BUILDING CAPACITY OF TANZANIAN PARTNERS OF ACCOUNTABILITY · BUILDING CAPACITY OF TANZANIAN...
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BUILDING CAPACITY OF
TANZANIAN PARTNERS OF
ACCOUNTABILITY TANZANIA PAMOJA TWAJENGA PROJECT FINAL REPORT
Photo: Community members gain skills to advocate for timely delivery of relevant medications
to the Ministry of Health. (Photo by Tanzania Council for Social Development)
Reference: Capacity Development for Partners of Accountability/Pamoja Twajenga
This report is made possible by the support of the American people through the United States Agency for International Development (USAID). The contents of this report are the sole responsibility of Chemonics International Inc. This document was
produced for review by the United States Agency for International Development. It was prepared by Chemonics International for the USAID Capacity Development for Partners of Accountability Program (Contract No. AID-621-C-13-00002).
CONTENTS
Executive Summary ............................................................................................... 1
Project Accomplishments by Component .......................................................... 5
Component 1: Strengthen the Capacity of USAID/Tanzania Partner CSOs in Various
Sectors .............................................................................................................................................. 5
Component 2: Support USAID’s Management of Direct Grant Awards to CSOs .......24
Component 3: Strengthen Government of Tanzania Institutions of Accountability ....28
Successful Methods and Approaches ................................................................. 38
One-on-one Mentoring and Coaching ....................................................................................38
Peer-to-Peer Learning .................................................................................................................39
Round Table Discussions ............................................................................................................39
Achieve, Innovate, Measure & Share (AIMS) Assessments .................................................39
Pool of Skilled Trainers and Service Providers ......................................................................41
Recommendations Going Forward .................................................................... 42
Financial Status of the Pamoja Twajenga Contract ......................................... 43
Annex A. Success Stories .................................................................................... 44
Annex B. Activities............................................................................................... 45
Annex C. Quantitative Comparison of Project Accomplishments ............... 50
Annex D. Relevant Technical Reports and Information Produced ................ 58
ACRONYMS
AIMS Achieve, Innovate, Measure, and Share
ANGOZA Association of NGOs in Zanzibar
AOR Agreement Officer’s Representative
CAG Controller and Auditor General
CBOs Community-based organizations
CEGO Citizens Engagement in Government Oversight
Pamoja Twajenga Capacity Development for Partners of Accountability
CDP Capacity Development Plan
COR Contracting Officer’s Representative
CS-JPE Civil Society Joint Platform for Engagement
CSOs Civil Society Organizations
CWMAC Community Wildlife Management Area Consortium
DQAs Data Quality Assessments
EASUN East African NGO Support Unit
ES Ethics Secretariat
ESRF Economic and Social Research Foundation
FCS Foundation for Civil Society
GTI Gender Training Institute
HICD Human and Institutional Capacity Development
IEC Information, education and communication
IPs Implementing Partners
IOAs Institutions of Accountability
KRAs Key Results Areas
LHRC Legal and Human Rights Center
MAT Medical Association of Tanzania
M&E Monitoring and Evaluation
MPSGG Ministry of Public Service and Good Governance in Zanzibar
MS-TCDC MS Training Centre for Development Cooperation
NAO National Audit Office
OCA Organizational Capacity Assessment
OD Organizational Development
PELUM Participatory Ecological Land Use Management
PETS Public Expenditure Tracking Survey/Systems
PIRs Project Intermediate Results
PMEP Performance Monitoring and Evaluation Pan
PMU Project Management Unit
PPRA Public Procurement Regulatory Authority
PSAM Public Service Accountability Monitor
PSA Public Service Announcement
RBME Results-Based Monitoring and Evaluation
RUDI Rural Urban Development Initiatives
SAF Strategic Activities Fund
SAM Social Accountability Monitoring
TACOSODE Tanzania Council for Social Development
TAP Technical Assistance Plan
TGNP Tanzania Gender Networking Program
TMEMS Tanzania Monitoring and Evaluation Management Systems
TMF Tanzania Media Fund
TOR Terms of Reference
TOT Training of Trainers
UDeS The University of Dar es Salaam
PAMOJA TWAJENGA FINAL REPORT | 1
EXECUTIVE SUMMARY
From July 2013 to July 2017, the Capacity Development for Partners of Accountability
Program, referred to as Pamoja Twajenga — meaning “Together We Build” in Kiswahili
— supported select Tanzanian civil society organizations (CSOs) and government of
Tanzania Institutions of Accountability (IOAs) with timely technical assistance enabling
them to provide sustainable and significant impact as advocates in their respective
sectors. With Pamoja Twajenga’s unique design, USAID/Tanzania awarded three direct
grants to IOAs and five direct grants to CSOs to support cross-sectoral activities
furthering accountable governance and linkages.
Employing principles from USAID Forward
and human and institutional capacity
development, Pamoja Twajenga strengthened the institutional capacity of targeted CSOs
with grant and subgrant management, and it
developed CSOs’ capacity to support citizens
engaging in government oversight and IOAs’
ability to hold government accountable.
Under USAID’s objective “Improved
accountability and oversight of public
resources through increased citizen
participation,” Pamoja Twajenga worked with
partner CSOs and IOAs to make national and
local government authorities more
accountable, in particular by improving
government’s internal capacity and its
management of information flows with the
public. This ultimately empowered Tanzanian
citizens — especially in target regions of
Dodoma, Iringa, Mtwara, Morogoro, and
Zanzibar — to engage constructively with government.
With CSOs’ and IOAs’ improved capacity to engage in sustainable, issue-based dialogue,
Tanzanian citizens — including youth, women, and disenfranchised populations — in
targeted regions became empowered to hold their governments accountable. This
citizen engagement resulted in increased responsiveness and transparent public resource
management and decision-making.
Pamoja Twajenga’s primary objectives included:
1) Strengthen the capacity of USAID/Tanzania partner CSOs to serve as strong
advocacy organizations, well-networked at the grassroots level and able to
inform and equip citizens to engage with government
EXHIBIT 1. ADVANTAGES OF
COORDINATION
PAMOJA TWAJENGA FINAL REPORT | 2
2) Provide technical support to USAID in its management of civil society grant
activities
3) Strengthen the capacity of government of Tanzania IOAs to package information;
employ a cohort of civil servants with a common understanding of ethics,
procurement, auditing, and good governance rules; and generally perform
activities under their assistance agreement with USAID/Tanzania
4) Facilitate constructive engagement between CSOs and IOAs
Pamoja Twajenga supported the following organizations:
Direct-grantee CSOs:
Lawyers’ Environmental Action Team (LEAT)
National Council of People Living with HIV and AIDS in Tanzania (NACOPHA)
Participatory Ecological Land Use Management Tanzania (PELUM)
Tanzania Council for Social Development (TACOSODE)
Women in Law and Development in Africa (WiLDAF)
Non-grantee CSOs:
Authorised Association Consortium (AAC)
Human Development Trust (HDT)
Medical Association of Tanzania (MAT)
(Re)claim Women’s Space in World Heritage ((Re)claim)
Rural Urban Development Initiatives (RUDI)
Tanzania Media Women’s Association – Mainland (TAMWA Mainland)
Tanzania Media Women’s Association – Zanzibar (TAMWA Zanzibar)
Women Creative Solutions Association (WCSA)
Zanzibar Legal Service Centre (ZLSC)
E&D Readership and Development Agency (E&D)/SOMA
IOAs:
Ethics Secretariat (ES)
National Audit Office of Tanzania (NAOT)
Public Procurement Regulatory Authority (PPRA)
Pursuant to Section F.5.6., this Contract Completion Report covers the following:
Pamoja Twajenga’s accomplishments
PAMOJA TWAJENGA FINAL REPORT | 3
Methods of work
Recommendations going forward
Financial status of the contract
In Annex C, we provide an index of reports and information produced and a separate
file organized by technical area.
PAMOJA TWAJENGA FINAL REPORT | 4
EXHIBIT. 2 PAMOJA TWAJENGA PARTNERS
PAMOJA TWAJENGA FINAL REPORT | 5
COMPONENT 1 PROJECT
ACHIEVEMENTS
Organizational capacity assessment
(OCA) and advocacy assessment (AA)
conducted with all five main grantees and
10 non-grantees, and scores established.
Partners developed and implemented
capacity development plans (CDPs).
Tailor-made training, mentoring, and
coaching conducted for partners, based
on CDP benchmarks.
SECTION ONE
PROJECT ACCOMPLISHMENTS BY
COMPONENT
COMPONENT 1: STRENGTHEN THE CAPACITY OF USAID/TANZANIA
PARTNER CSOS IN VARIOUS SECTORS
CSOs play a critical role in Tanzania; they
contribute to transparency, rights, and
representation, connecting citizens to
government. CSOs also play an important role
in advocating for, and providing social justice
support for marginalized members of society.
ORGANIZATIONAL CAPACITY
ASSESSMENT (OCA) AND ADVOCACY
ASSESSMENT (AA) FOR CSO PARTNERS
Before beginning technical assistance, Pamoja Twajenga established a baseline for each
organization’s capacity by conducting a participatory assessment with each. The
assessments, conducted using the USAID organizational capacity assessment (OCA)
tool, provide a snapshot of an organization’s current performance in governance,
administration, financial management, human resources, program management,
organizational management, and project performance management. Pamoja Twajenga
also used the project-developed advocacy assessment tool (AA), which assesses
organizations’ foundation for advocacy work, conducting advocacy, and overall
commitment for advocacy, to evaluate organizations.
PAMOJA TWAJENGA FINAL REPORT | 6
EXHIBIT 3. ORGANIZATIONAL CAPACITY
ASSESSMENT SCORES: BASELINE AND RESULTS
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“The assessment has given me an
opportunity to further understand the
OCA process and methodologies. Now
I can facilitate OCA for any
organization without the support of
the mentor.”
—NEEMA MAKANDO, PROGRAM
OFFICER, WILDAF
Upon completing the OCA and AA exercises
with the fifteen CSOs, Pamoja Twajenga
partners were able to develop individualized
capacity development plans (CDP) with
activities to address identified weaknesses
(performance gaps) and to strengthen each
partners’ organizational and advocacy
capacities. These all-inclusive plans addressed
areas both in Pamoja Twajenga’s scope and
beyond it; they served as master plans to share
with other donors and to address within their
own resources.
Prior to Pamoja Twajenga assistance, organizations scored an average of 2.53 in their
OCAs (on a scale of 1 to 4) and an average of 2.64 on their AAs (on a scale of 1 to 5).
Following project interventions, the final OCA and AA scores show an average
improvement of 44 percent and 65 percent, respectively. Specific details on the OCA
and AA performance are in Annex C. Assessments conducted at the project’s end
indicated improved performance for partner implementation of CDPs in all areas.
Annually, Pamoja Twajenga co-facilitated reassessments of the OCA and AA; these
reassessments became known as Re-OCA and Re-AA. Pamoja Twajenga also worked
with partners to update their CDPs. In addition to building the core capacity of targeted
direct grantees, the project focused on building the capacity of subgrantees, enabling
them to implement internal reforms and improve outreach to constituents.
EXHIBIT 4. CIVIL SOCIETY ORGANIZATIONS’ CAPACITY BUILDING WORKFLOW
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“Before CWMAC never had
organization systems, policies, or
procedures. But, after Pamoja
Twajenga’s interventions, we have a
Financial Manual and Human
Resources and Administration
Manuals adhered to by all staff.”
— NIMPHER SENGUO,
ADMINISTRATIVE ASSISTANT,
CWMAC
Hamza Chang'a (left) and
conservation group member,
Mashaka Kilanga, from Kiwere
Village tend to some of their
seedlings (planted in degraded areas
in the village). Photo by: Miriam
Mshana, LEAT
To support sustainable interventions,
Pamoja Twajenga provided training of
trainers to direct grantees so, with
project support, they could roll out
training to subgrantees. Following
training, CSOs and subgrantees
gained the ability to use these
assessments to continually monitor
and improve their capacities,
including beyond the life of the
project. The overall increase in OCA
scores seen across partners indicates
that partners have improved in numerous areas, and that their organizations will be
stronger going forward. Furthermore, the non-direct grantee partners saw significant
growth in their capacities; such growth and the partners’ increased confidence and
credibility will hopefully allow these partners to receive future funding from USAID, and thus pass on support in the same manner as the direct grantees.
PAMOJA TWAJENGA FINAL REPORT | 9
Advocacy in Real Time
MAT successfully managed to
influence the development of a health
and dental bill introduced in
parliament. Starting in 2014, MAT
participated in a four-day event with
the Ministry of Health in Bagamoyo to
draft the bill. It then went to the
Parliamentary Committee on Social
Services where MAT raised awareness
about the terms and definitions.
Currently, the updated Tanzania
Medical, Dental, and Allied
Professionals Bill is tabled for debate
by Parliament for September 2017.
Notable improvements of organizational and advocacy capacity include:
Community Wildlife Management Area Consortium (CWMAC) demonstrated
improved governance by developing its constitution
HDT and PELUM developed terms of reference for their boards and conducted
induction for their boards as a result of the board governance training
CWMAC and LEAT established systematic and organized board meetings
Fourteen CSOs developed succession plans for the roles of executive director and finance and program managers
PELUM, HDT, (Re)claim, ZLSC, TAMWA Zanzibar and Mainland, LEAT,
CWMAC, and WiLDAF reviewed and/or developed policies and guidelines on
finance, administration, and human resources
Institutionalized tools put in place by the project, including a Project
Management Handbook, use of timesheets, and updated position descriptions
Strategic plans established for ZLSC,
(Re)claim, MAT, CWMAC, WiLDAF,
PELUM, LEAT, and NACOPHA
Resource mobilization plans established for CWMAC, ZLSC, (Re)claim,
TAMWA Zanzibar and Mainland, MAT,
RUDI, WCSA, and HDT.
Communications strategies and M&E
plans established and in use for PELUM,
LEAT, TACOSODE, NACOPHA, and
WiLDAF.
All partners now have responsive advocacy strategies including a
comprehensive roadmap on how to conduct evidence based advocacy to
influence change in policy and legislation.
Table 1: OCA and AA Summaries by Organization
Organization Name OCA Scores AA Scores
Baseline
Score
End of
Project
Score
Baseline
Percent
Change
Baseline
Score
End of
Project
Score
Baseline
Percent
Change
Lawyer’s Environmental Action Team
(LEAT) 2.65 3.85 45% 2.47 4.68 90%
National Council for People Living with
HIV/AIDS in Tanzania (NACOPHA) 2.79 3.94 41% 2.80 4.93 76%
Participatory Ecological Land Use
Management (PELUM) 2.86 3.90 36% 2.53 4.72 86%
Tanzania Council for Social Development
(TACOSODE) 2.83 3.89 38% 2.00 4.80 140%
Women in Law and Development Africa
(WiLDAF) 3.24 3.92 21% 3.43 4.67 36%
Zanzibar Legal Services Centre (ZLSC) 2.72 3.63 34% 3.07 4.29 40%
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“PELUM acknowledges the support
provided by Pamoja Twajenga. We
have developed a good proposal and
work plan with a clear results
framework, development hypothesis,
Gantt chart, and project strategy
which enabled us to win funds from
another donor.”
—DONATI SENZIA,
COORDINATOR, PELUM
Organization Name OCA Scores AA Scores
Baseline
Score
End of
Project
Score
Baseline
Percent
Change
Baseline
Score
End of
Project
Score
Baseline
Percent
Change
Tanzania Media Women’s Association (TAMWA) – Dar
3.04 3.80 25% 3.57 4.70 32%
Tanzania Media Women’s Association
(TAMWA) – Zanzibar 2.19 3.50 60% 3.07 4.43 45%
Rural Urban Development Initiative (RUDI) 2.46 3.51 43% 1.83 3.37 84%
(Re)Claim Women’s Space in World
Heritage ((Re)claim) 1.94 3.19 64% 2.27 3.53 56%
Authorized Association Consortium (AAC) 1.66 3.76 127% 1.15 3.90 240%
Medical Association of Tanzania (MAT) 1.91 3.47 82% 2.00 4.40 120%
Health Promotion Tanzania (formerly HDT) 3.14 3.86 23% 3.87 4.90 27%
E&D 1.92 3.11 62%
Women Creative Solutions Association
(WCSA) 2.62 3.52 35% 2.93 3.80 30%
Average Scores 2.53 3.66 44% 2.64 4.37 65%
TECHNICAL CAPACITY STRENGTHENING FOR CSOS
Pamoja Twajenga provided training, hands-on coaching, and mentoring support across a
continuum of organizational capacity areas, including development of annual work plans,
M&E tools and plans, compliance, fundraising, strategic planning, board governance
training, succession planning, and communications and outreach. The number of
beneficiaries for technical capacity strengthening is summarized in Annex C.
The subheadings below present the
capacity building support and
organizational development assistance
provided by Pamoja Twajenga.
Work plan development. Pamoja Twajenga
provided work plan training to the five
direct grantees, PELUM, LEAT,
NACOPHA, WiLDAF and TACOSODE.
The project reviewed grantee work plans
to ensure they were outcome-based,
contained clear timelines for achieving
activities, aligned with grantee M&E plans, and appropriately used a results framework to
structure Gantt charts. CSOs then held working sessions over the remaining project
years, resulting in USAID approval of partners’ work plans.
In addition, Pamoja Twajenga conducted capacity building sessions for non-direct
grantee partners on work plan development based on OCA results that showed a
common need for this training. Non-grantees that benefitted from capacity building
PAMOJA TWAJENGA FINAL REPORT | 11
Improving Services
Through applying SAM, TACOSODE
managed to advocate for improved health
service delivery in Kibaigwa in Dodoma
Region.
PPRA Manager Hitrudice Gisenga facilitated a workshop for CSOs in Mtwara on CSOs awareness for the
Public Procurement Act and Practices at LGAs (local government authorities).
included (Re)claim, ZLSC, TAMWA Zanzibar, RUDI, HDT, MAT, CWMAC, WCSA and
TAMWA Mainland. This support enabled the non-grantee organizations to improve
their annual work plan development ensuring that plans are outcome-based, with clear
timelines for achieving activities, aligned with M&E plans, and appropriately use a results
framework to structure Gantt charts.
Communication and advocacy skills. Pamoja
Twajenga supported communications and
advocacy officers from five grantees — PELUM,
LEAT, NACOPHA, WiLDAF and TACOSODE
— and some non-grantees — (Re)claim,
TAMWA Zanzibar, TAMWA Mainland ZLSC —
to strengthen their skills in communication and advocacy. Through Pamoja Twajenga’s
support, partners’ communication skills and capacity greatly improved, particularly the
five grantees and many of the subgrantees. Through larger training sessions, one-on-one
mentoring, and consistent coaching, partners developed communication strategies and
information, education, and communication (IEC) materials; designed behavior change
campaigns; and published success stories following USAID branding and marking
requirements. At the same time, Pamoja Twajenga supported all partners (PELUM,
LEAT, NACOPHA, WiLDAF and TACOSODE) and some non-grantees (MAT,
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(Re)claim, TAMWA Zanzibar, TAMWA Mainland, ZLSC, and WCSA) to strengthen
their advocacy and policy engagement skills through training. Following training, the
project provided one-on-one mentoring support, enabling development of partners’
advocacy strategies.
Assisting CSOs to conduct OCA and AA for subgrantees. Pamoja Twajenga conducted a
training of trainers (TOT) equipping grantees with knowledge and skills to assess their
subgrantees’ organizational and advocacy capacity. Partners then managed to conduct
OCA with their subgrantees and build subgrantees CDPs.
EXHIBIT 5. ADVOCACY ASSESSMENT SCORES:
BASELINE AND RESULTS
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SAM Success
LEAT and TACOSODE helped establish
SAM district and village committees in all
project villages resulting in arrests of
unauthorized wood loggers
TACOSODE held government accountable for improper use of funds
related to construction of health facility
centers in Kongwa District
A health care worker in a newly constructed labor ward in Kibaigwa District, Dodoma (realized by citizens
using Social Accountability Monitoring) (by TACOSODE).
Integration of gender equity and social inclusion. Pamoja Twajenga organized a gender equity
and social inclusion (GESI) assessment aimed at identifying gaps in organizations’ political
will, technical capacity, accountability, and organizational culture, resulting in a
comprehensive gender and social inclusion action plan. The plan enables partners to
integrate gender considerations into all areas that affect marginalized groups.
Social Accountability Monitoring (SAM) training for
CSOs. Pamoja Twajenga introduced Social
Accountability Monitoring (SAM) to PELUM,
NACOPHA, and WiLDAF, enabling these
organizations to advocate for increased
accountability on public resource allocations.
Greater accountability improved social services
in land, health, and gender, respectively.
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“The training is vital to me and
my organization. Now that I have
hands-on tools and skills on how
to develop a strategic plan, it will
be much easier. We will have
maximum participation, as we
already have basic understanding
on strategic plan steps.”
— MUNIRA HAMOUD,
EXECUTIVE DIRECTOR,
(RE)CLAIM
Resource mobilization. Pamoja Twajenga conducted resource mobilization training and
one-on-one mentorship for nine non-grantees, (Re)claim, MAT, TAMWA mainland and
Zanzibar, WCSA, HDT, ZLSC, CWMAC, and RUDI. The training provided a framework
instructing partner CSOs in managing a range of resources, including equipment and
institutional resources, and preparing costs and budgets. These plans helped
organizations develop fundraising strategies to procure required resources, with some
partners mobilizing resources from existing opportunities.
Good board governance. Pamoja Twajenga conducted a hands-on governance workshop
for board members and executive directors from its five CSO grant partners and from
eight non-grantees. The good governance training provided instruction and guidance on:
good governance for boards of directors; effective management; evaluation of executive
directors; and the identification of investments needed to promote organizational
effectiveness and sustainability. Following group training, each organization received one-
on-one mentoring to adapt a governance workbook. As a result of the board
governance training, RUDI and TAMWA Zanzibar and Mainland formed boards;
TAMWA Zanzibar, MAT, and WCSA also established board committees. MAT also
reviewed and revised its constitution to enhance governance structures and systems. All
partners established demarcated roles between their management and board.
Fundraising. To address the critical need
for sustainable funding, Pamoja Twajenga
worked with all grantees and nine non-
grantees to develop fundraising strategies.
Partners have used their fundraising
knowledge by exploring sources of
funding that match their needs, and some
met with success by the project’s end.
Strategic planning. With sustainability in
mind, Pamoja Twajenga helped partners
develop their strategic plans, most of
which cover planning until 2020. The
strategic planning process allowed
organizations to create road maps for their goals over several years. The plans
developed include M&E provisions, which will help the organizations track their progress
and course correct as needed. Pamoja Twajenga supported WiLDAF, LEAT, (Re)claim,
PELUM, NACOPHA, MAT, WCSA, CWMAC and ZLSC to develop or renew their
strategic plans by facilitating organizations’ articulating a vision for their desired future.
PAMOJA TWAJENGA FINAL REPORT | 15
“I am planning to retire after serving WiLDAF for five years.
Our organization did not have a
succession plan so this was a
good opportunity as we now
know the process of succession
planning which will lead to a
smooth transition. Since the
training, WiLDAF used its
succession plan to prepare for
handover of the executive
director role, which took place in
September 2016.”
— DR. JUDITH
ODUNGA, EXECUTIVE
DIRECTOR, WiLDAF
Village Natural Resources Committee members receive training on natural resources management at
Itagutwa in Iringa District.
Succession planning. Pamoja Twajenga
facilitated succession planning training,
introducing the concept of succession
planning to fourteen CSOs (PELUM, LEAT,
TACOSODE, NACOPHA, WiLDAF,
CWMAC, HDT, TAMWA Zanzibar,
TAMWA Mainland, ZLSC, (Re)claim, RUDI,
MAT, and WCSA). Succession planning is
key to sustainability, as it ensures
organizations have the right staff in place to
carry out activities and that staffing changes
do not lead to large disruptions.
The training enhanced CSO sustainability,
encouraging organizations to develop
succession plans for key leadership positions.
Each organization developed a succession
planning framework which included identification of key positions; definition of
competencies; assessment of current bench strength; establishment of potential
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LEAT’s Communications Officer meeting with a community member to document
successes of advocacy interventions.
successors; development of succession strategies, implementation methods, M&E, and
implementing actions.
Round-table partner meetings. Pamoja Twajenga began regular round-table meetings with
all partners. The meetings involved the chief of party; the Pamoja Twajenga point of
contact and other relevant staff; and the partner. Meetings covered the relationship
between Pamoja Twajenga and partners and ensured that support offered focused on
partners’ most relevant needs and their CDPs.
Communications. The project supported MAT, (Re)claim, TAMWA Zanzibar, and PELUM
to develop communications strategies through one-on-one mentoring. The strategies
were designed to follow specific, measurable, attainable, realistic, and time-bound
(SMART) principles, taking into account needed human and financial resources. Each
strategy included objectives, audiences, messages, tools, strategic approaches, and action
plans. The purpose of the strategies is to allow organizations to engage in more effective
and planned communication to better reach their audiences. Participants noted the strategies helped them identify their audiences and messages and think strategically
about how to best communicate with each audience.
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“Pamoja Twajenga supported
PELUM to conduct a training on
Village Land Act No. 5 of 1999
and Land Act No. 4 of 1999 for
village councils, village land
committees, and influential
leaders from five villages in the
Morogoro region. During the
training, participants realized
that their historical practices for
formulating village land
committees were not in line with
legal requirements. Participants
therefore reformed their village land committees in the hopes of
solving land conflicts in the
village and ensuring compliance
with the law. ”
BY DONATI SENZIA,
THE NATIONAL
COORDINATOR FOR
PELUM TANZANIA
Pamoja Twajenga coached communications
specialists from CWMAC, RUDI, TAMWA
Mainland, SOMA, and HDT on producing
success stories — from brainstorming
concepts to drafting pieces showcasing
organizational accomplishments. In a
participatory session, attendees developed,
presented, and workshopped stories with
their peers. They practiced discussing a
problem, identifying their organization’s
intervention, and showcasing the eventual
result or impact of their work. Participants
noted that they gained skills and improved
their confidence in producing success
stories. Following this training and
continuous support from Pamoja Twajenga, all Citizens Engaging in Government
Oversight (CEGO) partners developed and
submitted success stories to USAID along
with their quarterly reports.
Additionally, through four workshops, Pamoja Twajenga led a nine-step method on how
to write and apply a communications strategy. The project worked with CSO direct
grant partners, assisting them in preparing communications strategies and providing
them with an increased understanding of how to tailor communications for various
audiences, such as constituents, and board members. In implementing these strategies,
CSOs will increase their ability to engage with stakeholders, share successes and lessons
learned, and change people’s behaviors.
Promotion of issue-based dialogues. Pamoja Twajenga organized an issue-based dialogue,
which brought together 80 participants, including representatives from local government
authorities, CSOs, IOAs, and development partners. Under the theme, “The State of
Accountability in Tanzania: where we are, and where are we heading?”, the dialogue
provided grantees, USAID partners, and other participants insight into Tanzania’s
current state of accountability and access to actors with a direct role in the process.
Participants worked together to define good governance, accountability, and advocacy
and to clarify partners’ respective roles and responsibilities in those processes. The
dialogue served as an opportunity to show CSOs and IOAs how to organize and
facilitate dialogues for with their constituents. Organizations carried out issue-based
dialogues on their own with Pamoja Twajenga support:
- TACOSODE implemented its national-level dialogue in Dodoma, at the Parliamentary session to advocate for adequate allocation of health resources. This
dialogue resulted in citizens requesting the timely dissemination of the approved
health budget.
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- WiLDAF implemented a community-level dialogue in Kongwa district, Dodoma
region to equip community members with knowledge about women’s human rights,
in particular related to gender-based violence (GBV).
- PELUM implemented a district-level dialogue in Morogoro with decision-makers,
land rights stakeholders, and villagers to discuss land rights and hold their leaders
more accountable, resulting in increased responsiveness and transparency in village
land governance and administration.
Assistance to grantees on subgrantee strengthening. Pamoja Twajenga worked with direct
USAID grantees to review subgrantees’ CDPs and identify an area of focus for support.
Pamoja Twajenga supported workplan development for LEAT’s four subgrantees and
resource mobilization for TACOSODE’s and NACOPHA’s nine subgrantees.
The project conducted a TOT for LEAT’s project officers on work plan development.
LEAT then transferred knowledge to its subgrantees, African Soil Hives Technology
(ASH-TECH), Mufindi Vijana kwa Maendeleo (MUVIMA), Matumizi Bora ya Malihai Idodi
na Pawaga (MBOMITA), and Mtandao wa Jumuiya ya Misitu Kanda ya Kitapilimwa
(MJUMIKK) in Iringa and Mufindi districts, resulting in quality deliverables used as guides
for the organizations’ implementation work. Pamoja Twajenga supported TACOSODE
and NACOPHA to tailor resource mobilization materials for their subgrantees (including Community Health Education and Development Organizations (CHEDO),
Iringa Mercy Organization (IMO), Afya ya Jamii Tanzania – Community Health in
Tanzania (AFNET), Mazombe Mahenge Association for Development (MMADEA), and
Morogoro Umwema Group Trust Fund).
Table 2. Subgrantee Assistance
Grantee Sub Offices/Subgrantees Institutions of Accountability (IOAs)
1 Ethics Secretariat (ES)
1 Dar es Salaam HQ 2 Southern Zone (Mtwara) 3 Central Zone (Dodoma) 4 Eastern Zone (Morogoro) 5 Southern Highlands Zone (Iringa)
Civil Society Organizations
(CSOs) Direct Grantees Subgrantees
1 LEAT
1 MUVIMA 2 ASHT 3 MBOMIPA 4 MJUMIKK
2 PELUM
1 UMADEP 2 IFTZ
3
WiLDAF
1 Mobile Legal Clinic- Dar es Salaam 2 Tanzania Women and Children Welfare Centre Temeke Dar 3 Centre for Widow and Children’s Assistance - Mara 4 Rungwe Women and Orphans Centre-Mbeya 5 Tanzania Network for Legal Aid Providers
4 NACOPHA 1 HIV/AIDS Clusters (Two districts) 5 TACOSODE 1 Iringa Mercy Organization (IMO)
2. Mahenge Mazombe Development Association (MMDEA)
PAMOJA TWAJENGA FINAL REPORT | 19
“I am very happy to be in this training, for me it is my first
training in advocacy and I can say
that it has added so much value
to my M&E work.”
— MOHAMED KHATIB,
M&E OFFICER, ZLSC
Grantee Sub Offices/Subgrantees 3 Community Health and Education Organization (CEDO) 4 AFNET 5 Afya ya Jamii Tanzania-AJAT-Foundation 6 UMWEMA Trust Fund-Morogoro
Advocacy capacity building and strategy development. Pamoja Twajenga held advocacy
strategy development sessions with TACOSODE, LEAT, and PELUM to formulate
their advocacy missions, agendas, and strategies.
To further support partners in advocacy,
Pamoja Twajenga organized an advocacy
strategy workshop for non-grantee CSOs,
including TAMWA Mainland, HDT, WCSA,
MAT, RUDI, and CWMAC. With a clear
advocacy strategy, organizations can galvanize
constituents and stakeholders to advance a cause.
The advocacy strategy workshop covered:
a) General understanding of the concept of advocacy and its implications to
CSOs’ work
b) Practical knowledge-sharing about advocacy practices
c) Basic elements of advocacy and its applicability in the Tanzanian context
d) A conceptual framework for advocacy
e) Power relations and their implications in conducting effective advocacy
f) Tools for developing advocacy strategies including an advocacy planning model
g) Developing action plans for advocacy activities
h) A process for conducting evidence-based research
i) How to conduct qualitative and quantitative data analysis
j) Repackaging government information for advocacy.
By the end of the workshop, each organization had developed a draft advocacy
strategy and a pledge of one-on-one mentoring to complete their strategies.
Pamoja Twajenga also supported CSO partners to work with their subgrantees on
advocacy assessment. In particular, the project helped LEAT conduct advocacy
assessments for its subgrantees in Iringa and Mufindi districts. LEAT received a training
that enabled its staff to understand the step-by-step advocacy assessment tool process,
write and present advocacy assessment reports on subgrantees’ advocacy work, and
clarify the role of a facilitator in conducting advocacy assessments. The trained officers
went on to carry out the advocacy assessments with LEAT’s sub-grantees under the
CEGO program, including ASH-TECK, MBOMIPA, MUVIMA, and MJUMUKK.
PAMOJA TWAJENGA FINAL REPORT | 20
“For us this is a very important
learning opportunity, not only for
advocacy but also for other
program activities. This kind of a
meeting promotes peer-to-peer
learning and enables us to identify
potentials within ourselves.”
— DONATI SENZIA,
COORDINATOR, PELUM
Policy brief support. Policy briefs represent important tangible advocacy tools partners can
use to influence government reform. Pamoja Twajenga coached two NACOPHA
program officers on the theory and practice of producing policy briefs and statements
from project research findings. Using its published 2013 stigma index report,
NACOPHA developed a policy brief about sustainable food security and nutrition of
people living with HIV. The brief identified recommendations for poverty reduction
strategies, social policies, and sector, district, and local plans, such as disaster
preparedness plans. Recommendations focused on sustained livelihoods and integrating
approaches to food security and nutrition with responses to HIV and were shared with
the HIV/AIDS parliament committee.
Gender and social inclusion. Pamoja Twajenga conducted a gender and social inclusion
(GESI) training to strengthen partners’ GESI knowledge and ability to integrate GESI
practices into project planning, implementation, and reporting. Pamoja Twajenga worked
with grantees individually on social group distinctions, gender, differences between
equality and equity, and how to define and identify explicit versus implicit marginalization. The project also helped partners identify priorities to include in their
CDPs to outline action steps to increase overall scores, review assessment tools, and
determine relevant participants and beneficiaries for each activity.
Participants realized through the GESI training that they needed to increase their gender
and social inclusion activities. They noted that they had done significant work related to
gender, however they had focused mostly on disaggregating between male and female
attendance and participation. With the GESI training, participants saw that counting men
and women in attendance did not fully recognize gender concerns. Rather, they needed
to integrate social issues into decision-making to allow equal participation of all social
groups. Examples include holding training sessions during times when women are more able to step away from routine tasks for which they may be responsible.
Advocacy boot camps. Pamoja Twajenga
conducted three advocacy learning events
for five grantee CSOs to promote
learning, sharing, and interactive
knowledge. The project conducted an
advocacy knowledge sharing event for the
five direct grantee CSOs to share their
knowledge and experience in identifying
issues, messaging, and approaches to
advocacy.
Pamoja Twajenga facilitated an advocacy
knowledge-sharing event between PELUM,
NACOPHA, WiLDAF and LEAT to promote partnerships, networks, and other
relationships among partners and stakeholders. Additionally, partners reviewed their
advocacy strategies to integrate gender and social inclusion. Pamoja Twajenga then held
PAMOJA TWAJENGA FINAL REPORT | 21
“This event is a unique
opportunity for us to learn. I
have acquired a shared
understanding on what works in
which social setting. Our
broadened scope of practices on
GBV implications across sectors
will help to shape our approaches
and thinking using learning
generated in this activity.”
— RACHEL JACOB,
MONITORING AND
EVALUATION
MANAGER, NACOPHA
an advocacy boot camp for direct grantee CSO partners to share successes and lessons
learned. The advocacy boot camp offered a valuable forum for partners to share ideas
about common issues and experiences in target communities, and to draw from each
other as resources through peer-to-peer learning.
Facilitation of peer-to-peer learning and
communities of practice between CSO partners.
Pamoja Twajenga facilitated peer-to-peer
learning engagement among CSOs to
enhance skills development and promote
learning among partners. Throughout the
peer-to-peer learning process, the project
liaised with 13 CSO partners to identify
areas of cross-learning, and then coordinated
a resource exchange through online
platforms among the partners. Examples of resources exchanged include gender policy,
HIV policy, financial management tools,
human resources management tools, and
SAM tools. The partners reacted positively
to peer-to-peer learning, especially young
and growing CSOs that still lack financial and
technical capacity to develop those tools and policies.
Pamoja Twajenga also facilitated a peer-to-peer learning event with 13 CSOs. The
event was a unique platform for organizations to share best practices, successes, and
lessons learned during implementation of their projects, and focused on the theme, “Gender-based violence and how it relates to governance, people living with HIV/AIDS
(PLHIV), and natural resources management.” Evaluation of the session showed that
participants gained knowledge by sharing experiences related to GBV.
Additionally, Pamoja Twajenga organized an annual learning event with 14 CSOs,
focused on creating a joint platform for sharing experiences and key lessons.
SUPPORTING THE DEVELOPMENT OF COMPREHENSIVE M&E SYSTEMS FOR
CSOS
Pamoja Twajenga directly intervened to support M&E with a total of 15 civil society
organizations and three government institutions. Pamoja Twajenga M&E interventions
also trickled down to subgrantees of five direct grantee CSOs.
Improving CSO grantees basic M&E skills. In Year 1 of Pamoja Twajenga, project M&E
training focused on all CSO grantee partners. The project organized a joint training
workshop for nine CSOs, LEAT, TACOSODE, PELUM, NACOPHA, TAMWA,
(Re)claim, MAT, HDT, and AAC. This training provided participants with best practices
specific to data quality, collection, analysis, presentation, interpretation, and reporting.
Participants scored 81 percent in post-training tests compared to 74 percent in tests
PAMOJA TWAJENGA FINAL REPORT | 22
before training. Individual mentoring sessions with each grantee followed to ensure
grantees were able to apply the knowledge gained and to develop their own M&E plans.
M&E training in Year 2 focused on all CSO grantee partners and their subgrantees. In
Year 2, Pamoja Twajenga supported LEAT, PELUM, and WiLDAF to conduct M&E
training for their subgrantees. Training content was tailored to suit the specific M&E
agendas of the individual organizations participating, and included basic M&E concepts
and tools development; supportive supervision; data analysis, presentation, and sharing;
and information on the use of outcome mapping. The following table shows the grantees
and subgrantees that benefitted from the M&E training conducted in Year 2.
Table 3. Grantee and Subgrantee Beneficiaries of Year 2 M&E Training
Grantee Suboffices/Subgrantees
Institutions of Accountability (IOAs)
1 Ethics Secretariat (ES)
1 Dar es Salaam HQ
2 Southern Zone (Mtwara)
3 Central Zone (Dodoma)
4 Eastern Zone (Morogoro)
5 Southern Highlands Zone (Iringa)
Civil Society Organizations (CSOs)
Subgrantees
1 LEAT
1 MUVIMA
2 ASHT
3 MBOMIPA
4 MJUMIKK
2 PELUM
1 UMADEP
2 IFTZ
3
WiLDAF
1 Mobile Legal Clinic- Dar es Salaam
2 Tanzania Women and Children Welfare Centre Temeke Dar
3 Centre for Widow and Children’s Assistance - Mara
4 Rungwe Women and Orphans Centre-Mbeya
5 Tanzania Network for Legal Aid Providers
In Year 2, LEAT, TACOSODE, PELUM and NACOPHA attended the Baseline Report
Writing Training conducted by the project. The training aimed to equip participants
with knowledge and skills on baseline surveys and technical report writing so as to
improve their project deliverables. Topics covered during the training included general
technical report writing skills, specific baseline report writing formats, and gender and
social inclusion analysis. After the training, Pamoja Twajenga conducted mentoring
sessions at the individual organizational level to continue building participants capacity
with these M&E tools and methods.
Supporting grantees to finalize monitoring and evaluation plans (MEP), data collection, and
reporting tools. Pamoja Twajenga reinforced its M&E training sessions (mainly conducted
in Year 1 and 2) with direct M&E mentorship to grantees (mainly provided in Year 3 and
4) to improve grantees’ M&E systems. Pamoja Twajenga M&E mentoring focused on
revising organizations’ monitoring and evaluation plans (MEPs), including result
frameworks, indicators, data collection plan details, project indicator reference sheets,
and M&E standard operating procedures and reporting. Pamoja Twajenga also provided
PAMOJA TWAJENGA FINAL REPORT | 23
technical assistance to review and improve LEAT, PELUM and TACOSODE’s baseline
study protocol and the analysis and packaging of the findings for their baseline study. All
partners submitted their improved M&E plans to USAID for approval.
Technical assistance for CSO partners on M&E. For the subsequent Year 3 and 4, Pamoja
Twajenga continued to support and mentor CSOs on various M&E issues as requested
by the targeted CSOs. This support included the following:
Mentor partners to review and improve M&E plans. Pamoja Twajenga supported
NACOPHA, PELUM, TACOSODE and LEAT to review and improve their
M&E plans after the development of their Year 2 work plans. Pamoja
Twajenga mentored NACOPHA and LEAT on how to develop a routine data
collection template for M&E, perform data cleansing of their baseline data,
and develop data capture screens using the Statistical Package for the Social
Sciences (SPSS) software. Following this mentorship, NACOPHA took the
lead on their own data entry.
Pamoja Twajenga worked with LEAT to finalize its M&E plan and tools, which
were submitted to USAID for approval. The project then mentored LEAT to
prepare new project indicators as part of LEAT’s process to review its M&E
plan following comments from USAID. Pamoja Twajenga worked with
WiLDAF to draft, review, and finalize its M&E plan, which was submitted to
USAID, and also worked with HDT to review its M&E plan and improve the
objectives, goals, and indicators in its strategic plan. The project then
extended this support to MAT, AAC/CWMAC, HDT, RUDI, and WCSA.
Mentor and coach NACOPHA, WCSA, and PELUM on baseline surveys and
reporting. Pamoja Twajenga supported NACOPHA and WCSA in developing
baseline protocols to conduct baseline surveys, including tools and logistics in
four new districts. The project also supported NACOPHA and WCSA to
include important President's Emergency Plan for AIDS Relief (PEPFAR)
priorities, including covering more districts and some additional indicators, at
the advice of USAID.
Pamoja Twajenga worked with PELUM to review its baseline report and
provide feedback on how the report could be improved. Pamoja Twajenga
staff showed PELUM staff how to develop pre- and post-training test tools.
The project also coached PELUM on how to administer the pre- and post-
training testing to non-literate persons at the village level. Likewise, Pamoja
Twajenga supported TACOSODE on baseline data entry however this is
now shifted to the partners.
Pamoja Twajenga supported WiLDAF to develop a baseline survey and tools
(questionnaires) for personal interviews and focus group discussions to use
during the baseline survey. Pamoja Twajenga also supported WiLDAF on the
design of a pilot study in three districts of Dar es Salaam (Kinondoni, Ilala,
PAMOJA TWAJENGA FINAL REPORT | 24
COMPONENT 2 PROJECT
ACHIEVEMENTS
Financial, procurement, and reporting requirements fulfilled
Financial and non-financial reports
certified by Pamoja Twajenga
Financial and operations systems/policies
reviewed and operationalized
Success stories documented and shared
Grantees' close out plans developed and
implemented
and Temeke) to test the developed tools. WiLDAF then conducted its
project baseline survey. Pamoja Twajenga also advised WiLDAF on data
analysis and baseline report writing.
COMPONENT 2: SUPPORT USAID’S MANAGEMENT OF DIRECT GRANT
AWARDS TO CSOS
In line with the objective of Component 2 to develop a pool of Tanzanian CSOs
equipped to manage USAID/Tanzania direct grants, Pamoja Twajenga worked closely
with grantees to build their capacity to comply with USAID rules and regulations for
grants management; effectively manage subgrants; employ best practices in financial
management; and use efficient M&E systems to report impact and demonstrate success.
TRACK INDIVIDUAL GRANTEES’ GRANT MANAGEMENT AND
PERFORMANCE
Pamoja Twajenga tracked performance of
grantees’ grant management using various
approaches to assess organizations’ needs and
provide technical support on performance.
The project’s approaches to assess
performance included capacity assessment,
financial reviews, and auditing, described in
further detail below.
Partners Capacity Assessment
Pamoja Twajenga started work under
Component 2 with an assessment of each individual organization’s administrative and
financial management capacity. The project assessed fifteen direct and non-direct
grantees, including NACOPHA, PELUM, LEAT, WiLDAF TACOSODE, HDT, MAT,
RUDI, E&D, TAMWA Mainland, TAMWA Zanzibar, ZLSC, CWMAC, (Re)claim and
WCSA, and three IOAs, National Audit Office (NAOT), Ethics Secretariat (ES) and the
Public Procurement Regulatory Authority (PPRA). During implementation, Pamoja
Twajenga also facilitated annual capacity assessments (RE-OCA and RE-GICA) for the
above partners to track the status of implementation against proposed interventions
annually against their initial baselines. These assessments enabled planning for technical
support to all partners. The project categorized all partners based on assessment results
and established an action plan that directed capacity building intervention depending on
identified gaps. In its final year, the project shifted ownership of the assessment process
to grantees, encouraging them to establish the assessment practice within their
organizations to continue to track grants management and performance.
PAMOJA TWAJENGA FINAL REPORT | 25
Financial Management Review and Auditing
As part of CEGO implementation, USAID conducted financial reviews for PELUM,
LEAT, and ES in June, September, and October 2016, providing a variety of
recommendations for the organizations to implement with support from Pamoja
Twajenga. Pamoja Twajenga then supported partners to develop action plans for
implementation and to strengthen compliance in relation to identified findings. In
preparation for annual auditing required for USAID grants management, Pamoja
Twajenga provided orientation and coaching to both CSOs and IOAs to draft standard
operating procedures. The project supported direct grantees, PELUM, WiLDAF,
NACOPHA, LEAT, and TACOSODE, and two IOAs (ES and NAOT), with guidelines
for financial audits contracted by foreign recipients, including information on pre-audit
checklists, fund accountability statements, standard procedures, and cost principles.
PPRA did not attend despite continuous follow-up. NAOT staff changed during the
implementation so a different individual was responsible for overseeing the work than
originally received training. Pamoja Twajenga also attended both entrance and exit
meetings and provided support on the preparation of corrective action plans to all
audited partners.
CAPACITY STRENGTHENING FOR PARTNERS ON FINANCIAL AND
OPERATIONAL SYSTEMS AND REPORTING STANDARDS
To address the findings from the audits and financial management interventions
mentioned above, Pamoja Twajenga facilitated training courses and mentoring activities
to strengthen the capacity of organizations to manage grants.
Support for USAID Grantees to Understand the Citizens Engaging in Government
Oversight (CEGO) Project
To orient and introduce all partners, Pamoja Twajenga participated in orientation
meetings in Year 1 (during 2013) with selected CSOs, IOAs, and USAID representatives.
This session brought together partners to understand the roles and responsibilities of
the partner, USAID, and Pamoja Twajenga as the USAID partner providing support.
Pamoja Twajenga facilitated presentation on CEGO’s purpose and on expected results
in capacity building under its own work. USAID representatives provided guidance
throughout the meeting to all stakeholders.
Capacity Building on USAID Rules and Regulations
Pamoja Twajenga facilitated training on USAID rules and regulation for country
coordinators, executive directors, chief executive officers, senior program officers,
grants managers, accountants, procurement specialists, and administrators from CSOs
(NACOPHA, PELUM, LEAT, WiLDAF TACOSODE and IOAs (NAOT, ES, and PPRA)
to help participants understand and follow USAID rules and regulations. Specifically the
training focus on enabling organizations to manage USAID grants in a compliant fashion.
PAMOJA TWAJENGA FINAL REPORT | 26
The training session also focused on serving as a TOT so that partners could transfer
knowledge to their subgrantees. To ensure knowledge transmission in subgrants
training, Pamoja Twajenga attended all facilitated training sessions. As a result,
NACOPHA, PELUM, LEAT, WiLDAF and TACOSODE demonstrated higher levels of
compliance on submitted financial reports. The reports showed no indication of fraud or
disallowed costs. Such compliance indicates that subgrantees understood requirements
and had the capacity to meet them; this serves as a testament to grantees work with
subgrantees and represents an achievement for grantees in transmitting knowledge and
best practices to subgrantees.
Grants Management Handbook and Grantee Checklist
Pamoja Twajenga developed a Grants Management Handbook based on The Essential
Guide to Managing USAID Award. CEGO project grantees used this tool for award
management. The project also developed a grantee checklist to monitor compliance
with USAID rules and regulations for grant agreements. Both tools were developed in
compliance with financial reporting and documentation per 22 CFR 226 in
administration, financial management, procurement, and subgrants management.
Pamoja Twajenga trained 18 representatives from NACOPHA, PELUM, LEAT, WiLDAF
and TACOSODE as well as one non-grantee, WCSA, on the tools. The training helped
grantees to understand the handbook, while continuing to implement their USAID
awards. As a result NACOPHA, PELUM, LEAT, WiLDAF, and TACOSODE transmitted
understanding to subgrantees, training a total of twenty individual contracted
subgrantees with Pamoja Twajenga mentorship.
Support for Grantees on Screening and Management
Pamoja Twajenga took numerous measures to ensure grantees had sufficient
understanding of the grants making process. The project trained all five direct grantees
and two non-direct grantees, HDT and CWMAC, on subgrants screening management.
This training provided participants information on subgrants solicitation,
screening/awarding, and implementation. Partners also received assistance to adopt the
pre-award assessment tool to evaluate potential subgrants. The tools developed by
Pamoja Twajenga contain assessment questionnaires and subgrantee checklists that
focus on the legal structure of CSOs, financial management and internal control systems,
program management, procurement and financial management.
With support from Pamoja Twajenga training, all partners organized pre-award
assessment to cover solicitation and application review, screening, and awarding. All five
direct grantees then identified and engaged a total of 20 potential subgrantees, INADES,
TAGRDE, UMADEP, ASHTECH, MJUMKIK, MBOMIPA, MUVIMA, TANLAP,
RUWOCE, OWE,CWCA, IMO, AFNET, AJAT, CHEDO, UMWEMA group, MMADEA,
the HIV/AIDS cluster in Iringa and Mtwara Region. Technical support in mentoring
PAMOJA TWAJENGA FINAL REPORT | 27
provided by the project assisted grantees to conduct negotiation sessions and develop
subgrants agreements.
Strengthening Direct and Non-Direct Grantees’ Financial and Operational Systems
Pamoja Twajenga ensured progress in implementing the OCA results action plan. One
of OCA recommendation focused on ensuring financial policies and procedures were
reviewed and operationalized. In operations, the project focused on improving human
resources, administration, and procurement. Pamoja Twajenga provided coaching to
grantees on reviewing their financial policies, guidelines, and regulations, as identified in
their CDPs. This included review of conflicting policies, guidelines, and regulations and
ensuring inclusion of and compliance with required definitions on reasonable, allocable, and allowable costs. Coaching assisted partners in setting guidelines on separation of
duties, financial documentation, and preparation for U.S. government-funded audits.
Pamoja Twajenga employed a consultative process to ensure active participation of all
relevant actors from partner organizations, thus facilitating ownership and commitment
to implementation changes.
Support to direct grantees. Pamoja Twajenga supported four CSOs, WiLDAF, LEAT,
TACOSODE and PELUM, to develop and revise financial policy and operational
procedures. Support to CSOs assisted them to streamline policies, ensure compliance
with USAID rules and regulations, and build capacity of subgrantees.
Support to non-direct grantees. Pamoja Twajenga supported non- direct grantees to
strengthen their financial and operations systems through technical assistance, as
needed.
Support for Grantee Partners to Strengthen Compliance with Financial Reporting
Standards of USAID Award
Using the grants compliance checklist, Pamoja Twajenga worked with partners to verify
compliance in administration, financial management, procurement, and subgrants
management.
Pamoja Twajenga supported TAMWA Zanzibar to use a QuickBooks accounting
package, and TAMWA in turn trained (Re)claim. The project also provided one-on-one
mentoring to LEAT’s accountant, and followed this with a peer-to-peer session for
TACOSODE to learn from LEAT, a well-performing partner.
Support Grantee Close Out and Build Capacity to Manage Subgrantee Close Out
In September 2016, Pamoja Twajenga worked with WiLDAF, LEAT, TACOSODE,
PELUM and one subgrantee, WSCA, on USAID award close out to share steps and
requirements.
PAMOJA TWAJENGA FINAL REPORT | 28
COMPONENT 3 PROJECT
ACHIEVEMENTS
GICA and POAT assessment conducted with all IOAs and CDP developed
Tailor-made training, mentoring, and
coaching conducted for IOAs
Progress monitored and scores adjusted
for all IOAs
SUPPORT GRANTEES TO COMPLY WITH NON-FINANCIAL REPORTING
REQUIREMENTS
Support to grantees on annual work plans and budgets. Pamoja Twajenga provided technical
input to all direct grantee CSOs, including WiLDAF, LEAT, TACOSODE, NACOPHA,
and PELUM, and IOAs, including PPRA, ES, and NAOT, on developing an activity budget. Training provided by the project guided partners to realign new activities with CEGO
goals and main objectives and implement realistic activities in costing, including
benchmarking accountability of local government authorities in public procurement.
Following training, all partners prepared their annual work plans and budgets with
technical review from Pamoja Twajenga before submission to USAID. All CSOs that
received direct assistance had the capacity to orient respective subgrantees to develop
work plans.
Support to grantees on quarterly progress reports. Each quarter, Pamoja Twajenga
conducted technical reviews and provided input on quarterly reports for all direct-
grantee CSOs, including WiLDAF, LEAT, TACOSODE, NACOPHA, and PELUM, and
for IOAs, including PPRA, ES, and NAOT. Pamoja Twajenga encouraged early
submission of grantee reports. The review of reports included mentoring for M&E
officers and accountants in reporting requirements and financial documentation.
COMPONENT 3: STRENGTHEN GOVERNMENT OF TANZANIA
INSTITUTIONS OF ACCOUNTABILITY
Support to the IOAs placed significant emphasis
on sustainability of results. The project worked
with the IOAs to develop documents and tools
for continued use following project completion.
For example, Pamoja Twajenga supported PPRA
to produce a guide for grassroots monitors in
public procurement and to hold subsequent
training sessions on use of the guide, which
reached 25 CSOs in Mtwara and 25 CSOs in Iringa; all of these CSOs acquired the
knowledge and tools to act as monitors of public procurement. Additionally, Pamoja
Twajenga helped PPRA develop a guide for benchmarking accountability in public
procurement, and at project’s end the guide was established for continued use. Pamoja Twajenga helped ES develop its public outreach strategy, establishing a guide for its
outreach activities far beyond the life of the project.
GOVERNMENT INSTITUTIONS CAPACITY ASSESSMENT TOOL
The Government Institutions Capacity Assessment (GICA) Tool is an instrument aimed
at improving institutional leadership and management. Pamoja Twajenga developed and
deployed this tool in response to the Tanzanian context and specifically for use with
IOAs in Tanzania (see box).
PAMOJA TWAJENGA FINAL REPORT | 29
DEPLOYING THE GICA
1. Confirm partners’ commitment
2. Form stakeholder group within IOA and
protect time
3. Conduct assessment using the GICA
(establish baselines)
4. Prioritize findings and deficiencies 5. Draft action plans and targets
6. Implement capacity building solutions
(mentoring, coaching, and technical
assistance)
7. Perform ongoing monitoring and
feedback loops
The GICA entails a structured, participatory
process that allows institutions to assess their
own management performance, develop a
concrete action plan for improvement, and
carry out their plans. Experience has shown
that good management holds all internal parts
of an institution together, contributes to a
positive work climate, and supports high-quality
services. The GICA helps institutions focus on
their management practices to improve services
and increase accountability vis-a-vis citizens.
Developing a Capacity Assessment Tool for IOAs
Initially, Pamoja Twajenga considered using the Human and Institutional Capacity
Development (HICD) methodology for IOA assessments. However, the tool was
reviewed and found to be ill-suited to the Tanzanian context. Thus, the project
designed the GICA, a new tool informed by both the HICD methodology and the
OCA. The GICA was designed to assess the performance of each IOA and their
competencies and institutional performance related to governance, administration,
financial management, human resources management, institutional management,
program management, project performance management, and service delivery
The tool was developed to address the specificities of government systems.
Conducting the GICA for IOAs
The participatory GICA for the ES, NAOT, and PPRA with two levels of assessment
was conducted for headquarters of all IOAs and zonal offices. The GICA enhanced a
holistic view of institutional capacity assessment, creating ownership of gaps and
establishing a CDP, which was potentially beneficial for Pamoja Twajenga’s and IOAs’
technical assistance. The GICA resulted in the following deliverables produced and
finalized: CDP, GICA snapshot report, and institutional scores. Per USAID guidance,
Pamoja Twajenga conducted secondary GICAs each year after establishment of
baseline scores in Year 1.
Developing a Tool for Public Outreach
Pamoja Twajenga developed a public outreach tool as part of its service delivery
efforts. The tool, known as the Public Outreach Assessment Tool (POAT), looks at the
systems, policies, and values that enable an institution to generate broader participation
and diverse perspectives. The POAT enabled Pamoja Twajenga to conduct assessments
in relation to public outreach goals, plans and strategies, advocacy, and institutional
commitment to advocacy.
PAMOJA TWAJENGA FINAL REPORT | 30
TECHNICAL CAPACITY STRENGTHENING FOR IOAS
Building IOAs Capacity in Work Planning
Pamoja Twajenga conducted a work plan training for IOAs to reflect on work
accomplished in their previous year of operation and to consider activities for their coming year. Through this support, PPRA, ES, and NAOT developed comprehensive
work plans with activities, dates, and expected results.
Training ES Headquarters and Zonal Office Staff on Decentralization of Work
Planning
Pamoja Twajenga trained ES zonal office staff from four regions of Mtwara, Morogoro,
Dodoma, and Mbeya, in collaboration with six ES headquarters senior staff (three men
and three women). The training focused on deepening the decentralized
implementation of ES’s Year 2 work plan, and specifically on helping zonal office staff
develop knowledge and confidence in project management skills. The training also
enabled senior officers from ES headquarters to confirm the scope of coordination and
support for headquarters to provide zonal offices. This support increased the
commitment of the ES team in headquarters and in zonal offices, enhancing project
implementation.
Strengthening Linkages between IOAs and CSOs
Pamoja Twajenga conducted training sessions with CSOs, and encouraged IOAs to
build CSOs’ capacity as watchdogs of government funds. This strengthened linkages
between IOAs and CSOs,
Supporting Linkages and Networks between IOAs, CSOs, and Local Government
Authorities
Pamoja Twajenga supported IOAs, CSOs, and local government authorities to develop
networks and linkages through a number of joint training events, such as training for
grassroots monitors in public procurement and benchmarking accountability of local
government authorities in public resources management. The project also supported
dialogues on the Public Procurement Act, public procurement corruption, and the
leadership code of ethics. PPRA conducted training on the Public Procurement Act for
the CSOs in Mtwara, Morogoro, and Dodoma. CSOs based in the project regions had
an opportunity to learn about the Public Procurement Act and best practices and
challenges in procurement practices.
For the majority of CSOs, training sessions served as an eye opener about their roles in
enhancing effective public resource uses through procuring entities. Citizens, for
instance, realized the power of public talk shows on community radios to reach greater
numbers of citizens and create opportunities for interactive discussions. The use of
social media was identified as a mechanism to link CSOs and IOAs. As a result of these
PAMOJA TWAJENGA FINAL REPORT | 31
Teleza Performing Arts Group acting out anti-corruption practices in Newala District, Mtwara (by Ethics
Secretariat).
training sessions, CSOs and PPRA collaborated to determine how CSOs could follow-up
on procurement at local government authorities and share information or concerns
with PPRA.
Conducting Round Table Meetings with IOAs and Sharing Lessons Learned
Pamoja Twajenga conducted roundtable meetings with each IOA and representatives
from USAID to share lessons learned with all IOAs. The meetings generated beneficial
information and encouraged contact between organizations to share lessons and
address challenges.
Providing Coaching and Mentoring to ES to Prepare Radio Talk Shows
Pamoja Twajenga provided coaching and mentoring to the ES to help it organize a
radio talk show in Iringa. Pamoja Twajenga worked with ES to identify a topic for
dialogue, set up a framework for the talk show, and prepare for listener call-ins. ES
zonal offices, with support from ES headquarters, then developed programs for radio
talk shows through community radio stations located in the project regions. Through
this initiative, the general public in project areas gained access to important
information about ES activities. They also used such innovative approaches as
community theatre to communicate messages about ethical conduct (see photo).
PAMOJA TWAJENGA FINAL REPORT | 32
Conducting the Joint Workshops for IOAs and CSOs
Pamoja Twajenga arranged a joint partner M&E training, communications training, and
training on using data to communicate results. This resulted in improved M&E
systems, communication systems, and data management among partners.
Support ES to Review its Client Services Charter
Pamoja Twajenga worked with ES to review and update its client services charter. As
part of the process, Pamoja Twajenga consulted with headquarters and two zonal
offices. Additionally, to have a well-informed client services charter document, Pamoja
Twajenga held a one-day stakeholders meeting to discuss the document, before
finalization, and reviewed further based on the stakeholders’ comments. ES now has a
final document in place, in both Kiswahili and English versions. ES plans disseminated the
document during Maadli Day (Ethics Day) in November 2016.
Grassroots Monitors in Public Procurement
Pamoja Twajenga, in collaboration with PPRA, developed a guide for grassroots
monitors in public procurement and related training materials to ensure adherence to
procurement procedures, act, and value for money. The guide intended to enhance
public outreach through CSOs for improved oversight function in public procurement.
Pamoja Twajenga supported the PPRA to conduct a two-day orientation for CSOs in
Iringa to establish a pool of trainers knowledgeable in using the guide for grassroots
monitoring.
ISSUE-BASED DIALOGUE EVENTS WITH IOAS AS HOSTS
Support for PPRA in facilitating issue-based dialogue on procurement law. Pamoja
Twajenga supported an issue-based dialogue with PPRA that was attended
by 25 CSOs and media organizations. The dialogue initiated use of action
plans by CSOs to engage grassroots monitors of public procurement.
Technical input for ES on TOT and issue-based dialogue workshop. Pamoja Twajenga
supported ES on an issue-based dialogue on Public Leadership Code of Ethics
Act; the dialogue gathered 24 CSOs. The dialogue covered conflict of interest,
asset declarations, and leadership and public sector ethics, which led to more in-
depth discussion on:
Shared experiences in leadership ethics
Contents of the Public Leadership Code of Ethics Act
Holding public leaders accountable to the principles of ethics and conflict of interest
Citizens serving as whistle blowers to uncover malpractices in ethics,
especially corrupt practices in the public sector
PAMOJA TWAJENGA FINAL REPORT | 33
“We were not aware of
procurement procedures in the
Government, but now I
understand the process and know
the required accountability for
the procurement officers in
charge.”
— RAPHAE MTITU,
CHAIRMAN, IRINGA CIVIL
SOCIETY ORGANIZATION
(ICSO)
Action plans aimed at deepening citizen understanding of the Public
Leadership and Code of Ethics Act
The role of the Secretariat and citizens in holding government accountable
Support for IOAs to conduct issue-based dialogues.
During implementation, Pamoja Twajenga
supported conduct of a survey on knowledge
of the PPRA. The survey showed that about 78
percent of participants from 28 CSOs and four
media organizations did not know that PPRA
existed. These findings came as a surprise to
PPRA senior officers and suggested the need
for greater support to both PPRA and CSOs
for increased collaboration.
In line with the need the survey findings
revealed, Pamoja Twajenga supported PPRA to
host two issue-based dialogues on the Public
Procurement Law for CSOs based in Mtwara
and Iringa, including coaching on how to moderate the dialogues and how to effectively
respond to questions.
Two senior officers from ES participated in the dialogue and presented on the role
performed by ES in promoting public leadership ethics. Participating CSOs in Iringa and
Mtwara expressed interest in serving as grassroots monitors to enhance oversight
function of PPRA. CSOs developed action plans for promoting oversight function in
public procurement and increased collaboration with PPRA.
CSOs also worked to organize village-based dialogues, considered by citizens as one of
the best innovations in outreach on the issue of public leadership ethics.
ES zonal office of Dodoma collaborated with CSO-organized issue-based dialogues
conducted by Social and Welfare Organization for Relief and Development (SWORD) in
Dodoma municipality. SWORD held issue-based dialogues in 24 Wards of Dodoma
municipality with the message that citizens have the right to information and to oversee
and report the conduct of public leaders in management of public resources.
In addition, ES conducted a training for CSOs on the contents of a guide for public
leaders’ ethics and one PPRA senior officer shared views on how unethical conduct by
public leaders in public procurement affects delivery of quality services to the public.
Pamoja Twajenga also supported ES in the planning and organizing of the training for
ministers and deputy ministers on the Public Leaders Code of Ethics Act and the need
for signature of the Integrity Pledge. The Prime Minister Kassim Majaliwa attended the
PAMOJA TWAJENGA FINAL REPORT | 34
“This training has been
informative as it has opened up
my understanding of how to use
gender equity continuum tool
when developing activities for
mainstreaming gender in public
outreach programs.”
— FELISTA MEENA, FORMER
DIRECTOR OF PLANNING,
MONITORING AND
EVALUATION, ES
training at the State House. It was revealed during the training that some ministers had
not yet declared their assets.
COMMUNICATION AND OUTREACH
Promote development of IOAs’ communications strategies. Pamoja Twajenga hosted a one-day workshop about the basic nine components in communications strategies. The ES
worked independently on its communication strategy to establish one for future use.
Review of external informational and educational communication (IEC) materials. Pamoja
Twajenga conducted a two-day meeting with ES headquarters and zonal staff to review
and refine ES’s existing public outreach messages. During the meeting, Pamoja Twajenga
guided ES on the process of refining messages by identifying the critical question behind
issues. Fifteen ES staff participated, including communications and investigative officers.
Pamoja Twajenga reviewed the materials, especially messages for advocacy, with active
participation from ES headquarters and zonal office staff, including field testing followed
by a joint review session with ES. As a result of this support, ES managed to develop a
number of IEC materials with strong messages which targeted both public and decision-
makers on enhancing accountability
Promote review and repackaging of information and educational communication (IEC) materials
by IOAs. Pamoja Twajenga reviewed and provided feedback on PPRA’s communications
strategy. In particular, the project reviewed awareness cartoon booklets developed by
PPRA, focusing on branding compliance, message relevance, and overall packaging of
messages. The booklets aimed to create awareness for the public about PPRA’s work
and its mandated responsibility to citizens on public procurement. The booklets, in
Swahili, cover two topics. The first is entitled Thamani Bora Kwenye Matumizi ya Umma
meaning Value for Money in Public Procurement, and the second is entitled Uadilifu
Katika Manunuzi ya Umma meaning Ethics in Public Procurement. Upon USAID
approval, PPRA started distributing the cartoon booklets.
Build IOA public outreach capacity. Pamoja
Twajenga conducted a GESI orientation for
IOA senior officers to mainstream GESI issues
in their public outreach agendas. The training
enhanced skills for ES staff and helped them to focus inclusion of historically disadvantaged
groups, especially during developing public
outreach activities. At the end of the training,
the IOAs identified priority actions that
focused on improving technical capacity to
conduct a gender and social inclusion analysis;
political will to increase funding resources;
knowledge to improve gender and social
inclusion awareness; and accountability in
PAMOJA TWAJENGA FINAL REPORT | 35
Ethics Secretariat Central Zone Office Head C. Makawia, a Pamoja Twajenga staff member, and a citizen discuss
government services and ethics in Dodoma.
disaggregating data to address and show different groups are participating (youth, people
with disabilities, etc.). As a result of the training, the IOAs made a commitment to
include the priority gender action points during their annual work planning. Actions
included ES appointing a gender focal person who is charged with responsibility for
coordinating gender issues. As a follow up on the original training, Pamoja Twajenga
facilitated a TOT on GESI for ES from different zonal offices including Mtwara, Arusha,
Mwanza, Tabora, Mbeya, Pwani and Dodoma.
Public outreach strategy for ES. Given survey findings that many citizens were not aware of
the ES mandate, Pamoja Twajenga supported ES to create a public outreach strategy.
This included joint planning with ES, working with ES headquarters and zonal offices
staff, reviewing ES documents, and drafting the strategy. The first objective of planning
was to set a foundation for ES to implement its public outreach program in an organized
manner to inform and engage citizens. The second objective was to improve ES
legitimacy by institutionalizing public outreach and communication mechanisms that
strengthen governance, accountability, transparency, and citizen participation. After a draft strategy document was prepared, ES headquarters staff participated in a training to
fully understand the document and to train staff from the zonal offices on its use. During
the session, ES identified the budget implications to implement its public outreach
activities. As a result of this project support, ES launched its public outreach strategy.
PAMOJA TWAJENGA FINAL REPORT | 36
SUPPORT DEVELOPMENT OF M&E SYSTEMS FOR IOAS
Train IOA grantees on basic M&E skills. Pamoja Twajenga worked with all three IOAs, ES,
PPRA, and NAOT, through individual mentoring sessions to ensure they could apply
knowledge to develop their own M&E plans. Pamoja Twajenga, in collaboration with the
Canadian International Development Agency (CIDA), conducted an integrated M&E
system workshop in the second year that brought together representatives from all
seven ES zones. ES staff then received coaching on how to roll out the M&E system to
the Kibaha zone. The workshop aimed to develop consensus on the draft integrated
M&E system resulting from the concept of Results Based Management (RBM) and the
M&E framework. It also sought to provide inputs on areas for improvement. With
support from Pamoja Twajenga, all seven zones of ES staff received an overview of ES’s
strategic plan, basic concepts of RBM, an overview of the ES’s Strengthening Public
Awareness of Activities Performed by the President’s Office award, M&E framework
(indicators and data collection plan), data collection and reporting templates, and
standard operating procedures.
Provide support for reviewing M&E plans and developing M&E tools. During the first two
years of implementation, Pamoja Twajenga supported NAOT and PPRA to review their
M&E plans and ES to review its integrated M&E system. The project worked with
NAOT to review its M&E plan, including refining indicators and data collection tools to
eventually link them with strategic plan activities. PPRA received support from the
project to review its baseline report. Also, Pamoja Twajenga provided technical input
on the ES key project results, including outcomes, to the project team during an
internal ES workshop that was coordinated to finalize the M&E plan and tools for the
ES Year 2 work plan. Twelve participants (seven men and five women) attended the
workshop, including the ES commissioner and her secretary. As a result of this
technical support, ES developed a well-designed results framework. Additionally,
Pamoja Twajenga helped ES prepare for conducting a tracer study.
Additionally, the project initiated discussions with PPRA, NAOT, and ES to consider
building on the existing practice of registering citizen complaints and thus establishing a
Citizen Issue Register System (CIRS) to track activities implemented by the IOAs.
Finally, the project worked with the three IOAs to complete benchmark trackers to
review and reflect on progress made against their CDPs. Pamoja Twajenga supported all
three IOAs to review and improve their M&E plans. The project supported PPRA to
review and improve its terms of reference for conducting baseline surveys and to
develop a baseline survey protocol with data collection tools. In addition, Pamoja
Twajenga supported ES to review and improve its terms of reference for conducting
opinion surveys.
PAMOJA TWAJENGA FINAL REPORT | 37
EXHIBIT 6. PAMOJA TWAJENGA RESULTS FRAMEWORK
PAMOJA TWAJENGA FINAL REPORT | 38
SECTION TWO
SUCCESSFUL METHODS AND
APPROACHES
Throughout implementation, Pamoja Twajenga employed a mix of traditional and
innovative capacity building approaches. The project engaged in strategic partnerships
with established Tanzanian organizations through indefinite quantity subcontracts (IQSs)
to leverage expertise in communications, strategic planning, and financial and audit best
practices. Pamoja Twajenga also engaged experts to provide advocacy and organizational
lessons learned, advocacy expertise, and best practices through quarterly awareness-
raising sessions and training. Through its consortium, the project empowered highly
qualified Tanzanian staff and organizations to take the lead on M&E activities. In carrying
out its capacity building efforts, Pamoja Twajenga employed a wide range of
participatory methods, detailed further below.
DOCUMENT MANAGEMENT SYSTEM AND PAMOJA TWAJENGA QUALITY
CERTIFICATION
The project supported all grantee partners to prepare their quarterly reports, annual
plans, monitoring and evaluation Plans (MEPs), fund requests, liquidation and accrual
reports, and procurement processes to ensure compliance with USAID awards. By the
project’s end partners had become fully conversant in adherence to USAID
requirements, and were positioned to act as strong development partners, without
project or external support. Initially, Pamoja Twajenga also streamlined and
strengthened its own processes for reviewing partners’ deliverables for USAID. The
project created a certification to show review of partner document had taken place in
preparation for submission to USAID. Pamoja Twajenga also engaged Huddle, a
document management system, and created shared pages for each partner to upload
their documents for project review and recommendations, allowing for near real-time
collaboration.
ONE-ON-ONE MENTORING AND COACHING
In addition to group training, to further knowledge and skill development, Pamoja
Twajenga provided one-on-one mentoring and coaching to partners, tailoring concepts
to their needs. Mentoring of partners proved effective as partners were able to
transform knowledge from theory into practice. For example, training on succession
plans with partners led to partners developing succession plans; training on
communication led to partners developing communication strategies; initial training on
overarching M&E methods and terminology then progressed into supporting partners to
develop their M&E framework and monitoring plans; and training on USAID regulations
led to partners showing improved compliance. Thus, Pamoja Twajenga fostered strong
PAMOJA TWAJENGA FINAL REPORT | 39
relationships with partners, supporting them to achieve professional growth through
guidance, advisory, and advice.
PEER-TO-PEER LEARNING
Peer learning served as a powerful tool to share knowledge and experiences among
partners. This method of learning brought partners together in joint meetings or peer-
to-peer visits to exchange knowledge and experience with each other, and then to
transmit learning back to their organizations, enabling increased organizational
performance. In using this approach, WiLDAF shared its broad experience on the fight
against GBV with other partners, prompting partners to strengthen their work focused
on GBV and their respective sectors, for instance, heath and GBV; land and GBV; and
HIV prevention and treatment and GBV.
In another example of effective peer-to-peer learning, Pamoja Twajenga trained
TAMWA Zanzibar on QuickBooks accounting package. Once TAMWA Zanzibar
demonstrated understanding and high performance with the software, the project
connected TAMWA Zanzibar with (Re)claim for peer-to-peer sessions on financial
matters, including Quick Books use. Pamoja Twajenga also visited TACOSODE for an
assessment and observed a few gaps in financial reporting and documentation. To
address these issues, Pamoja Twajenga linked TACOSODE with LEAT for peer-to-peer
sessions on documentation and financial reporting.
ROUND TABLE DISCUSSIONS
Round table discussions helped foster partners sharing and engagement across
numerous issues.
Pamoja Twajenga also promoted grantee scorecards to assess partners’ progress on a
monthly basis in terms of delivery against agreed upon plans.
ACHIEVE, INNOVATE, MEASURE, AND SHARE (AIMS) ASSESSMENTS
Pamoja Twajenga conducted Achieve, Innovate, Measure, and Share (AIMS) assessments bi-
annually to capture lessons learned and best practices, reflect on them, and adjust
implementation as necessary. Assessments sought feedback on project performance from
partners, USAID, CSOs, IOAs, and staff. Key areas of project performance assessed
included:
1. Project planning
2. Contracts
3. Cost management
4. Client relations
5. Participation
6. Performance management
7. Attribution of impact
8. Communication
PAMOJA TWAJENGA FINAL REPORT | 40
Assessment testimonies and evidence extracted from AIMS assessments during the
project’s four years of implementation follow below:
Partner-driven communication. Almost every partner interviewed said
communication went very well between their organization and Pamoja Twajenga.
Advance notice. Nearly everyone interviewed was familiar with and appreciated the monthly communique, particularly the calendar of events providing
information about plans.
Engaging leadership for success. The project witnessed that partners with engaged
board members enjoyed more legitimacy in the changes they enacted in their
organizations. MAT, PELUM, and ZLSC all referenced their boards.
Cluster targeted training. Group training offerings and one-on-one mentoring both received very positive reviews. Many organizations esteemed mentoring was
where real value was added through targeted capacity building.
Two-way communication. Overall, partners expressed their satisfaction with
communication methods and tools employed by Pamoja Twajenga. Partners
often cited having a primary point of contact with the project as a significant
benefit, such as the organizational development specialist as shown in the
organizational chart.
EXHIBIT 7. PAMOJA TWAJENGA ORGANIZATIONAL STRUCTURE
PAMOJA TWAJENGA FINAL REPORT | 41
Roles and responsibilities. The AIMS assessment reinforced the message that
Pamoja Twajenga aimed to assist partners, but not to implement on behalf of
partners. During its last year, the project focused on ensuring sustainability of
the tools and resources provided to partners. Pamoja Twajenga guided partners on how to apply training and tool to new situations. For example, TAMWA
Mainland requested support to identify potential local donors to mitigate
decreasing amounts of international funding.
Sharing training. Ultimately, Pamoja Twajenga served as a large scale TOT project
that built the capacity of counterparts and that of other organizations working
toward improved accountability and livelihoods for the people of Tanzania. At
the project’s end, many partners had begun administering support to
subgrantees and partners on tools such as the OCA and CDP, and on strategic
planning, and resource mobilization.
Feedback. Most partners provided positive reviews on the quality and level of support received from Pamoja Twajenga. Partners observed that every tool or
training received was necessary, and that recommendations were implemented
in real time, such as strategic planning, board governance, or finance policy
manual use. The most consistent feedback was that although Pamoja Twajenga
denied some support requests, the project responded to the majority of partner
needs, adjusting to address communications capacity or benchmark monitoring
tools.
POOL OF SKILLED TRAINERS AND SERVICE PROVIDERS
In addition to mapping dialogue platforms and forums on good governance and
accountability that exist in Tanzania, Pamoja Twajenga identified a group of skilled
trainers and service providers to provide technical assistance to CSOs and IOAs beyond
the life of the project. Pamoja Twajenga provided training and mentoring to partners, all
geared to improving their sustainability.
PAMOJA TWAJENGA FINAL REPORT | 42
SECTION THREE
RECOMMENDATIONS GOING
FORWARD
We provide recommendations below for organizations to continue their institutional
strengthening following Pamoja Twajenga’s conclusion. Partners should seek to:
Continue to conduct annual or periodic assessments of their core institutional capabilities to ensure continual improvement and reflection on lessons learned
Revise their CDPs as needed to identify inventions they can lead directly or with the
support of other donors. This document should be a living tool that can serve as a
master plan of technical assistance needs and provide donors the confidence that
efforts are not duplicated and are synchronized and directly link to results
Review their field work to identify successes, opportunities to scale, and areas needing revision
Develop tools for data collection to monitor and capture quality advocacy efforts
Continue to provide support to staff through training and on-the-job mentoring, including encouraging senior leadership and/or board to provide training or
“learnbites,” and knowledge lessons so staff continue to grow and learn across a
cadre of subject matters
Identify reasonable targets as part of their M&E plans, including logical goals under
resource mobilization
Integrate gender and resource mobilization as part of a continuous process and topic discussed with staff and the board to capitalize on opportunities as they arise
Orient new and existing board members on their role in fundraising and providing
support and oversight of the executive director
Engage with other CSOs and partners to map out donors’ various reporting
requirements and share tips and experiences
Consider developing coalitions around specific topics and seek joint-funding when possible
Identify opportunities for self-financing initiatives such as offering space or
developing and providing services for a fee
Develop communication tools targeting donors to keep them informed and to increase funding opportunities
Develop and share success stories on USAID website and social media for visibility
and recognition
PAMOJA TWAJENGA FINAL REPORT | 43
SECTION FOUR
FINANCIAL STATUS OF THE PAMOJA
TWAJENGA CONTRACT
With Pamoja Twajenga’s conclusion in July 2017, we capture below the financial status
with the original contract ceiling, obligated funds, amounts invoiced, and remaining
funds.
Line Item Contract Budget Obligated
Funds
Spent to Date
(through May 2017) Funds Remaining
Labor $ 1,620,141 $ 1,657,458 $ 37,317
Fringe Benefits $ 911,017 $ 962,040 $ 51,023
Consultants $ 225,461 $ 247,644 $ 22,183
Transportation and Allowances $ 703,745 $ 578,388 $ 125,357
Equipment $ 96,346 $ 110,378 $ 14,032
Subcontracts $ 747,218 $ 430,078 $ 317,140
Other Direct Costs and Training $ 1,170,704 $ 1,055,423 $ 115,281
Overhead $ 1,503,102 $ 1,559,239 $ 56,137
General and Administrative $ 354,618 $ 390,134 $ 35,516
Total Estimated Cost $ 7,332,352 $ 6,990,781 $ 341,571
Fixed Fee $ 505,199 $ 483,465 $ 21,734
Total: $ 7,837,551 $ 7,737,551 $ 7,474,246 $ 363,305
PAMOJA TWAJENGA FINAL REPORT | 44
ANNEX A. SUCCESS STORIES
Pamoja Twajenga Builds CSO Procurement Capacity
“The technical assistance we received from Pamoja Twajenga has provided our staff and board members with a solid understanding of best procurement practices, and we have already developed a comprehensive financial manual that guides PELUM’s financial and procurement processes for effective transparency and accountability among our staff.”
Donati Alex Senzia, Country Coordinator, PELUM Tanzania
Photo: Pamoja Twajenga
PELUM Tanzania staff attending one of the technical assistance workshops organized by USAID’s Pamoja Twajenga.Project.
Participatory Ecological Land Use Management (PELUM) Tanzania is an NGO founded in 1995 to promote ecological land use management through networking, learning, and advocacy. In 2013, PELUM began implementing the USAID Citizens Engaging in Government Oversight in the Agriculture Sector (CEGO) project, aimed at improving citizen participation in village land oversight across 30 villages located in the Iringa, Dodoma, and Morogoro regions.
Based on the results of a USAID pre-award survey, PELUM recognized that it had room to grow in procurement best practices. The survey findings showed PELUM had not set criteria for tendering or competitive quotations, and it had single source quotations that did not adequately address competitiveness and reasonableness of prices in procurement of goods and services. PELUM’s low score for procurement systems highlighted its potential to face challenges managing USAID funds.
“Before we were awarded the CEGO project, our organization’s policy on procurement was not adequately documented due to a lack of knowledge on issues such as tendering option, initiation of tenders, evaluation, selection of tenders, and control over procurements,” noted PELUM Country Coordinator Donati Alex Senzia.
To address these gaps, Pamoja Twajenga provided tailored technical assistance to PELUM. This assistance to PELUM’s organizational development contributed to Pamoja Twajenga’s goal of helping Tanzanian citizens hold government more accountable. After working closely with Pamoja Twajenga, PELUM staff reported a dramatically improved understanding of procurement procedures, and staff developed new financial management and procurement policy manuals.
Radio Talk Shows an Avenue for Public Information and Accountability of Public Resources
Photo: Pamoja Twajenga
Abel Majiko (left) explaining a point on citizens
engaging with ethics issues through radio talk shows
to Pamoja Twajenga and Ethics Secretariat staff in Dodoma.
“You know this issue of revealing
those who are misusing our
resources is not an easy one, it
needs boldness and well
informed citizens”
-Abel Majiko, a charcoal cook ing stove
seller in Dodoma.
For average Tanzanian citizens, access to public information had long constituted a luxury. Inadequate availability of information on
use and distribution of public resources has contributed to lack of government officials' accountability to the public. With help from Pamoja Twajenga, the President's Office Ethics Secretariat helped increase access
to public information through community radio talk shows. The shows, begun in 2015, offered citizens information about the function of the Ethics Secretariat’s mandate and the Public Leadership Code of Ethics Act,
designed to hold public officials to ethical standards of conduct and to promote dialogue. By the project's end, 42 radio shows were conducted in the Dodoma, Iringa, Mtwara, Morogoro, and Dar es Salaam regions, allowing
an enhanced watchdog role for civil society. For instance, broadcasts featured a representative from the
Ethics Secretariat, giving listeners the opportunity to call in and ask questions about the management of public resources and the Public Leadership Code of Ethics Act. In one month, 47 listeners called and
engaged in discussions with government officials. Abel Simon Meso Majiko, a seller of charcoal cooking stoves at Dodoma
market, participated in the community radio talk shows to reach more citizens for improved accountability of public resources and increased access on information related to the Public Leadership Code of Ethics Act.
“During the one month radio show I have learnt a lot. Some of the listeners who managed to take note of my mobile phone number which I shared after asking questions to the radio show presenter, send me text messages
or call to commend me for having represented them in asking questions which they wanted to be asked,” said Majiko. As a way forward, Majiko suggested that the Ethics Secretariat come up with a more robust
public outreach program for increased awareness of citizens’ role in holding public leaders accountable. The Ethics Secretariat is one of three institutions of accountability supported by Pamoja Twajenga. Pamoja Twajenga also worked with selected CSOs to help them increase their capacities and
government oversight functions.
Photo: Pamoja Twajenga
Social Accountability Monitoring Teams Increase Accountability in Public Resource Spending
For everyday people in Tanzania's towns and villages, holding public leaders in the health sector accountable is not a common practice. Furthermore, people living with HIV/AIDS have not had a strong or consistent representation in advocating good governance, responsiveness, and accountability in the HIV response.
Pamoja Twajenga conducted Social Accountability Monitoring (SAM) training for staff of the National Council for People Living with HIV and AIDS (NACOPHA). The training included information on data collection, analysis, and reporting with the aim of helping local government authorities (LGAs) and citizens engage in decision-making on the use of resources spent. Following the training, NACOPHA passed on its knowledge, training civil society organizations working in HIV response, religious leaders, councilors, and people living with HIV in the Mtwara, Dodoma, Shinyanga, Iringa, Njombe, Ruvuma, Mbeya, Dar es Salaam, and Morogoro regions.
Elieth Musikampingo, a nurse at Kibaigwa Health Centre,
shows the completed women’s ward at the health facility.
“We didn’t know what to do. We needed the labor ward for women in Kibaigwa, but we didn’t have it. Women were giving birth in not very
good environments,” Mghanga Gabriel, Kibaigwa ward executive officer
Through this training, the Iringa Municipal Council established and trained a SAM team in 2015. Using skills from the training, the SAM team began monitoring two local government authority departments in Iringa, the Department of Health and the Department of Community Development. The team reviewed and analyzed annual work plans and implementation reports, analyzing decisions made regarding health and community development spending. Following this review, the team prepared a feedback report and presented it to the departments. Community members also received access to the report, encouraging their right as citizens to know about and understand the use of resources.
In October 2015, NACOPHA organized a feedback meeting with the Iringa
Municipality, including 32 stakeholders from the Iringa SAM team, the Mtwara and Mara SAM team, USAID, Pamoja Twajenga, the Iringa local government authority, and civil society members.
Christopher Kanzugala, the Iringa SAM team secretary, commented on how training offered through Pamoja Twajenga improved citizen-government interactions.
“The training on social accountability monitoring (SAM) helped us to know how resources are utilized in a government department. We are able to hold the LGA personnel accountable,for example, for the unfinished construction of a block fence for the Ipogolo Health Centre."
Mr. Kanzugala added, "Through the SAM team, we were able to observe many more issues that needed clarification from the LGAs.”
For their part, local government officials who attended the meeting offered clarification on issues raised by the Iringa SAM team's report. The Iringa District medical officer, Dr. May Alexander affirmed to the SAM team that Iringa government officials planned to support more analysis and welcomed monitoring of other departments in the district.
Organizational Capacity Assessment Strengthens the Medical Association of Tanzania
Photo: Pamoja Twajenga
Dr. Sophia Matzunguluka (second right) a member of
MAT, during a free community service event by
MAT doctors in Dodoma Nane Nane grounds in
August 2015.
“MAT is now ready to implement
health related projects on its own or
as a lead partner with other
development organizations,” Moses
Kidew, Chief Executive Officer for
Medical Association of Tanzania
(MAT)
The Medical Association of Tanzania (MAT) was founded more than 50 years ago, but lacked a functioning organizational structure or independent office for decades. With a membership of 2,000 doctors in Tanzania, MAT had a history of serving as a co-partner in important health-related projects working with the government of Tanzania, donors, and other partners on health policies and interventions in the country.
MAT’s chief executive officer, Moses Kidew, described the resource and operational challenges MAT was facing, “Doctors have technical skills, not necessarily organizational skills. There was a need for a structured organization to be fully functional.” To address these challenges, Pamoja Twajenga began working with MAT in 2013 to strengthen its institutional systems, first conducting an organizational capacity assessment (OCA), and then establishing a capacity development plan with a series of capacity building interventions accompanied by mentoring, coaching, and follow up to track progress. Pamoja Twajenga used the OCA, a tool to assess grantees and build their capacity, with the aim of making them stronger and more effective entities for the long term. MAT ’s OCA yielded a primary recommendation to establish a secretariat. MAT implemented that recommendation in 2013, setting up a secretariat with a chief executive officer and a program assistant based in Muhimbili National Hospital in Dar es Salaam. The project then began a mentorship program on resource mobilization, training three MAT officials on fundraising and financial sustainability. “After the training, we realized we can be able to mobilize resources for MAT for our sustainability,” said Mr. Kidew. MAT members agreed to create a savings and credits cooperative society (SACCOS). The member doctors agreed on a scheme for each member to contribute monthly, thus allowing members to save and borrow from the cooperative. By Pamoja Twajenga’s end, MAT had entered into the process of registering the SACCOS with the government of Tanzania.
PAMOJA TWAJENGA FINAL REPORT | 45
ANNEX B. ACTIVITIES Mentoring, coaching, and training activities during Pamoja Twajenga
Name of Training Year Organizations/Institutions
involved/trained F M Total
USAID Grants
management Rules
and Regulations
training
(Understanding your
Award) - CSOs
2013 SFCG, TAMWA and RWSWH 3 1 4
USAID Grants
management Rules
and Regulations
training
(Understanding your
Award) - IOAs
2013 ES, PPRA & NAOT 4 4 8
USAID Grants
management Rules
and Regulations
training
(Understanding your
Award) - CSOs
2014 NACOPHA,WCSA, PELUM, LEAT
& TACOSODE 8 6 14
Procurement
Training
2014 PELUM 2 3 5
LEAT/AAC 4 4 8
NACOPHA/WCSA 3 3 6
M&E Training
Workshop 2014
LEAT, TACOSODE, PELUM,
NACOPHA, PPRA, NAOT, ES,
(Re)claim, TAMWA, and SFCG
12 9 21
Work Plan
Development
2014 ES and NAOT 7 7 14
NACOPHA 5 2 7
TACOSODE 2 4 6
LEAT 5 5 10
PELUM 3 9 12
Sub Grants
Management and
Cost
Share/Allocation
Training
2014 NACOPHA, WCSA, PELUM, LEAT,
TACOSODE, HDT, AAC and ES 5 13 18
Financial
Management Training - AAC
2014 AAC 2 2 4
Advocacy and
Communication
Training
2014 PELUM,ES, LEAT, WCSA and
NACOPHA 6 2 8
Work Plan
Development Skills 2014 ES 3 2 5
PAMOJA TWAJENGA FINAL REPORT | 46
Name of Training Year Organizations/Institutions
involved/trained F M Total
(through learning by
doing)
PPRA Work Planning 2014 PPRA and Pamoja Twajenga 2 1 3
Work Plan
Development Skills
(through learning by
doing)
2014 PPRA 4 6 10
CSO Partners Year 2
Work plan
development
2014 LEAT, TAMWA, TACOSODE,
NACOPHA, PELUM, NAOT, ES 16 16 32
Annual Work plan
development training 2014
MAT, HDT, ZLSC, RWSWL, RUDI,
WCSA, TAMWA, PT 10 11 21
Baseline Report
Writing Training 2014
TACOSODE, PELUM, LEAT, PT,
CHEMONICS,TAMWA 7 3 10
Organizational
Capacity Assessment
training for Grantees
2014
TACOSODE, PELUM, LEAT, PPRA,
PT, CHEMONICS ,NACOPHA,
TAMWA
8 8 16
Training on
Organizational
Resources
Mobilization
2015 AAC, PT, HDT, ES, ZLSC,
TAMWA, MAT, PELUM, WCSA 11 11 22
Gender and Social
Inclusion training 2015
TAMWA, WCSA, NACOPHA,
RUSWAH, PT, AAC 12 6 18
Monitoring and
evaluation Joint
meeting
2015
MAT, WCSA, ZLSC, ESRD,
TAMWA-ZNZ, RUDI, (Re)claim,
TACOSODE, HDT, NACOPHA,
WCSA, PPRA, NAOT, ES
15 16 31
Grants and sub-
grants management
Handbook trainings
2015 TACOSODE, WILDAF, LEAT,
PELUM, NACOPHA 10 7 17
Participatory Review
and Strategy for
Implementing ES
Year 2 Work Plan
2015 ES Staff 9 15 24
Social Accountability
Monitoring (SAM) 2015 PELUM, WILDAF, NACOPHA 9 8 17
NACOPHA&WCSA
board meeting 2015 NACOPHA & WCSA Board 8 8 16
SAM training 2015 PELUM, WILDAF, NACOPHA,
CPW 9 7 18
Data Use Training 2015 TACOSODE, PELUM, LEAT, PPRA,
TAMWA 13 11 24
Public Outreach
Materials
Development
2015 ES Staff 6 10 16
PAMOJA TWAJENGA FINAL REPORT | 47
Name of Training Year Organizations/Institutions
involved/trained F M Total
WILDAF work plan
Development
Training
2015 WILDAF 5 8 13
Integrated Training
on Deepening
Decentralized
Implementation of ES
Year 2 Work Plan to
ES Zonal Offices staff
2015 ES 7 11 18
Fund raising
&Financial
Sustainability
2015
MAT, HDT, ZLSC, AAC, MAT,
(Re)claim, LEAT, NACOPHA,
RUDI, WCSA,TAMWA
14 13 27
Commemoration of
International Women
Day
2015 WILDAF, TAMWA, NACOPHA,
WCSA 5 12 17
All Pamoja Twajenga
Learning Event 2015
MAT, WCSA, ZLSC, ESRF,
TAMWA-ZNZ, RUDI, (Re)claim,
TACOSODE, HDT, NACOPHA,
WCSA, PPRA, NAOT, ES
24 28 52
Governance Training
and Workbook
Development (one
on one Sessions)
2015 TACOSODE, WILDAF, LEAT,
PELUM, NACOPHA 17 20 37
Governance
Workshop for CSOs
Board members and
Executive Directors
2015 TACOSODE,WILDAF, LEAT,
PELUM, NACOPHA 17 17 34
NACOPHA Work
Plan Training 2015 NACOPHA, WCSA 8 8 16
TACOSODE Work
plan Training 2015 TACOSODE 5 8 13
Integrated M&E
System for Ethics
Secretariat (ES)
2015 ES Staff 5 15 20
Advocacy Strategy
Development 2015
TACOSODE, PELUM, LEAT,
TAMWA 5 11 16
Participatory Meeting
for Issue Based Dialogue
2015 TACOSODE, PELUM, LEAT, PPRA,
TAMWA, NAOT, NACOPHA 6 5 11
ES 7 6 13
LEAT 7 4 11
NACOPHA 7 5 12
PPRA 7 8 15
PAMOJA TWAJENGA FINAL REPORT | 48
Name of Training Year Organizations/Institutions
involved/trained F M Total
PELUM 7 5 12
TACOSODE 7 3 10
WiLDAF 7 2 9
NAOT 6 5 11
All Partners Learning
Event 2015 All Pamoja Twajenga partners 22 45 67
Advocacy Boot camp 2015 CSO grantee partners 6 7 13
Succession Plan
Development
Training
2016 All Pamoja Twajenga supported
CSOs partners 15 17 32
Guide for Grassroots
Monitors Training 2016 PPRA, CSOs in the regions 11 15 26
Strategic Plan
Development
Training
2016 All Pamoja Twajenga supported
CSOs partners 21 20 41
Advocacy Boot
Camp 2016 CSO grantee partners 6 6 12
National Issue-Based
Dialogue 2016
CSOs, IOAs, and other
stakeholders 23 50 73
Round Table Meeting 2016 HDT 2 3 5
Governance
Workshop 2016 CSOs 19 16 35
Communication
Strategy
Development
2016 (Re)claim 1 2 3
TAMWA ZNZ 4 0 4
(Re)claim 0 4 4
PELUM 2 3 5
MAT 1 0 1
TAMWA ZNZ 2 0 2
Advocacy Strategy
Development 2016
All Pamoja Twajenga supported
CSOs partners 5 7 12
Advocacy Boot
Camp 2016 Grantee CSO partners 7 7 14
PAMOJA TWAJENGA FINAL REPORT | 49
Name of Training Year Organizations/Institutions
involved/trained F M Total
Success Story
Development 2016
Pamoja Twajenga Direct Grantee
CSO partners 7 1 8
Benchmarking
Accountability 2016
8 LGAs i.e. Kilolo DC, Mafinga DC,
Morogoro DC, Regional
Administrative Secretary for Iringa,
Mtwara MC, Masasi DC, Iringa
Municipal Council and PPRA staff
5 11 16
Gender Mainstraming
TOT 2016 ES 8 10 18
Advocacy Strategy
Development 2016
(Re)claim, TAMWA Zanzibar and
ZLSC 7 6 13
USAID Project close
out session 2016 Grantee CSO partners 4 9
Training on Public
relation outreach
stratergy
2016 Ethics secretariat 4 6 10
Stakeholders meeting
on the client service
Charter
2016 Ethics Secretariat, CSOs, public
institutions and government officials 11 17 28
M&E session on
strategic plan 2016
CWMAC, E&D, HDT, LEAT, MAT,
NACOPHA, PELUM, TACOSODE,
TAMWA DSM, WCSA and
WiLDAF
11 9 20
M&E session on
strategic plan 2016
(Re)claim, TAMWA Zanzibar and
ZLSC 5 3 8
Gender and Social
Inclusion
2016 ES 7 6 13
LEAT 7 4 11
NACOPHA 7 5 12
PPRA 7 8 15
PELUM 7 5 12
TACOSODE 7 3 10
WiLDAF 7 2 9
NAOT 6 5 11
All Partners Learning
Event 2016 All Pamoja Twajenga partners 22 45 67
Advocacy Boot
Camp 2016 CSO grantee partners 6 6 12
National Issue-Based
Dialogue 2016
CSOs, IOAs, and other
stakeholders 23 50 73
Round Table Meeting 2016 HDT 2 3 5
Governance
Workshop 2016 CSOs 19 16 35
Advocacy Boot
Camp 2016 Grantee CSO partners 7 7 14
PAMOJA TWAJENGA FINAL REPORT | 50
ANNEX C. QUANTITATIVE COMPARISON OF
PROJECT ACCOMPLISHMENTS
Actuals
Reference
No. Indicator Name Targets Y1 Y2 Y3 Y4
LOP
Achievement
Notable
Comments
Indicator 1
1. Score, in percent, of
combined key areas of
organization capacity among
U.S. government direct and
indirect local implementing
partners (Standard Indicator,
outcome).
Yr 1: 5%
Yr 2: 20%
Yr 3: 30%
Yr 4: 50%
LOP: 50%
Baseline
completed
24.5% for
CSO
partners
37.42% for
CSO
partners
16.69% for
IOAs
partners
44.47% for
CSO partners
20.5% for
IOAs
partners (ES
only)
44.47% for CSO
partners
In Y1, the baseline was established. This
comprises OCA
(CSOs) and GICA
(IOA) scores. For the
GICA, the Ethics
Secretariat was the
only IOA to complete
one in Y4 resulting in
a 20.5% improvement.
Note that some
organizations started
at a higher level of
capacity than others,
so their change over
time is not as
substantial. Despite
high performers such
as AAC and TAMWA
Zanzibar,
organizations with
lower percentage
improvements
brought down the
total average percent
improvement.
PAMOJA TWAJENGA FINAL REPORT | 51
Actuals
Reference
No. Indicator Name Targets Y1 Y2 Y3 Y4
LOP
Achievement
Notable
Comments
Indicator 2
2. Proportion of total targeted
Pamoja Twajenga supported
organizations meeting their
annual proposed benchmarks
for specific categories of
institutional strength
development (Outcome,
Components 2).
Yr. 1: 2/11
(18%)
Yr 2: 5/16
(31%)
Yr 3: 10/18
(55%)
Yr 4: 14/18
(77.7%)
LOP: 14/18
(77.7%)
15% 50% 9/17 (52.9%) 2/13 CSO
(15%) *
CSO: 100% **
(14/14)
IOA: 0% (0/3)
Total: 77.7%
(14/18)
13 CDP benchmarks
were tracked in Y4.
*SOMA and
NACOPHA did not
report on CDP
benchmarks in Y4.
With a shortened Y4
reporting period
(October 2016 to May 2017), CSOs are in
the process of
working on
benchmarks but have
not completed them
as of the date of the
final report.
** LOP -> All CSOs
completed more than
50% of total number
of individual CDP
benchmarks over the
course of project
engagement. Per the
approved definition in
the PIRS, organizations
meeting 50% or more
of their CDP
benchmarks are
counted.
Indicator 3
3. Proportion of Pamoja
Twajenga-supported grantees
in substantial compliance with
USAID procurement
requirements (Outcome,
Components 2).
Yr 1: 2/7
(28.5%)
Yr 2: 5/8 (63%)
Yr 3: 6/8 (75%) Yr 4: 8/8 (100%)
LOP: 8/8 (100%)
23% 63% 7/8 (87.5%) 5/6 (83.3%)
5/6 (83.3%)
CSOs were 5/5 or 100%
This indicator tracks
five CSO partners and
three IOA partners.
Note that two IOAs
were no longer
engaged during Y4.
The five other
partners (4 CSOs and
I IOA) were
consistently
performing across all
indicators. (all 5 CSOs
PAMOJA TWAJENGA FINAL REPORT | 52
Actuals
Reference
No. Indicator Name Targets Y1 Y2 Y3 Y4
LOP
Achievement
Notable
Comments
were compliant).
Indicator 4
4. Proportion of Pamoja
Twajenga supported grantees
in substantial compliance with
USAID financial management
requirements (Outcome,
Components 2).
Yr 1: 2/7
(28.5%)
Yr 2: 5/8 (63%) Yr 3: 6/8 (75%)
Yr 4: 8/8 (100%)
LOP: 8/8 (100%)
23% 50% 5/8 (62.5%) 4/6 (66.6%) 4/6 (66.6%)
This indicator tracks
five CSO partners and
three IOA partners.
The five partners (four
CSOs and one IOA)
were consistently
performing across all
indicators. (four out of
five CSOs were
compliant with the
exception of
NACOPHA).
Indicator 5
5. Proportion of Pamoja
Twajenga-supported grantees
in substantial compliance with
USAID reporting
requirements (Outcome,
Components 2).
Yr 1: 2/7
(28.5%)
Yr 2: 5/8 (63%)
Yr 3: 6/8 (75%)
Yr 4: 8/8 (100%)
LOP: 8/8 (100%)
23% 63% 6/8 (75%) 5/6 (83.3%)
5/6 (83.3%)
CSOs were 5/5
or 100%
One CSO
(NACOPHA) was not
able to provide timely
data. Two IOAs
(NAOT and PPRA)
were no longer
engaged in Y4; one
CSO (NACOPHA)
was not able to
provide timely data.
The five other
partners (four CSOs
and one IOA) were
consistently
performing across all
indicators. (all five
CSOs were
compliant).
Indicator 6 6. Number of Pamoja
Twajenga-supported
Yr 1: 5
Yr 2: 11 0 6 5 2 12
Over the life of the
project, 12 individual
PAMOJA TWAJENGA FINAL REPORT | 53
Actuals
Reference
No. Indicator Name Targets Y1 Y2 Y3 Y4
LOP
Achievement
Notable
Comments
organizations demonstrating
improvement on gender
action sections in their CDPs
(Outcome, Components 1, 2,
and 3).
Yr 3: 18
Yr 4: 18
LOP: 18
CSOs completed
benchmarks from
Gender Action
Sections of the CDPs.
Despite program
emphasis through
training and coaching,
gender was not given
priority in implementation by
partners.
Indicator 7
7. Percent change in overall
scores of advocacy skills of
Pamoja Twajenga supported
organizations (Outcome).
Yr 1: 10%
Yr 2: 17%
Yr 3: 50%
Yr 4: 75%
LOP:75%
-- 35% 53% 65.25% 65.25%
LOP Achievement is
an average of all
supported
organizations. Organizations which
did not perform well
over LOP brought the
average down despite
high performance by
TACOSODE and
AAC (whose
percentage
improvement was
over 100 percent
from baseline).
Indicator 8
8. Number of selected CSOs
accessing mentorship services
in targeted regions (Output).
Yr 1: 8
Yr 2: 15
Yr 3: 23
Yr 4: 35
LOP: 35
9 1 11 1 13
The project supported
15 CSO partners in
Y4.
PAMOJA TWAJENGA FINAL REPORT | 54
Actuals
Reference
No. Indicator Name Targets Y1 Y2 Y3 Y4
LOP
Achievement
Notable
Comments
Indicator 9
9. Percent of Pamoja Twajenga
supported organizations that
have stronger outreach
activities to men and women
(Outcome).
Yr 1: 10%
Yr 2: 17%
Yr 3: 51%
Yr 4: 70%
LOP: 70%
0% 7.1% 44% 7.1% (1/13) 50% (7/14)
Seven CSOs
completed stronger
outreach activities
over the course of the
project. Despite
program emphasis
through training and
coaching, other
priority areas were given attention over
gender during
implementation by
partners.
Indicator 10
10. Number of selected CSOs
that have received targeted
technical support for capacity
development and institutional
strengthening (Output).
Yr 1: 8
Yr 2: 15
Yr 3: 14
Yr 4: 14
LOP: 14
9 14 15 15 15
Indicator 11
(Discontinu
ed)
Average percent change in
index score of Pamoja
Twajenga-supported CSOs
around using GOT-produced
information for advocacy
This indicator was replaced at the end of Year 2 with USAID concurrence as part of our revised and approved PMEP.
Indicator 11
(Current)
Number of Pamoja Twajenga-
supported organizations using
government of Tanzania-
produced information for
advocacy (Outcome).
Y1: 1
Y2: 3
Y3: 8
Y4: 14
LOP: 14
N/A 14 14 14
PAMOJA TWAJENGA FINAL REPORT | 55
Actuals
Reference
No. Indicator Name Targets Y1 Y2 Y3 Y4
LOP
Achievement
Notable
Comments
Indicator 12
12. Number of Pamoja
Twajenga-supported CSOs
and IOAs reporting
constructive engagement
during each quarter
(Outcome).
Yr 1: 4
Yr 2: 10
Yr 3: 18
Yr 4: 18
LOP: 18
0 3 18 15 18
LOP Achievement
notes that all 18
unique supported
organizations at some
point reported
constructive
engagement.
Indicator 13
13. Number of publishable
stories per year that support
qualitative outcome data
provided to USAID (Output).
Yr 1: 2
Yr 2: 2
Yr 3: 2
Yr 4: 2
LOP: 8
2 5 3 1 11
The project exceeded
its LOP target by
contributing additional
success stories.
Indicator 14
14. Number of activities
conducted by IOAs to address
gender concerns (Output).
Yr 1: 3
Yr 2: 4
Yr 3: 4
Yr 4: 4
LOP: 15
0 1 1 1 3
This indicator
addresses IOA to IOA engagement. This was
not a priority of IOAs
and in responding to
their priorities,
Pamoja Twajenga
shifted to support
other priority areas
such as issue-based
dialogues. Despite
program emphasis
through training and
coaching, gender was
not given priority in
implementation by
partners.
PAMOJA TWAJENGA FINAL REPORT | 56
Actuals
Reference
No. Indicator Name Targets Y1 Y2 Y3 Y4
LOP
Achievement
Notable
Comments
Indicator 15
15. Percent of citizen-
identified issues in the
complaint register acted upon
by partner IOAs (Outcome).
Yr 1: 4%
Yr 2: 8%
Yr 3: 15%
Yr 4: 20%
LOP: 20%
0% 72.7%
99.2%*
(*Project
received an
updated
report from
ES which
updated
figures from
Y3 from previous
42.5% to
99.2%)
71% 86.70%
As Pamoja Twajenga
engaged with our
Ethics Secretariat,
they increased efforts
to analyze and
respond to citizen
complaints at a faster
pace than originally
anticipated.
Indicator 16
16. Number of joint meetings
of targeted IOAs held
(Outcome).
Yr 1: 3
Yr 2: 6
Yr 3: 12
Yr 4: 20
LOP: 41
4 5 12 1 22
This indicator
addresses IOA to IOA
engagement. However
given USAID's
programmatic
guidance, we shifted
support to CSOs.
Indicator 17
17. Percent of IOA
communication strategy
benchmarks met (Outcome).
Yr 1: 10%
Yr 2: 25%
Yr 3: 50%
Yr 4: 75%
LOP: 75%
0 41.70% 55.55% 0%* 71.43%
The total number of
IOA communication
strategy benchmarks
to be completed was
14, of which the IOAs
accomplished 10.
'Pamoja Twajenga's
engagement with IOAs
shifted in Y4. Thus
71.4% represents the
LOP achievement of
all planned
communication
benchmarks.
*Note indicators including IOAs reflect that two IOAs were not engaged during Y4 (Indicators 1, 2, 3, 4, 5, 12, 14, 15, 16, and 17).
PAMOJA TWAJENGA FINAL REPORT | 57
PAMOJA TWAJENGA IMPACT
PAMOJA TWAJENGA FINAL REPORT | 58
ANNEX D. RELEVANT
TECHNICAL REPORTS AND
INFORMATION PRODUCED
Name of Deliverable/Report Type of Publication Date of Publication
Issue-Based Dialogue Mapping Assessment
Report
Technical
assessment/analysis/report 11-Nov-14
CSO Grantees Year 2 Workplan
Workshop Report
Training materials 8-Dec-14
Baseline Report Writing Training Report Training materials 10-Dec-14
Learning Event Report Technical
assessment/analysis/report 10-Dec-14
Grantees OCA Training Report Training materials 11-Dec-14
ES Zonal Visit Report Technical
assessment/analysis/report 14-Jan-15
GESI Report Training materials 20-Jan-15
Pamoja Twajenga Year 1 Annual Report Technical
assessment/analysis/report 21-Jan-15
Non-grantees Workplan Training Report Training materials 23-Jan-15
Project workplans Work Plans Annual
Success Stories Technical
assessment/analysis/report Periodic
Pamoja Twajenga Sustainability Plan Technical
assessment/analysis/report 3-Feb-15
Pamoja Twajenga Draft Grantee Handbook
and Annexes
Training materials 11-Feb-15
PT GESI and Advocacy Skills Training
Report
Training materials 20-Mar-15
PT Resource Mobilization Training Report Training materials 20-Mar-15
PT Joint M&E Training Report Training materials 13-Apr-15
Pamoja Twajenga Advocacy and
Communications Training Report PELUM
Training materials 6-May-15
Pamoja Twajenga ES Public Outreach
Training Report
Training materials 18-May-15
LEAT Grantee Compliance Checklist Training materials 19-May-15
PELUM Advocacy Capacity Progress
Report
Technical
assessment/analysis/report 1-Jun-15
Good Governance Training Report Training materials 3-Jun-15
Pamoja Twajenga List of Potential Trainers Technical
assessment/analysis/report 29-Jun-15
Pamoja Twajenga SAM Training Report Training materials 1-Jul-15
Resources Mobilization Mentoring Report Training materials 23-Jul-15
Fundraising Capacity Building Support
Report
Training materials 28-Jul-15
Pamoja Twajenga Evaluation of Y2 Results
Report
Evaluation 30-Sep-15
Pamoja Twajenga Year 2 Annual Progress
Report
Technical
assessment/analysis/report 31-Oct-15
Evaluation of Y2 Results Evaluation 30-Oct-15
PAMOJA TWAJENGA FINAL REPORT | 59
Name of Deliverable/Report Type of Publication Date of Publication
Succession Plan Training Report Training materials 10-Feb-16
Guide for Grassroots Monitors Training materials 29-Feb-16
ED Readership Site Visit Report Technical
assessment/analysis/report 1-Jun-16
Succession Planning Final Report Technical
assessment/analysis/report 21-Jun-16
Board Governance Training Report Training materials 27-Jul-16
Advocacy Strategy Development Training
Report
Training materials 27-Jul-16
WCSA Participation-Advocacy Strategy
Development Training Report
Training materials 28-Jul-16
WCSA Participation-Board Governance
Training Report
Training materials 28-Jul-16
MAT Participation-Advocacy Strategy
Development Training Report
Training materials 28-Jul-16
Advocacy Mentoring Report Training materials 27-Sep-16
Pamoja Twajenga Year 3 Annual Progress
Report
Technical
assessment/analysis/report 31-Oct-16
Pamoja Twajenga Evaluation of Y3 Results
Report
Evaluation 31-Oct-16
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