHG) emissions while also aiming to increase

resilience to climate change of the landscape and its communities. EENT facilitates the

development of a site-based, community-led REDD+ project over its lifetime, with the aim of

generating additional income for participating communities. Simultaneously, in Strategy 4

EENT focuses on climate change adaptation and resilience through a limited series of

activities aimed at assessing the landscape’s climate vulnerability, rangeland ecosystem

health, and increasing awareness of adaptation techniques. The Project’s GCC contributions

will be measured, monitored and reported by the USAID standard indicator 4.8.2-141, 4.8.2-

282, and 4.8.2-263.

Over the year, the Makame Maasailand Carbon Initiative has advanced significantly. The

map of the project area was revised resulting in a project area for the carbon inventory of

101,866 ha (72,937 ha of acacia scrub/woodland and 28,929 ha of woodland/forest). In Q3 a

30-year contract was signed between CT and the Makame WMA authorities. The process of

creating and finalizing the contract that defines the relationship of the communities, the

villages and the AA to the project developer (CT) involved considerable negotiations. CT had

to clarify issues pertaining to boundaries of the areas to be managed under the project,

responsibilities of each party in the generation of carbon credits and the specific requirements

of the third party certification system and the consequences of failing to adhere to these. In

order to now complete the validation and subsequent certification of a VCS / CCBA REDD+

carbon project, the Project Document needs to be finalized. As a pre-requisite though, the

WMA needs to have its user-rights to wildlife and natural resources renewed. The required

document and community consultations have been finalized. A feedback workshop in Y3Q1

aims to ensure WD grants final approval.

CT also continues to engage with the Tanzanian government to understand and align with

national policies and regulations that affect or inform the development and operationalization

of REDD+ projects within various jurisdictions. To ensure the success of the Makame

Maasailand Carbon Partnership as a REDD+ project CT remains in direct contact with the

National Carbon Monitoring Centre, the official government body that has been tasked with

keeping the national carbon account. Any emission reduction project, including REDD+

projects, will eventually (by 2019) report their emission reductions to this body for inclusion

in the national carbon account. This will provide the basis for the claim that Tanzania will

make to the global community, through the relevant financing mechanism (e.g. the Global

Carbon Fund) for compensation for their efforts to reduce emissions through deforestation

and other means as described in their Intended Nationally Determined Contribution (INDC).

EENT partner WCS this year continued to focus on the rangeland regeneration activity to

support climate resilience for local communities. After substantial delays as WCS struggled

to find appropriate test sites and obtain full community support for the experiment, WCS

finalized site selection for the enclosures to include Randilen WMA, and easement areas for

Terrat and Sukuro. Plots on two sites in Randilen WMA have been established while those in

1 Number of institutions with improved capacity to address climate change issues as a result of USG assistance 2 Number of integrated laws/policies, strategies, plans, agreements or regulations addressing climate change and or

biodiversity conservation officially proposed, adopted or implemented as a result of USG assistance 3 Number of stakeholders with increased capacity to adapt to the impacts of climate variability and change as a result of

USG assistance


38

Terrat are in progress and will be completed in Y3Q1. An agreement with Randilen WMA

has been signed to formalize the enclosures within the WMA and clarify responsibilities.

4.8 Policy and Governance Support

In Year 2 MI continued to lead and facilitate the Policy Working Group. The Working Group

developed a new joint advocacy strategy from April 2017 onwards (Activity 1.3.1) that

guided engagement of partners for advocacy opportunities. Four key WMA policy priorities

are being advocated with multiple supporting materials in production. Reform priorities are:

(1) tax WMAs on profit not revenue; (2) allow WMAs to set their own tariffs and block fees;

(3) allow flexible revenue distribution between villages; (4) allow more flexible/longer

contracts between hunting investors and WMAs. Policy working group members increasingly

worked together once they knew when and where another partner could add valuable

contributions. Throughout the year advocacy opportunities emerged with for example:

• Various groups of MPs such as TAPAFE and the MPs of WMAs. They appear interested

in learning more about policies preventing WMAs from becoming financially viable.

• The Tanzania Private Sector Foundation (TPSF) accepted CWMAC as a participant in a

meeting to present challenges to the Parliamentary Budget Committee under TCT.

CWMAC presented WMA challenges created by the removal of the VAT exemption on

tourism introduced under the Finance Bill 2016 and what the effects of the addition of

VAT have been. The sudden addition of VAT on tourism services meant many tourism

operators did not make a profit during the 2016 summer season and Tanzania has become

a less competitive safari destination in Southern and Eastern Africa. This has adversely

affected WMAs due to reduced occupancies and investors being less willing to invest in

new lodges within WMAs. The presentation also covered the lack of benefits

communities within WMAs have seen due to the WMA Regulations 2012. WMAs are

taxed on revenue rather than profit and nearly all WMAs currently run at a loss and have

very little income to share with member villages. The Committee recognized the problem

and agreed to consider reinstating the VAT exemption for tourism in the 2017 Finance

Bill. Unfortunately this has not been implemented.

• Improved collaboration between members of the Policy Working Group meant CWMAC

could present WMA issues to MITI, for example on how the policy environment is

unfavorable to investors. CWMAC raised issues of taxation, VAT, single entry and

WMA Regulations 2012. The discussion with MITI continues.

• The Development Global Partners Group’s Environment Working Group had a meeting

on WMAs. There was discussion on how the WMA Regulations 2012 are preventing

communities from benefiting. This will be followed up by an advocacy meeting by

members of the group with MNRT.

TNRF has set up a WMA Policy Taskforce that also comprises of TCT, CWMAC and other

group members. As a national CSO that operates beyond the northern landscape, TNRF is

best placed to coordinate WMA stakeholders from across Tanzania. It has been agreed by all

members of the group that TNRF will coordinate the Policy Working group from Y3

onwards. The Taskforce and Policy group can be merged for greater effectiveness and

efficiency and TNRF can ensure close collaboration with advocacy activities under the

PROTECT project. In Y3 EENT partner Maliasili will provide capacity building support to

TNRF and will continue to attend meetings, along with other EENT partners.


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WMA policy brief:

In Year 2, the WMA policy brief was published in English and Kiswahili (Activity 1.3.4) and

presented to:

• Minister and Deputy Minister of Natural Resources and Tourism

• Director General of TAWA

• Chief of TANAPA

• The Prime Minister’s Office

• Minister of Environment at Vice President’s Office

• Permanent Secretary at Ministry for Industry, Trade and Investment

Following on from this, the Policy Working Group agreed to further collate and analyze

existing information on WMAs revenue collection, taxation and payments to member

communities and develop an evidence-based information package which can be used for

advocacy efforts by members of the group. This assignment is still in progress and will be

completed in Y3 Q1 (Activity 1.3.4).

Community policy dialogues: MI in collaboration with UCRT and HG, organized a series of

nine community-level dialogues within Randilen and Makame WMAs to share key

information and educate community members - including Authorized Association members,

CMA managers, Village Council members, and the wider community including women and

youth (Activity 1.3.3). Over 407 community members took part. The sessions aimed to

increase local understanding of key economic and financial dimensions of WMAs, discuss

issues around revenue sharing and distribution, and draw out local perspectives on related

policy issues and priorities. Each meeting included a presentation by the facilitator of the key

points contained in the policy brief ‘Making Wildlife Management Areas Deliver for

Conservation and Communities’. This brief was published in Swahili in February 2017 and

was co-authored by NTRI, CWMAC and TCT (Activity 1.3.4).

The primary comment and recommendation from all community meetings was that the

revenue currently being received by communities from their respective WMAs is not

sufficient and this income needs to increase. The communities recommended that this income

increase be achieved by significantly reducing, or eliminating altogether, the share of revenue

taken by central government of the WMA’s income. This affirms the policy priority of the

WMA Policy Group. However, demonstrating to the government that it is in their long-term

interest to significantly reduce the proportion of revenue it receives from WMAs will be an

ongoing challenge.

Local government policy changes: Across the EENT project area, twenty villages have

established annual grazing calendar in accordance with Land Use Plans. These calendars are

important governance and conflict resolution tools and have been put into practice as a

number of villages in the EENT landscape are dealing with illegal immigration of livestock

on village grassland due to drought and increased scarcity of grazing land (See Activity

2.2.6) [reference to Indicator 4.8.2-28--Number of integrated laws/policies, strategies, plans,

agreements or regulations addressing climate change and or biodiversity conservation

officially proposed, adopted or implemented as a result of USG assistance]


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5 Stakeholder Participation and Involvement

EENT and its partners continue to engage with local stakeholders, both in implementing

USAID-funded activities and in ensuring that government, NGO and community colleagues

have project results and products in hand for their own decision-making and application.

EENT partners work directly with traditional leaders, village members, Village Councils,

Ward Councils, District staff and other local stakeholders. This year:

• WCS has been instrumental in completing the dry season aerial wildlife survey (October-

November 2016). The report was officially released by TAWIRI in April 2017. The count

covered the area from just north of Mto-wa-Mbu to Makame WMA, and included

Tarangire National Park, Lake Manyara National Park and the Simanjiro plains. A

combination of Systematic Reconnaissance Flight (SRF) and Total Count (Lake Manyara

National Park only) was used.

• As the lead NTRI-EENT partner for the Policy Working Group, MI has facilitated

meetings and actions that have resulted in the following engagements with a number of

GOT agencies, private sector partners and others:

o The policy working group developed a revised advocacy strategy from April, 2017

onwards, which identifies ongoing collaboration and advocacy schedules with GOT

and private sector actors.

o The WMA policy brief has been translated into Kiswahili and disseminated to

stakeholders in advocacy meetings.

The working group has also stepped up a number of advocacy opportunities thanks to

improved collaboration among policy working group members, resulting in positive

engagement with MITI, Parliamentary Committees, the TPSF, CWMAC and TCT.

• Oikos and UCRT are partners in both EENT and the Belgian Funded Maisha Bora

project, and collaborated with the EU-funded Ecoboma project to facilitate a very

successful exchange visit in Esilalei Ward. The visit resulted in Uwiro and Lemanda

villages wanting to finalize the allocation of forest for increased protection. Other villages

plan to discuss setting aside pasture land with the village assembly members.

• As part of the Makame Masailand Carbon Partnership, EENT partner CT has worked

with three important stakeholders. First, with the central government to clarify how the

Makame REDD+ project nests within a future planned national carbon monitoring

framework. Second, with the Makame WMA by signing an MoU that has been approved

by the WMA board. Third, with relevant administrative bodies and stakeholders in the

project area (villages, WMA, District government) for signing a carbon revenue sharing

agreement.


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6 Management and Administrative Issues

A key management issue this year has been the resignation of the EENT Chief of Party,

Etienne Delattre, due to ongoing health issues.

Specific management actions taken this year:

• Leahy Vetting: All vetting actions have been processed.

• Trafficking in Persons: TNC submitted the required “Combatting Trafficking in

Persons Compliance Plan” to our AO on April 19, 2017, which served as our FY2017

annual TIP certification.

• PMU staff capacity building: EENT Finance and Administration Manager, Aden

Mpasa, participated in the USAID-sponsored sub-award management course in

January 2017, conducted by contractor Inside NGO.

• Sub-award monitoring: Using NICRA funding, TNC brought institutional support and

further capacity building to strengthen TNC's grant management with EENT partners.

Gabriel Coloma, TNC Sub-recipient Monitoring Specialist, assessed partner financial

and administrative compliance for Oikos, Honeyguide, UCRT and TPW on two

assessment trips (October 25-31, 2017 and July 21-28, 2017). His assessment

generated Corrective Action Plans that are now being implemented by partners.

Jeniffer Calderon, TNC Grants Management Specialist, worked with Aden Mpasa in

Arusha to conduct a compliance training with four EENT partners (February 28-

March 17, 2017). Their one-on-one work with the EENT partners (Oikos, HG, TPW

and UCRT) further strengthened partner financial and administrative skills. Partner

staff expressed their appreciation for this learning and training support from TNC,

especially as the EENT program is their first experience working with USAID

funding.

• Short-term Technical Assistance (STTA): In order to provide technical and managerial

support during the transition period while TNC recruited a new COP, TNC contracted

a senior technical advisor to support the PMU and EENT overall. Dr. Constance

Campbell began the first STTA assignment on January 19, 2017 until February 3,

2017. With USAID approval under two subsequent STTA contracts (March 29-May

30, 2017 and July 15-August 31, 2017), she continued to support project

management, financial administration, performance reporting and work planning.

• Monitoring, Evaluation and Learning (MEL): As detailed in Section 7, the MEL

Specialist for EENT, Elliot Kinsey, participated in the DO 2 M&E Meeting in

February, June and again in September 2017. The latter was hosted in Arusha by PI

and TNC. We very much appreciate this sharing, capacity-building and learning

opportunity.

• Chief of Party: Following an extensive search process, we entered into negotiations

with our USAID-approved candidate to fill the vacancy for Chief of Party (COP) in

June, 2017. Unfortunately those negotiations were not successful and recruitment was

started anew. We have now found another candidate who has been approved by

USAID. We hope to have her on board starting January 15, 2018. We very much

appreciate USAID’s support and guidance through this transition period, including

our AOR’s approval for short extensions on the submission of the Q3 report and the

Year 3 work plan.

• Deputy Chief of Party: As agreed with the USAID AO and AOR in our March 14,

2017 meeting, we have submitted the revised TNC budget notes and a request for AO


42

approval to modify the appointment of our current Deputy Chief of Party (DCOP),

Chira Schouten, to 100% FTE (increasing from her current 50% FTE commitment).

7 Monitoring, Evaluation and Learning

Baseline assessments: A key product of our MEL efforts is the institutional assessment

conducted by TNC in Y1Q4 for the first cohort of institutions targeted by its program

activities. The assessment was finalized in Y2 and serves as a baseline for indicators related

to institutional capacity in governance, natural resource management, and climate adaptation.

The first follow-up assessment was planned for Y2Q4, but delayed due to human resource

constraints in Project Management and Monitoring. EENT partners also plan to develop a

Governance Index and a Management Index in Y3 to incorporate institutional capacity

measures into routine monitoring to measure effectiveness of trainings and to reduce reliance

on the annual institutional assessment.

Communication of baseline results: Progress has been made in developing material to

disseminate key findings from the baselines. EENT concluded the socioeconomic and

ecological baseline surveys in Y1 and produced the technical reports in Y2Q1. We also

produced a summary document in English and Swahili. Despite unanticipated delays by the

producer, the film for community feedback is progressing. At the end of Q4 we received the

second draft for forthcoming circulation to partners and USAID Communication for review.

We now expect a final product by end of Y3Q1, and plan to begin screening in the

communities in Y3Q2. The film (~30 minutes in duration) will show issues revealed through

the baseline as expressed by community members, and narrated with facts and figures from

the baseline results.

In addition to these baseline-based materials, a State of Rangelands Report for NTRI-EENT

is under development. MI have dedicated staff time to crafting this report. Data has been

compiled and sections are in drafted form. The purpose is to begin a series of biennial reports

presenting the changing state of the northern rangelands, and highlighting solutions to

addressing key challenges, and demonstrating NTRIs progress toward achieving its overall

outcomes.

Data Quality: In Y2 we hosted the USAID/Tanzania Monitoring & Evaluation Program

(MEP) twice for Data Quality Assessments. In the January DQA three indicators were

selected that measure ecological biophysical improvement, improved natural resource

management, and institutional capacity in climate adaption. In all cases baseline data were

available and plans for follow-up monitoring were assessed. However, no performance data

had yet been reported against these indicators. In the case of the May DQA, the team

conducted a thorough assessment of the WMA advocacy work, for the indicator that counts

Civil Society Organizations (CSO) engaged in advocacy. Preliminary feedback from the

assessment teams was positive in both cases, and there were some minor recommendations.

We also recently received formally approved feedback on the first DQA conducted in August

2016.

EENT MEL Plan: We appreciate USAID's formal approval of our Monitoring, Evaluation

and Learning (MEL) plan on February 8, 2017. We plan to continue to revisit the MEL Plan

to incorporate formal and preliminary feedback from the various DQAs to date. As issues

arise this document it updated to clarify ambiguities in indicator definitions, and ensure

alignment with NRM-PAD and Implementing Partner Reporting System (IPRS) requirements


43

for disaggregation, and in some cases, rethink the data collection and indicator calculations.

Any substantive changes will be communicated to USAID.

Data management system (DHIS2): NTRI has made progress towards migrating its data

management system from the existing unconnected rudimentary structure to a more robust

harmonized system, which will provide greater functionality for program staff, and the ability

to easily view progress against targets at program and regional level. For this purpose, TNC

has elected to use the District Health Information Software (DHIS2). DHIS2 is an open

source software platform for reporting, analysis and dissemination of data. Initially designed

for health programs, it is now starting to be applied to a broad spectrum of programs and

sectors. The system supports the capture of data linked to multiple organizational hierarchy

units, at multiple data collection frequencies, and a high degree of customization at both the

input and output side. DHIS2 comes with easy-to-use analytics through tailored dashboards,

charts, pivot tables, and maps, and can be extended with Apps or used by third-party software

through the open Web-API. While its roll out is not supported directly by USAID, the EENT

performance reporting will be significantly improved and the quality of data flow and ease of

analysis will make a significant difference. Currently training data, landscape wildlife

monitoring data, and wildlife protection and patrols data are being captured in the system.

USAID MEL Workshops: EENT was actively involved in two of the recent DO2 IP

Monitoring and Evaluation Meetings. In the 6th DO2 IP Meeting on Using Technology to

Monitor and Evaluate Progress held in Zanzibar (February 27-March 2, 2017) EENT

demonstrated its broad use of various Information and Communication Technology (ICT)

systems. We shared our use of SMART, GIS and other wildlife monitoring tools in the

interactive session facilitated by the EENT M&E Specialist. Subsequently (September 6-8,

2017) EENT partners TNC and PI hosted the 8th DO2 IP Monitoring and Evaluation Meeting

in Arusha. The workshop theme was Monitoring and Evaluation of Behavior Change

Communication. The participants visited model bomas in Lokisale and Nafco villages of

Monduli District where EENT was able to showcase its leading approach to behavioral

change.

8 Key lessons learned

Below is a summary of EENT’s key lessons learned that have helped inform programming

for FY2018. Bimonthly coordination meetings between the nine EENT partners have been

instrumental in resolving implementation issues and adapting approaches during the course of

the year.

Increase collaboration between partners and leverage skills

Increased collaboration between implementing partners improves the quality of EENT

project implementation, enhances the delivery of outputs and outcomes. EENT Partners

report on collaborative efforts every quarter. Examples:

• WCS, HG and TPW collaborate in the use of SMART and training of VGS. WCS helps

solve technical issues, whilst HG developed an incentive system to ease acceptance of

SMART use by VGS and rangers.

• HG and TPW have joint anti-poaching patrols in Randilen and Simanjiro. HG has

seconded an anti-poaching commander at TPW to lead the VGS team.

• Maliasili provides communication support to all IPs, e.g. in writing success stories and

developing communication material.


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Work closely with communities and allocate enough time for relationship building

Working directly with communities is an effective approach to achieving long-term goals, but

one that requires patience and flexibility. All EENT activities depend on strong partnerships

with communities so that we work together to achieve goals. Local politics and sometimes

logistics can cause activities to progress more slowly than anticipated. For example rangeland

management in the case of Narakauwo and Loiborsoit A where the first does not have strong

leadership and in the latter the community was concerned that rangeland management was

somehow linked to landownership changes. On the other hand however, supporting crop

protection has led to increased commitments by villages to deter crop raiders rather than

harming them. Toolkits are effectively used, villages are willing to pay 50% of the cost, and

people no longer use spears and arrows as a deterrent for elephants.

Work closely with District staff and ensure the district remains informed

Even though the three target Districts signed MoUs with EENT and its partners, it has proven

essential to follow up closely with District authorities to ensure District staff are well

informed and supportive. The project has agreed to have 6-monthly debrief sessions with

each of the districts. In turn districts have appointed district liaison staff who are on point for

all matters related to EENT. District technical staff increasingly participates in EENT

activities. Since for example the DCDO and DESO from Monduli and Simanjiro District

have been actively involved in the COCOBA and PHE programs, they have become great

advocates for the programs. The same holds true for the active participation of the District

Legal Officer and District Land Officer in the resolution of village boundary conflicts and the

demarcation of communal grazing CCROs. The support of the District Gender Officer is

instrumental in the establishment of Women Rights and Leadership Fora.

Hire professional management staff for a WMA

WMA staffing must suffice to adequately address day-to-day operations of a WMA. Having

a manager to oversee and manage Randilen WMA operations has greatly improved work

efficiency. It is essential however to assign full responsibility for program implementation to

the General Manager, whereas WMA Board members retain full responsibility at governance

level. Having a qualified accountant in place has improved financial management and

reporting and has ensured financial accountability and transparency. This has enabled the

board members to effectively track funds. Recruiting a manager and accountant is innovative

but very sensitive, and it has proven essential to engage the WMA board in the entire process.

Target youth

The participation of youth in decision-making bodies at various levels helps ease

implementation and sustains activities. Explicitly targeting youth in the villages of Randilen

for grazing management has made all the difference in resolving simmering resentments

regarding grazing issues in the WMA. Youth are also targeted as monitors for rangeland, as

Carbon Champions, as VGS and rangers.

Allow enough time to pilot and revise new data collection tools

The SMART system greatly helps supervise VGS activities, ensures that wildlife monitoring

and anti-poaching are being done regularly, and helps identify geographic areas that were

being patrolled less frequently than others. In the easements for example, regular feedback to

the communities based on SMART reports has forged a stronger connection between villages

and the VGS, and an increased appreciation of VGS efforts.


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Revise and simplify reporting and monitoring tools

COCOBA leaders have several reporting tools which has led to inconsistent data entry and

record keeping. In Y3 these tools will be merged to reduce the reporting burden on COCOBA

leaders while still ensuring quality data are captured. PI also aims to develop and introduce a

mobile app for both COCOBAs and PHE champions to facilitate reporting. TPW has also

spent a substantial amount of time developing and revising the monitoring tool for rangeland

and grass quality to ensure the data collected are relevant for village institutions.

Remain flexible and adjust activities if needed

WCS found that establishing rangeland regeneration experiments was more complicated than

anticipated. Selection of a fourth site for example proved to be hard. The ideal location would

have been Manyara Ranch; here there is a great deal of bush encroachment and the ranch

management was keen for the experiment to go ahead. However, Manyara Ranch is in

political upheaval, with the ownership of the ranch having been transferred from a Land Trust

to the District, and the two villages on whose land the ranch has been established demanding

the land to be returned to them. As the experiment will need to be in place for the coming 3

years, the area in which WCS works needs to be stable.

Establishing sustainable business enterprises requires private sector expertise

Oikos found that the involvement of a range of expertise and private firms greatly helps

establish realistic and profitable enterprises even though their expertise will likely lead to a

revision of plans. This has been evident in both the leather and meat drying activities where

Oikos involved national experts such as SIDO, Meatking Ltd and Tanzania Maasai Women

Art Ltd., as well as international experts such as the New Academy of Arts (NABA from

Milan, Italy), the Newport organic tannery (Florence, Italy) and Altromercato (Fairtrade,

Italy). Early investments in partnerships pay-off though may slow down initial start-up.

9 Special Events for Next Quarter

We have planned a Sexual and Reproductive Health and Rights Workshop for all partner

field staff on 7 and 8 November in Arusha. We welcome USAID Mission participation

during that visit. Otherwise, partners have not identified any upcoming special events, such

that we do not have any need for media or USAID Mission involvement in the coming

quarter.

10 Broader Landscape Activities and Leveraged Funding

EENT’s focus is on the Tarangire-Maasai Steppe and to a lesser degree Natron and West

Kilimanjaro area. In addition to cost share reporting of $357,358, USAID has also

encouraged us to report briefly on related activities in the northern rangelands landscape

through NTRI, including those supported by other donors such as leveraged, private funds,

which we present below.

In Tarangire National Park, WCS continues long-term elephant research with privately

raised funds.

On Manyara Ranch: HG and the African Wildlife Foundation (AWF) work together closely

to ensure that the pathway between Tarangire and Manyara National park is safe. With

AWF’s support for Manyara Ranch, HG continues to support the VGS teams of Manyara

Ranch in their daily anti-poaching operations.


46

In Randilen WMA: HG and TNC have leveraged private funds to support amongst others

communication (information panels, brochure, website), renovation of the airstrip, and a

small vehicle for Randilen management.

In Makame WMA: INEOS, a multinational UK based company, is evaluating its’ options for

mitigating carbon emissions produced by its’ global operations. CT has presented Makame as

one option for this company to consider.

In Burunge, Enduimet, and Natron WMA: TPW is working on human-wildlife conflict and

establishes Living Walls while HG actively supports the Enduimet WMA management with

funding from amongst others the African Elephant Initiative through TNC.

In Burunge WMA: Oikos conducted additional MPL training in Vilima Vitatu in Burunge,

costs were covered by Chem Chem Foundation.

In Enduimet WMA: TNC, HG and Big Life have signed a MoU to coordinate support efforts.

TNC leads coordination while Big Life supports anti-poaching and Honeyguide leads the

community tourism investment. The program is funded privately.

In Ngorongoro: TPW is expanding its rangeland monitoring program with private funding.

In the Engaruka valley, Monduli District: UCRT is facilitating additional CCROs, CVLs and

LUPs with funds from the Belgian government (DGD) through TRIAS. With the same

funding, TPW has initiated additional rangeland monitoring. TNC helps facilitate this by

contributing private funds that are required as match. These activities are in follow-up of a 2-

year program initially financially supported by Synergy Fund (Belgian) and NTRI partners.

In Monduli, Arumeru, and Longido Districts: Oikos implements additional MPL training for

Maasai women funded by the European Union.

In Yaeda/Lake Eyasi: UCRT, CT, Dorobo Fund and TNC continue to collaborate on

improving governance and conservation-based enterprises such as tourism, including

working with communities to facilitate land use plans, setting aside village/community

natural forests for CCROs, setting up by-laws to govern the natural resources and ensure

sustainable use. The work is funded through DFID’s Legend program as well as CT's carbon

sequestration funds. In November 2017 CT will work with Epic Sustainability to conduct a 5

year verification of the Yaeda REDD+ project.

In Longido District: UCRT activities that focus on LUP, boundary conflict resolution,

demarcation of village land, village and natural resource governing bylaws for 7 villages, are

supported through the Maisha Bora program, a Belgian funded program of 5 years (Belgian

Food Security Fund and Belgian technical Cooperation).

In Simanjiro District: Dorobo Fund (DF), WCS and TNC continue to support UCRT’s work

in the area with private funding. The work focuses on rangeland management in Kimotorok

and Emboret. WCS is also strengthening the Simanjiro game scout network by providing

funding to TPW and HG to hire a game scout commander (based at TPW’s Noloholo) to

oversee and train the VGS in the area. Oikos implements the Water for Livestock component


47

of the Maisha Bora program. In the same program UCRT has developed by-laws and LUPs

for four villages.

In Kiteto District: UCRT helps women in Ngabolo, Namalulu and Ndedo acquire individual

CCROs. The work is supported by the Fund for Civil Society.

In Arumeru District: Oikos implements a program called ECO-BOMA to increase climate

change resilience for Maasai pastoralists. The program is funded through the EU and the

Italian Ministry of Foreign Affairs.


48

Annex A: Progress Summary Table 4: Indicator Progress - USAID Standard Indicators and Project Custom Indicators



(%) for reporting

period

Year Value

Annual Cumulative

Planned target

Annual Cumulative

Actual Q1 Q2 Q3 Q4


Number of institutions / committees / associations showing improved governance as a result of USG assistance [EENT custom]

Institutional governance capacity assessments

FY16

0

3

0

0

0%

In September 2016, a baseline institutional assessment was conducted in five NTRI target institutions. Follow-up assessment was planned for Q4, but delayed due to human resource constraints in Project Management and Monitoring. So, while we do not yet have supporting evidence to demonstrate progress on institutional governance, we can report that Randilen CWMA have had training and improved mechanisms in place for communication and accountability with village councils and constituent communities. Makame have had similar training, and set up governance and revenue sharing structures in place for a REDD+ carbon project, and are in the process of finalizing their Resource Zone Management Plan and renewal of Users Rights. Finally, members of 17 Village Councils, 15 WRLF, 17 NRM or CCRO committees, and 11 Village Land Tribunals have received training on governance, representation, accountability, financial transparency, and conflict resolution in Year 2.

Number of land governance actors receiving USG-funded training or upgraded facilities/equipment [Standard Indicator 4.7.4-6]


FY16 0 1,400 3,418

954 883

1,181 1,153

883

1,193 400 244%

Over achievement due to poorly set targets, and many land governance actors receive relevant training under IR2 worth including under this IR1 indicator. UCRT is also challenged with a high demand for participation in their trainings beyond the planned attendance. Figures corrected based on verified trainings using new online platform, previously reported figures greyed out



FY16

0

13

15

0

4

11

9

185%


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(%) for reporting

period

Year Value

Annual Cumulative

Planned target

Annual Cumulative

Actual Q1 Q2 Q3 Q4

Over target due to inclusion of village grazing calendars, and other outputs awaiting district approval. Finalized outputs: 30-year Makame Carbon Project Contract, Grazing MoU between Kitwai Ward Villages, 20 Village Annual Seasonal Grazing Calendars, Makame hunting investor contract. Draft outputs in process: Makame Resource Zone Management Plan, 7 Village By-laws at District level, Terrat Land Use Plan at District level, Mswakini Chini CCRO awaiting signing by designated land officer, Makame Conservation Action Plan; Needs Assessment drafted, Strategy and Business Plan to follow

Number of policy reforms implemented / initiated due to informed use of data and evidence as a result of USG assistance [CCIR]


FY16

0

3

1

4 1

125%

Previously reported as one reform, 4 key WMA policy priorities are being advocated with multiple policy information and communication supporting materials in production. Reform priorities are: 1. Tax WMAs on profit not revenue, 2. Allow WMAs to set their own tariffs and block fees, 3. Allow flexible revenue distribution between villages, 4. Allow more flexible/longer contracts between hunting investors and WMAs

Number of CSOs receiving USG assistance engaged in advocacy [Standard Indicator 2.4.1-9]


FY16

0

5

5

5

5

0

3

100%

Reported according to involvement at Policy Working Group meeting. CSO members include: HAT, TATO, TNRF, CWMAC, TCT, (As sub-grantees Honeyguide and UCRT are not included as CSOs under this indicator)


Number of hectares in areas of biological significance and/or natural resource showing improved biophysical conditions as a result of USG assistance [Standard Indicator EG.10.2-1 (4.8.1-1)]

Remote sensing land cover change analysis

FY16

0

-

n/a

-

-

-

-

n/a

Baseline (2000-2016) completed showing 7.5% avg. annual growth in area under agriculture in target landscape. Mid-line remote sensing analysis set for Y3 (FY18)

Index of abundance of elephant, zebra, wildebeest, giraffe, Grant’s gazelle and impala [EENT custom]

Wet and dry seasons transect survey data, (# per km covered)

Species FY16 Wet

season

stable or increasing

within margin of

error

FY16 Dry

season

FY17 Wet

season on target Elephant 0.51 0.64 0.31

Zebra 1.83 3.57 3.43


50



(%) for reporting

period

Year Value

Annual Cumulative

Planned target

Annual Cumulative

Actual Q1 Q2 Q3 Q4

Wildebeest 1.67 2.21 2.62

Impala 0.60 1.57 1.20

Grant’s gazelle

0.66 0.71 0.81

Giraffe 0.26 0.31 0.28

In 2016 dry-season aerial survey, seven species showed a stable population trend compared to 2011 including wildebeest, zebra, impala and Grant’s gazelle. Several species showed an increasing population trend including, giraffe and elephant. There are too few data points for ground count trend analysis, but 2016-2017 wet-season data suggest no alarming declines.

Number of patrol-hours [EENT custom] Patrolling reports

FY16 0 3,700 8,493 1,485 1,543

2,748 2,625

2,353 1,907 230%

Over target because the target was poorly set in relation to level of effort from wildlife protection teams in Randilen CWMA. Corrected figures due to exclusion of observation post hours and inclusion of missing Q2 SMART report (originally reported figures in grey)

Number of hectares of biological significance and/or natural resources under improved natural resource management as a result of USG assistance [Standard Indicator EG.10.2-2 (4.8.1-26)]


FY16 0 229,500 91,434 91,434 40%

In September 2016, a baseline institutional assessment was conducted in five NTRI target institutions. Follow-up assessment was planned for Q4, but delayed due to human resource constraints in Project Management and Monitoring. However here we report demonstrable improvement in natural resource management through wildlife protection support in Randilen CWMA, Loiborsiret, Terrat & Sukuro Villages.

Number of person-hours of training in natural resources management and/or biodiversity conservation supported by USG assistance [Standard Indicator 4.8.1-29]


FY16 0 11,850 19,790

1,762 5,007

5,533

10,249 6,903

2,246 167%

Over achievement due to poorly set targets and many IR1 trainings include relevant NRM components worth including under this IR2 indicator. UCRT is also challenged with a high demand for participation in their trainings beyond the planned attendance. Figures corrected based on verified trainings using new online platform, previously reported figures greyed out.


51



(%) for reporting

period

Year Value

Annual Cumulative

Planned target

Annual Cumulative

Actual Q1 Q2 Q3 Q4

Number of institutions / committees / associations with improved capacity in land and water management [USAID custom IR 2.3.1]


FY16 0 3 4 4 133%

In September 2016, a baseline institutional assessment was conducted in five NTRI target institutions. Follow-up assessment was planned for Q4, but delayed due to human resource constraints in Project Management and Monitoring. However here we report institutional progress based on demonstrable improvement in natural resource management through wildlife protection support in Randilen CWMA, Loiborsiret, Terrat & Sukuro Villages.

Number of households adopting human-wildlife conflict mitigation measures [EENT custom]


FY16

0

500

402

159 133

52 71

198

259

134%

In Q4, 34 households adopt ‘Living Wall’ carnivore fences. We continue to use an imperfect method to calculate households by tracking crop protection measures based on crop raid incidents. In Y3 we propose to count the number of active community volunteers engaged in crop protection efforts (now 695), rather than number of households to whom the teams responded. Previously reported figure updated


Number of people with increased economic benefits derived from sustainable natural resource management and conservation as a result of USG assistance [Standard Indicator EG.10.2-3 (4.8.1-6)]

Assessment reports, field visits / HH surveys, interviews

FY16 0 8,500 11,468 11,468 135%

Overachievement due to greater than expected figures for micro-credit involvement and beekeeping. This indicator also includes avoided losses from crop and livestock protection, NRM employment, and leather micro-enterprise beneficiaries. Double counting is a known data quality limitation as households often benefit from involvement in multiple activities supported by different partners. However, in other respects under-counting is a limitation due to exclusion of less tangible benefits such as secure access to grazing land, opportunities arising from market place literacy training, and public benefits from tourism and carbon revenues.

Number of model households that have adopted positive PHE behaviors [EENT custom]


FY16 0 200 129 129 129 231 231 115%

Currently this includes all volunteer model households in all criteria levels. Level I – 38, Level II – 143 and Level III – 48, (2 insufficient data)


52



(%) for reporting

period

Year Value

Annual Cumulative

Planned target

Annual Cumulative

Actual Q1 Q2 Q3 Q4

Number of community leaders and resource persons promoting gender equity and women and youth empowerment within their spheres of influence [USAID Custom IR 1.1.2]


FY16 0 40 111 51 - 111 - 278%

Criteria for qualifying community heads of households includes girls attending school, support for women leadership and empowerment, and support for inclusive decision making for women and men

Annual revenue in US$ generated from conservation enterprises in targeted landscapes (disaggregated by type) [USAID custom 1.1-3]

Beneficiary groups’ records

FY16 0 $10,400 $4,914 $4,914 47%

Underachievement due to delays in start-up of leather microenterprise sales. September 2017 saw the first sales amounting to $350. Honey sales account for the remaining revenue. Data for micro-credit group interest earnings were not available (estimated at $550 for 12 existing groups). Photographic and hunting tourism revenues are not included, though indeed improving governance and management capacity of the WMAs indirectly contributes to improving occupancy rates and securing investors.

Value of revenue collected and distributed from payment of ecosystem services [USAID custom 1.1-4]

Carbon Tanzania verified records and beneficiary records

FY16

0

0

n/a

-

-

-

-

n/a

Carbon revenue expected in Y4 (FY19)

Proportion of female participants in USG-assisted programs designed to increase access to productive economic resources (assets, credit, income or employment) [Standard Indicator GNDR-2-NEW]


FY16 0 740/1,155

64% 1,434/2,424

59% 1,434/2,424

59%

210% of total beneficiaries

---- 92% of target

female participation

Overall % participation is on target. Overachievement of number of beneficiaries, due to expansion of COCOBA groups not included in target. Includes leather tanning, beekeeping, micro-enterprise, as well as employment as VGS, HWC conflict officers, and rangeland monitors. Does not include the 2,606 women who have completed training Market Place Literacy training.


53



(%) for reporting

period

Year Value

Annual Cumulative

Planned target

Annual Cumulative

Actual Q1 Q2 Q3 Q4


Number of institutions with improved capacity to address climate change issues as a result of USG assistance [Standard Indicator EG.11-2 (4.8.2-14)]

CCA capacity assessments in targeted institutions

FY16 0 3 0 - - - 0 0%

In September 2016, a baseline institutional assessment was conducted in five NTRI target institutions. Follow-up assessment was planned for Q4, but delayed due to human resource constraints in Project Management and Monitoring. Building institutional capacity in governance and natural resource management builds resilience, but it is very challenging to defensibly parcel out 'improved capacity to address climate change issues' until an assessment is finalized.



FY16 0 4 0 0 0%

Following the Climate Vulnerability Assessment and District level workshops were conducted with District Council, WMA and CCRO representation. The resulting climate adaptation strategies were not implemented so we have not included them under this indicator. In Y3 specific activities are planned to revise climate adaption strategies and facilitate implementation.

Number of stakeholders with increased capacity to adapt to the impacts of climate variability and change as a result of USG assistance [Standard Indicator 4.8.2-26]


FY16 0 0 n/a - - - - n/a

No individual ‘stakeholder’ level climate change programing in Y2


54

Annex B: Success Stories

This quarter we present three Success Stories that demonstrate the impacts and value added

that come from integrating the unique skills and approaches of EENT partners to the

challenges of community empowerment and natural resource management.

“Counting animals in”

At the Carnivore office of the Tanzanian Wildlife Research Institute (TAWIRI) in late

September 2017, 10 people were huddled around large maps laid out on a table, pointing to

tracks marked on the maps and making notes. GPS’s, binoculars and large stacks of different

forms lay scattered around the room. The team, a combination of WCS and TAWIRI staff

were planning the fourth installment of a survey aimed at monitoring wildlife numbers,

trends and distribution across the Tarangire-Manyara-West Kilimanjaro ecosystems. While

the exact boundaries of these ecosystems are unclear, what isn’t in doubt though is that the

area in question is huge. At a conservative estimate, the ecosystems cover over 35,000km2,

which includes some well-known National Parks (Tarangire and Lake Manyara), several

newly minted community run Wildlife Management Areas (WMAs), such as Makame,

Burunge, Randilen and Enduimet, plus a lot of general community land lying in-between.

This land mostly belongs to members of the Maasai tribe, who have long used it to support

their cattle, and historically moving large distances across the ecosystem to find optimal food

and water.

The reason for the teams’ great interest in this area, is that it supports what is probably now

the third-largest wildlife migration in Africa, after the wildebeest movement in the Serengeti,

and the migration of White-eared kob in the Sud of South Sudan. In the Tarangire ecosystem

today, some 45,000 animals make an annual trek from water-rich but nutrient poor parts of

the ecosystem in the dry season, to nutrient-rich grazing and calving areas during the wet

season. What is remarkable about this migration is that large parts of it take place on

community land that has no official protection. In fact, it is common to see large herds of

zebra and wildebeest standing within a few hundred meters of local pastoralists herding their

cattle and goats, something that is a rarity in most other parts of Africa. This unique system

works because the Maasai do not have the tradition of eating wild animals, and largely ignore

the presence of the larger ungulates. Consequently, the wildebeest, zebra, hartebeest, eland

and other migratory species move large distances across the ecosystem to take advantage of

differences in forage quality. The movement is certainly not without its hazards; wildebeest

migrating north from Tarangire National Park to Lake Natron have to cross two main trunk

roads and pass numerous dirt roads and settlements, before reaching the shores of the Lake.

Depending on the rains, they may make this movement there and back twice each year.

Research carried out in the early 1990’s by Margje Voeten, suggests that the primary driver

of this movement is a disparity of phosphorus and nitrogen in the soil. Phosphorus levels in

Tarangire NP are too low to support lactating females of large ungulates, so the animals are

forced to leave the Park to mineral rich areas on community lands, returning only when the

ephemeral water in those dispersal areas dries up. If the wildlife were prevented from leaving

the Park, we would probably experience an ecological catastrophe, with animal populations

crashing to much lower densities.


55

Unfortunately, the cultural and physical landscape across the ecosystem is changing rapidly,

which is increasingly threatening the movement of wildlife and with it the general ecological

integrity of the ecosystem. As the human population grows, more people are turning to crop-

based agriculture to feed themselves and are building more permanent structures, which

threatens to sever some of the narrow wildlife migration corridors. As more crops are

planted, the wildlife has started to eat this excellent, new-found source of nutrients, causing

conflict that never existed in the past, and leading to communities asking their leaders to get

rid of the animals. This growth in agriculture has had a big impact on wildlife movements in

the ecosystem; since the early 1960’s, four of the nine main wildlife corridors have

disappeared, and one, the northern corridor to Lake Natron, is under severe threat.

Many of the partners in the EENT consortium and beyond are working to both protect

wildlife corridors and reduce wildlife poaching throughout the ecosystem, using a range of

methods, including safeguarding important pastoral areas on community lands, and bolstering

local anti-poaching efforts. Measuring the effectiveness of those efforts is crucial, both in

assessing whether land and wildlife conservation activities are performing as expected or

need to be altered, and in highlighting areas in the ecosystem where wildlife numbers may be

being depressed through local poaching activities. That is where the WCS/TAWIRI ground

count team comes in. Twice each year (once in the wet season in May/June and once in the

dry season in October) the team drives some 1,500 km of dirt roads and tracks counting all

the animals it comes across. The whole exercise takes two teams of five people

approximately a month to conduct the count, with one team focusing on the northern part of

the ecosystem, and the other team on the south and east. Because the teams cannot feasibly

cover the entire 35,000km2 and count every animal, they instead cover a portion of the

ecosystem and use what they count there to develop an idea of animal density across the area.

However, animals move both daily and seasonally, which complicates the counts. If the rains

are a bit early in one particular year for instance, wildlife may have already started to leave

the main calving grounds, but not yet reached the dry season refuges, leading to lower

numbers than expected. By carrying out multiple counts over a number of years, we can start

to build up a picture of trends of wildlife numbers, allowing us to ignore anomalous surveys,

and identify general patterns of whether particular species are increasing or declining.

Back in the office, the field team have mapped their routes, updated their GPS’s and

rehearsed the methodology. They will leave for the field shortly and will be back in a month,

carrying with them a valuable cargo of many thousands of wildlife sightings.


56

When Women have Information, they Gain a Voice

The value of ensuring information flows in all directions

Women in Makame WMA are taking control of their natural resources. Recently, in two

villages women came across people illegally removing trees from their communities’ forests

for charcoal. They formed groups of 50 and seized the lorries and took them to the village

council offices. They are reporting people who have illegally settled into community areas, as

well as individuals they see in the forests illegally chopping trees to make charcoal. So

what’s sparked these actions? The answer is information.

Having worked as the Ujamaa Community Resource Team’s (UCRT) Gender Coordinator

for almost a decade, Paine Mako (pictured) is well versed in holding community meetings.

She knows when school’s in session and classrooms are full, she must find an alternative spot

to bring people together – she looks for shade and a breeze and often finds this under an

‘Oltepesi’ (KiMaasai for ‘Accacia’) tree.

Recently, for the first time, Paine was bringing research results back to a community where it

originated: “As a practitioner, this was the first time I had ever had the opportunity to give

the community feedback on information that was originally collected from them for research,

and it is information that is so relevant to their lives.”

Paine and her colleagues spent a week visiting all five of the villages that make up the

Makame Wildlife Management Area (WMA) as part of a greater effort by UCRT,

Honeyguide, and Maliasili Initiatives, to bring clear and accessible information and policy

recommendations back to the communities they were based on. The sessions aimed to

increase local understanding of key economic and financial dimensions of WMAs, issues

around revenue sharing and distribution, and to draw out local perspectives on related policy


57

issues and priorities. Each meeting included a presentation by the facilitator of the key points

contained in the policy brief ‘Making Wildlife Management Areas Deliver for Conservation

and Communities’.

“What was particularly eye-opening for me, explained Paine, was that this was the first time

women in the Makame WMA received this level of detail about how the WMA operates.”

Women are often dependent on the natural resources within a WMA, yet they are usually

excluded from discussions and decision-making around land and natural resource

management.

“No one has ever really shared feedback with women regarding the WMA revenue,”

explained Paine. “So they were really excited to get this information, it made them feel

engaged and part of the WMA, it gave them a sense of ownership for the first time.”

Katarina Siiyo, a woman from Katikati village in Makame WMA explained, “this feedback

session, especially for us women, made us think and correctly decide about the future of our

natural resources.”

Between April and June 2017, more than 400 community members – including women,

Authorized Association members, WMA managers, and Village Council members – from both

Makame and Randilen WMAs participated in these feedback sessions. Maliasili Initiatives

worked with both UCRT and Honeyguide to develop the feedback sessions using data,

information and recommendations distilled and presented simply in the policy brief as the

basis. Maliasili Initiatives facilitates the WMA Policy Working Group, bringing together key

stakeholders with interests in WMAs.


58

Champions for Carbon!

If you had by chance been in a meeting or gathering in one of the village communities in

Makame Wildlife Management Area (WMA) during July and August this year, you may

have met a young man or woman telling the assembled crowd about the new and innovative

project that will help the Maasai cattle herders of the area to protect their seasonal grazing

lands through receiving revenue which will support local livelihoods and contribute to

development activities. This is how REDD+ was explained – in the Maasai language, Maa.

The technical acronym “REDD+” (‘Reducing Emissions from Deforestation and

Degradation’) doesn’t exist in Maa or Swahili. The concept alone can be abstract, complex

and hard for even those working in the climate change field to fully grasp. Yet while the term

might be complicated to translate, in practice, REDD+ is quite straightforward to many

Maasai pastoralists as sustainable land use management is traditional practice. Thus the

challenge for establishing a REDD+ project in the Makame Wildlife Management Area isn’t

necessarily one of management but instead one of communication.

Communication challenge

Carbon Tanzania, with help and inspiration from its NTRI partners, has met this

communication challenge by designing a “Carbon Champions” program. The program

utilizes young educated community members to disseminate the goals and requirements of

the REDD+ project process throughout the participating communities. This training and

education process was implemented in two stages. The first was a series of workshops where

potential Carbon Champions were identified and trained in the key points of a REDD+

project and its obligations for participating communities. In the second stage these

individuals became trainers themselves and spent time in their villages passing on their

knowledge to community members about the project’s aims and activities. To support this

process Carbon Tanzania produced an information manual in both Swahili and Maa, which

can be used as a reference document for the participating communities and their leadership

groups as project activities are rolled out.

The Carbon Champions travelled throughout the five villages within the Makame WMA and

spoke to individual households, community gatherings and more formal leadership groups.

This grassroot engagement is essential if our long-term approach to habitat conservation is to

be truly sustainable – the villages themselves are the rights-bearers in terms of the resources

in question, and as such they are the ultimate authority over what happens to their legal

resources. Without the active involvement of all community members, not only the

leadership groups, such an ambitious plan would be prone to failure.

NTRI Partnership proves critical

The initial concept and eventual design of our Carbon Champions program was inspired by

and founded on the work of two of our NTRI partners in the landscape. The idea of training

community members to spread the word about project goals and activities came from

Pathfinder International. They themselves have a “Health Champions” program that utilizes

locally trained people to educate and sensitize individual households in practices that can

dramatically improve family health.


59

We were also indebted to Ujamaa Community Resource Team (UCRT) for facilitating access

for our Carbon Champions to the many Women’s Forums within the target communities. It

was critical for Carbon Tanzania to access these groups because in Maasai society women are

key in each household and how it operates in relation to natural resource use, especially day-

to-day activities such as fuelwood collection, house construction and providing food for their

families.

Assessing Impact

The long-term impact of this Carbon Champions program will be reflected in the overall

success of the project over its 30 year lifespan – better habitat protection through community

led by-law enforcement. In the short term, Carbon Tanzania will be assessing the immediate

effects of the training and information dissemination exercise. Trainees will receive further

training from our lead Carbon Champion Trainer who will also assess how effectively the

Champions have internalized and understood the key aims and requirements of our

innovative approach to community forest conservation.


60

Annex C: EENT Project Outputs Year 2

Project Intermediate Result Output Title or Description Responsible

Partner Status Comment


1.1.1 Support CSOs to strengthen CWMA governance and accountability (new in Y2)

Governance training manual printed in Swahili and available in English electronically Maliasili Complete and available

Handouts on good governance for AA members in Swahili Maliasili Complete and available

1.1.2 Strengthen Randilen CWMA capacity to enter into fair contracts with tourism operators (expanding from Y1

Reviewed and updated UCRT contract negotiation manual UCRT Draft guidelines available, Manual to be completed end of Y3Q1

1.1.4 Conduct a NRM needs assessment and identify priority enterprise and sustainable development options with Makame CWMA and its villages

Makame WMA Needs Assessment final report; based on series of participatory Conservation Action Planning meetings at village, CWMA, and WD level

TNC

Under review. Postponed due to renewal process of Resource Zone Management Plan and User Rights

1.1.5 Strengthen Randilen CWMA oversight and governance frameworks to support management of CWMA (continuing from Y1)

RWMA Annual work plan for 2017-2018 Honeyguide Complete

RWMA June ‘16 - July ’17 Annual Report and July-Sept ’17 Quarterly Report on progress of work plan and finance

Honeyguide Complete

RWMA Budgets developed in line with each work plan Honeyguide Complete

RWMA Tourism Business Plan (development supported by PROTECT) Honeyguide Complete

1.1.6: Strengthen day-to-day Randilen CWMA management by supporting the CWMA Manager and other CWMA employees (continuing from Y1)

RWMA Board Approved Human Resource Policy Honeyguide Complete and board approved

Randilen WMA Finance and Administration Policy (Board Approved) Honeyguide Complete and board approved (Swahili)

Training program for manager Honeyguide Complete

CWMA Standard Operating Procedures for Anti-poaching (development supported by PROTECT)

Honeyguide Complete

1.1.8: Build capacity of village institutions on good governance, financial management and revenue sharing system in Makame CWMA (continuing from Y1)

Forest carbon project contract signed: this is a supporting document required for full certification of the project by international certifying organization VCS / CCBA.

Carbon Complete

The Nesting of REDD+ activities within a National Carbon Accounting Framework for Tanzania: A clarification, in the form of a written document, or a part of, from central government pertaining to the nesting of the Makame REDD+ project within a future planned national carbon monitoring framework. A statement in the form of a letter or government circular to be registered.

Carbon Complete

Draft memorandum of understanding between Makame WMA and Carbon Tanzania: describes the expectations and potential responsibilities of the parties who will be involved in the avoided deforestation carbon project.

Carbon Draft complete


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Draft revenue sharing agreement for carbon revenues generated from REDD+ in Makame WMA: An agreed and publicly circulated revenue sharing agreement for carbon revenues (this

will also be included as an Appendix to the contract) Carbon Draft complete

1.1.11 Review and develop Makame WMA User Right and Resource Management Plan (new activity for Year 2)

Resource Management Plan for Makame CWMA (English and Swahili) including printing of finalised maps and resource plans for every village, the WMA Office, and District

TNC Draft of the Resource Management Plan in place

1.2.6 Improve communication techniques for local youth and women engaged in natural resource management in Makame CWMA (new in Y2)

Communication techniques training material for women & youth UCRT Complete and available

1.2.9 Increase awareness and engagement of women and youth on transparency and accountability around environmental management in Simanjiro (new in Y2)

Training material adapted for women & youth in transparency & accountability in environmental management

UCRT Complete and available

1.3.1. Facilitate and convene the core NTRI-EENT policy working group to identify policy and governance priorities and improve policy coordination amongst actors (continuing from Y1)

Three Policy Working Group meeting minutes, including Y2 evidence-based and locally-rooted policy reform agenda

Maliasili Complete and available

1.3.3 Organize community dialogues on key policy issues and priorities regarding wildlife & tourism governance and revenues

Summary of community recommendations for wildlife and tourism policy and governance reforms to feed back into EENT policy engagement processes and communications


1.3.4 Develop a policy brief highlighting the northern zone CWMAs policy priorities (continuing from Y1)

CWMA Policy Brief on key policy issues, priorities and constraints that must be addressed for Community Wildlife Management Areas (CWMAs) to successfully deliver social and conservation outcomes at the local level in English and Kiswahili: Making Wildlife Management Areas Deliver for Conservation and Communities


Key policy reform data and infographics for online use in NTRI-EENT communications Maliasili Extension Jan-15-2018

Clearly articulated set of position statement on CWMA policy priorities in English and Kiswahili, AND a media release (e.g. opinion editorial)

Maliasili Cancelled, reassessed need

One short film on CWMA perspectives Maliasili Cancelled, reassessed need

1.3.6 Develop a brief describing causes of and approaches to successfully combat conflict in CWMAs (new in Y2)

One document highlighting key policies and issues that contribute to conflict in CWMAs and guidelines of best practice approaches to resolve conflicts in English and Kiswahili

Maliasili

English complete and available, Extension for Swahili version 31-Dec-17


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2.1.1 Develop and maintain a scientifically rigorous wildlife monitoring system in community areas to determine wildlife populations and wildlife trends (continuing from Y1)

2016-2017 Wet and Dry season DISTANCE sampling wildlife ground counts (ungulate numbers and wildlife distribution with confidence intervals)

WCS

Wildlife actively avoids roads which causes required an follow-up methodology to determine a road effect correction factor per species. Analysis is now being applied to the data, preliminary report on elephant available.

Report of Systematic Reconnaissance Flight aerial count of the southern half of the Tarangire ecosystem

WCS Complete

Makame camera trap report WCS Photo capture underway, report due 15-Jan-18

Report Update with 2017 Wet season wildlife ground counts (ungulate numbers and wildlife distribution)

WCS

Extension granted to be incorporated with full report on DISTANCE analysis by 15-Jan-18

2.1.2 Monitor wildlife populations and distribution in Loiborsiret, Simanjiro (continuing from Y1)

Monthly WET season abundance estimates of large ungulates 15-July-2017 TPW Complete

Monthly DRY season abundance estimates of large ungulates TPW Due end of Y3Q1 after end of dry season

Annual trends in density and abundance of large ungulates TPW Due end of Y3Q1 after end of dry season

2.1.3 Monitor distribution and abundance of carnivores in the entire NTRI-EENT area (continuing from Y1)

Annual record of large carnivore presence available in maps and tabular format, compiling monthly overviews

TPW Complete

2.1.4 Protect wildlife in the Simanjiro easements using community-based wildlife monitoring and anti-poaching using SMART (continuing from Y1)

Quarterly protection effort and results summary, wildlife monitoring results summary WCS Monthly reports available. Annual summary in preparation

2.1.5: Support Village Game Scouts for habitat protection in Makame CWMA (continuing from Y1)

Forest Biomass Carbon Inventory for the Makame Project: An above ground biomass survey providing the estimate of carbon content in the protected area to satisfy certification requirements

Carbon Complete

Biodiversity Monitoring Reporting and Verification (MRV) system detailing the restricted, threatened and endangered (RTE) species in Makame CWMA using SMART: A biodiversity Monitoring Reporting and Verification (MRV) system detailing this process and the expected schedule for monitoring, reporting and verification of project activities

Carbon Complete


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Makame CWMA Environmental Education Program Material for awareness raising and environmental education sessions delivered to community members not involved in other elements of project

Carbon Complete

2.1.7: Support and strengthen the management and deployment of Village Game Scouts of the anti-poaching units of Randilen and Makame CWMA to combat wildlife trafficking (expanding from Y1)

Makame Anti-poaching Needs Assessment Honeyguide Complete

3-year Anti-poaching Strategic Plan (incorporating finance) developed in Makame: Protection Action Plan, Reduction of Wildlife Poaching in Makame CWMA 2017-2020

Honeyguide Complete

Quarterly comprehensive landscape reports on HWC during conflict period Honeyguide Complete

2.1.8 Support the community scout team of Loiborsiret to run a Rapid Response Unit (continuing from Y1)

Quarterly reports on Anti-poaching effort and results generated from SMART software TPW Complete

2.1.9: Improve inter-agency and organizational support and capacity building for coordinated law enforcement and prevention of wildlife trafficking (expanding from Y1 )

Quarterly comprehensive landscape reports on anti-poaching in WMAs as powered by SMART Honeyguide Complete

2.2.2 Identify areas for bee reserves in Simanjiro and initiate certification process (continuing from Y1)

Bee Associations registered; maps of proposed bee reserves created; amendment to VLUP to include bee reserves where required initiated

TPW

Successfully completed the first step in the creation of bee reserves; registering the women’s groups in with the Tanzania Forest Service

2.2.7 Expand community-based rangeland monitoring system in Simanjiro (expanding from Y1)

Records of bimonthly presentations to grazing and/or CCRO committees provide information on grazing activities and rangeland quality in target areas, Ngoley, Loiborsiret & Vilima Vitatu Villages

TPW Complete

2.2.8 Support community rangeland management initiative to improve rangeland rehabilitation in Simanjiro (continuing from Y1)

Workshop outputs from rangeland management workshops (community level with district representation) Ngoley Village

TPW Complete

2.2.3 Improve Land Use Planning in Terrat

LUP Documents: LUP Zoning Map LUP Report Shape Files Certificate of Village Lands

UCRT

LUP Zoning Map has been drawn but has not been endorsed by the district due to pending conflict, Shape Files in place pending for final approval on LUP map, Certificate of Village Lands in place with no issues.


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2.2.6 Develop village and cross-border rangeland management structures in Simanjiro (expanding from Y1)

Rangeland management training material UCRT Complete

2.2.14 Establish wider landscape agreements between villages to manage and protect cross-border grazing areas in Simanjiro (new in Y2)

Signed joint agreements in place in the four villages; Kitwai A, Kitwai B, Namalulu and Londerkes

UCRT Complete

2.3.1 Expand the Living Walls (live fencing) to keep predators out of cattle corrals and support Big Cat Conflict Officers (expanding from Y1)

Quarterly update of installation of Living Walls including GPS coordinates and number of households

TPW Complete

Annual analysis of large carnivore-livestock conflict across target villages TPW Complete

2.3.2: Expand the community-led human-elephant conflict prevention and crop protection program (expanding from Y1)

2017 Season comprehensive landscape reports on HWC Crop Protection during conflict period

Honeyguide Complete

2.3.3: Develop and disseminate best practices for HWC prevention and mitigation with concerned stakeholders (new in Y2)

A best practices HWC prevention handbook and poster in English and Swahili: Human-Elephant Conflict Handbook: A Guide to Crop Protection from Elephant Raiding, Lessons learned from Burunge, Enduimet and Randilen WMAs

Honeyguide Complete and available


3.2.2 Develop and support micro-enterprises for women and youth that focus on curing leather and sun-dried meat (new in Y2) 1.3.6 Develop a brief describing causes of and approaches to successfully combat conflict in CWMAs (new in Y2)

Preliminary report on potential for micro-artisanal leather industries in Northern Tanzania

Oikos Draft complete

Leather tanning training material (Swahili)

Oikos Content and translation finalized, with graphic designer

3.1.2 Establish and certify a Reduced Emissions from Deforestation and Degradation (REDD+) project in Makame CWMA (continuing from Y1)

Justifying and mapping the spatial boundaries of the Makame Masailand Carbon Partnership project area: spatial boundaries of the project and the areas that are to be included for carbon accounting as defined by the WMA RMP document. A map detailing village areas, local names and other important information

Carbon Complete

Standard operating procedure for monitoring forest carbon stock in Makame Wildlife Management Area – Training manual for village game scouts: Forest carbon inventory design, training and analysis – a document describing how the carbon inventory exercise will be undertaken, and a training manual for those involved in the exercise (including VGS)

Carbon Complete

3.2.4 Harvest, process and market honey from micro-enterprises in 3 villages in Simanjiro (continuing from Y1)

Annual report of honey revenue per group (with data regarding group membership) TPW Complete

3.4.4 Develop training curriculum on PHE/model boma for EENT stakeholders (new in Y2)

Model Boma criteria, training manual and curriculum, and monitoring materials Pathfinder Working document in use, ongoing refinement

Population Health Environment Champion Training Manual & Pre-post test Pathfinder Complete


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4.1.2 Assess habitat and ecosystem health in the Maasai Steppe

Baselines full report of large-scale rapid assessment of habitat and ecosystem health across the NTRI-EENT region: 1. Ground survey: woody plant density, grass abundance and quality, abundance of toxic plants and indicators of grazing pressure. 2. Identified potential areas for the vegetation regeneration experiments. 3. Rangeland quality map and database of EENT area, detailing vegetation intactness and quality, and level of anthropogenic pressures. 15-Apr-17

WCS

Another round of revision Incorporating new data analysis is underway, due 30-Nov-2017

4.1.1: Climate vulnerability assessment

A climate change analysis of selected wildlife management areas and municipal districts in Northern Tanzania – Climate Wizard

Complete

Climate Change Adaptation Workshop Reports, including proposed outlines for District adaptation strategies:

• Terrat, Simanjiro District, September 28-29, 2016

• Monduli District, October 05-06, 2016

TNC

Complete, though adaptation strategies not implemented effectively. In Y3 specific activities are planned to revise climate adaption strategies and facilitate implementation.

4.1.3 Improve rangeland management in the landscape through experimentation

Site-based baseline assessment and monitoring of rangeland pilot site, weather conditions, soil and vegetation

WCS

Assessments completed, analysis will be presented in the final report at the of the study in 2019.

Experimental plots location maps WCS Complete

Project Intermediate Result 5: Project Management and Monitoring

Monitoring 2016 Baseline Institutional Capacity Assessment Governance, Management, Climate Adaptation

TNC Complete

Communication Community Film to make baseline data from various ecological, and socioeconomic surveys accessible to communities. The film aims to raise awareness on issues revealed through the various baselines, and to present NTRI’s multifaceted approach to addressing key issues.

TNC

Version 2 submitted for TNC review and circulation with NTRI partners and USAID Communications

Communication State of Rangelands Report for NTRI-EENT Maliasili, TNC

Ongoing