THE FOUNDATION FOR CIVIL SOCIETY

ANNUAL REPORT 2007

THE FOUNDATION FOR CIVIL SOCIETY

Five Years ofBuilding Capacity of

Civil Society in Tanzania

| Annual Report 2007 |

Five Years of Building Capacity of Civil Society in Tanzania

VisionTo become a sustainable model of excellence that contributes to the development of a vibrant, creative, imaginative and effective civil society that enables citizens to engage in the democratic process, promote human rights and contribute to poverty reduction and a better quality of life for all Tanzanians.

MissionTo provide grants and other capacity building support to civil society organisations to enable citizens including the vulnerable and poor (economically disadvantaged) to:

n Access information and understand their rights, laws and policies

n Engage effectively in policy monitoring and dialogue on poverty reduction

n Contribute to social development and to constructively hold the government and private sectors to account on matters of social development.

ValuesThe Foundation is committed to the following values:

n Fair We will be open, transparent and honest. We will com-

municate clearly all that we do whilst adhering to confi-dentiality protocols. We will work to ensure that our services are non discriminatory and hold the principles of equality at the heart of our work.

n Integrity The Foundation and its staff will practice and advocate

integrity, in all its forms, and in all of our activities. We will operate a policy of ’Zero Tolerance’ on all forms of corruption both internally and externally.

n Respect We will promote and practice a culture, where all who

come into contact with us are treated with professional-ism, courtesy and respect at all times. We will seek to empower all who are associated with the Foundation, in all of our activities.

n Quality We will promote pride by developing a practice and

culture based on quality, excellence and professionalism. We will seek consistently to attain and display high standards of reliability, efficiency and effectiveness.

n Learning We will create an environment in which we value learn-

ing and sharing of lessons learnt.

THE FOUNDATION FOR CIVIL SOCIETY LIMITED

(A company limited by guarantee)

COMPANY INFORMATION

31 DECEMBER 2007

PRINCIPAL PLACE OF BUSINESS AND REGISTERED OFFFICE

Haidery Plaza Building, 5th Floor

Upanga / Kisutu Street

P.O. Box 7192

Dar es Salaam

BANKERS

CRDB Bank Tanzania Limited

Tower Branch

P.O. Box 2302

Dar es Salaam

Tanzania

Standard Chartered Bank Tanzania Limited

International House branch

P.O. Box 9011

Dar es Salaam

Tanzania

LAWYERS

Adili Attorneys (Advocates)

P.O. Box 75839

Dar es Salaam

Tanzania

AUDITORS

Deloitte & Touche

P.O. Box 1559

Dar es Salaam

Tanzania

viiThe Foundation For Civil Society | Annual Report 2007 |

LIST OF ABBREVIATIONS .................................................................................................... x

MESSAGE FROM THE BOARD CHAIR ............................................................................... xi

MESSAGE FROM THE ExECUTIVE DIRECTOR .................................................................. xiii

WE ARE MAKING A DIFERENCE .......................................................................................... 1

OurPurPOse..................................................................................................................3

results.........................................................................................................................10

MakingaDifferencewhereitMattersMOst..................................................................15

GRANT MAKING SERVICES .............................................................................................. 25

abOutOurgrantMakingservices................................................................................27

tyPesOfgrantsPrOviDeD.............................................................................................27

OurPefOrManceDuringtheyear2007..........................................................................28

PerfOrMancestatisticsingrantsMakingfOrthePeriOD2003-2007............................31

tOuchinglives,givinghOPe........................................................................................35

CAPACITY STRENGTHENING SERVICES ........................................................................... 43

enhanceDOrganizatiOnal,ManagerialanDtechnicalcaPacity.........................................45

training.......................................................................................................................48

bringingabOuttransfOrMatiOn...................................................................................51

cOnDuciveenvirOnMentfOrcOnstructiveDialOgue......................................................57

PartnershiPsanDnetwOrking........................................................................................65

creatinglinkages.........................................................................................................68

wOrkingtOwarDsPOsitiveiMageOftherOleOfcsOs...................................................74

GOVERNANCE AND INSTITUTIONAL DEVELOPMENT ................................................... 81

reviewOfthegOvernancestructures............................................................................83

newMeMbersOfthefOunDatiOn...................................................................................84

newbOarDOfDirectOrs...............................................................................................84

staffinganDstaffDevelOPMent.....................................................................................84

newPOlicies...............................................................................................................87

FINANCIAL REVIEW .......................................................................................................... 91

OverrallfinancialPerfOrMancefOrtheyear2007........................................................93

financialreviewfOr2003-2007...................................................................................94

FINANCIAL STATEMENTS AND INDEPENDENT AUDITORS’ REPORT ............................. 95

rePOrtOftheDirectOrsfOrtheyearenDeD31DeceMber2007.......................................95

stateMentOfDirectOrs’resPOnsibilities..........................................................................97

incOMestateMentfOrtheyearenDeD31DeceMber2007................................................99

balancesheetasat31DeceMber2007........................................................................100

stateMentOfchangesinreservesfOrtheyearenDeD31DeceMber2007........................101

cashflOwstateMentfOrtheyearenDeD31DeceMber2007.........................................102

nOtestOthefinancialstateMentsfOrtheyearenDeD31DeceMber2007......................103

APPENDIX I: OrganisatiOnsfunDeDintheyear2007 ...................................................... 112

APPENDIX II: MeMbersasat31stDeceMber2007 ............................................................. 127

APPENDIX III: bOarDOfDirectOrsasat31stDeceMber2007 ............................................ 128

APPENDIX IV: secretariatasat31stDeceMber2007 .......................................................... 129

TABLE OF CONTENTS

Tab

le

of

Co

nT

en

Ts

2007 in Pictures...

...2007 in Pictures

� | Five Years of Building Capacity of Civil Society in Tanzania |

ANGONET - Arusha NGO NetworkCHAVITA - Chama cha Viziwi Tanzania (Tanzania Association of the Deaf)CSO - Civil Society Organisation CSS - Civil Society SectorDANIDA - Danish International Development AgencyDFID - Department for International Development ESRF - Economic and Social Research FoundationFCS - Foundation for Civil SocietyGAAP - General Accepted Accounting PrincipleGDP - Gross Domestic ProductHIV/AIDS - Human Immunodeficiency Virus/ Acquired Immune Deficiency SyndromeLHRC - Legal and Human Right CentreLINGONET - Lindi Non-Governmental Organisations NetworkLUWADA - Lusungo Ward Development AssociationMKUKUTA - Mpango wa Kukuza Uchumi na Kupunguza Umasikini Tanzania (National Strategy for Growth and Reduction of Poverty - NSGRP) MKURABITA - Mpango wa Kurasimisha Rasilimali na Biashara Tanzania (Tanzania Property and Business Formalization Programme)TACONGO - Tanzania National Council of NGONEWNGONET - Newala Non Governmental NetworkNGO - Non Governmental OrganisationsNGONEDO - NGO Network for Dodoma RegionNSGRP - National Strategy for Growth and Reduction of Poverty O&OD - Opportunities and Obstacles for DevelopmentOYOCRID - Organisation for Youth Community Rights and DevelopmentRAS - Regional Administrative SecretaryRC - Regional Commissioner RCC - Regional Consultative CommitteeRNE - Royal Netherlands EmbassyROA - Ruvuma Orphans AssociationsRSG - Rolling Small GrantsSC - Selection Committee (Grants)SADC - Southern Africa Development Community SDC - Swiss Agency for Development and Cooperation SHIVYAWATA - Shirikisho la Vyama vya Watu Wenye Ulemavu Tanzania (The Association of People

with Disiabilities)SIDA - Swedish International Development AgencySUNY-Tanzania - State University of New York-TanzaniaTANGO - Tanzania Association of Non-Governmental Organisations TAYODEA - Tanzania Youth Development Association TGNP - Tanzania Gender Networking Programme TRA - Tanzania Revenue AuthorityUKIMWI - Upungufu wa Kinga Mwilini - (AIDS)UNGO - Union of Non Governmental Organisations in MorogoroUWZ - Umoja wa Watu Wenye Ulemavu Zanzibar (Organisation of People with Disabilities

in Zanzibar)

LIST OF ABBREVIATIONS

�iThe Foundation For Civil Society | Annual Report 2007 |

The year 2007 marks the completion of the 5th year of operation of the Foundation, an important milestone for the Foundation for Civil Society. Since our establishment in January 2003, the Foundation has endeavored to build the capacity of civil society organizations and the sector in Tanzania to enable them to ensure effective citizen participation in policy and development processes. In any life cycle, the first five years are usually very critical in determining the survival and growth of the living individual. In African context, the first five years are even more critical due to the many pandemics that are out there facing growing human beings and even institutions. I am therefore very proud to see that the Foundation has ably survived and thrived through those first critical years of life.

When I joined the Board of Directors during the year, I was excited to join a dynamic organization whose mandate and vision is to build capacity and enhance dynamism in the civil society sector in our country. I believe that for sustainable development of our country, the civil society sector ought to be one of the strongest pillars of our development processes. We therefore

believe in the eradication of what we would term as social poverty; “poverty of minds”, which disempowers people from participating in policy and development processes which in turn denies them the opportunities that are created by the current socio-economic policy framework. The process of empowering citizens is long and complex, one should not expect drastic results over a short period of time like five years but incremental changes over a period of time will ultimately result in bringing about significant positive changes in individuals and the society in general. I therefore believe that the Foundation needs to continue to play the role it has been playing in order to ensure a strong and effective civil society sector. This will in turn create the type of citizenry we all hope for.

Looking back during the year and also the five year period, I, on behalf of the new Board of Directors, would like to convey my sincere gratitude and appreciation for the great job done by the previous Board of Directors. I would specifically like to express my gratitude to the two former chairs of the Board, Ms. Henny de Vries and Professor Chris Maina Peter for their strategic leadership of the Foundation during those critical first years of our existence. It is due to their guidance and stewardship that we took over the Foundation as strong as it was –hats off to them!

I would also like to convey my sincere appreciation to the Members of the Foundation, led by the President of the Foundation Mr. Alais Morindat, for the confidence they have shown in us by appointing us as the Board and in addition honoring me with the privilege of being the Board Chair. I would like to assure them that they have put their trust in the right people.

Equally importantly I would like to express my highest level of appreciation to our Funding

Message from the Board Chair

�ii | Five Years of Building Capacity of Civil Society in Tanzania |

Partners who have supported the Foundation during the year and over the five year period. Their support to the Foundation signifies the commitment that they have towards ensuring a strong civil society sector that contributes to our country’s efforts in reducing poverty.

I would also like to take this opportunity to thank the Management and Staff of the Foundation for the great efforts they are putting, in ensuring delivery of our mission and realization of our vision – I would like to assure them that their efforts are recognized and concrete results are being seen by us all.

Looking ahead, the values that guide the Foundation will continue to mould our thinking and work. Whenever necessary and in response to the needs of our beneficiaries, we will continue to initiate tactical reorganization of our grant making systems with a view to ensuring adequate response levels to needs of the citizens and realization of our Vision: “To become a sustainable model of excellence that contributes to the development of a vibrant, creative, imaginative and effective civil society sector….”

Dr. Stigmata Tenga

�iiiThe Foundation For Civil Society | Annual Report 2007 |

Message from the Executive Director

Building a Strong Foundation for a Strong Civil Society Sector

After one of the most challenging yet very successful years at the Foundation, it gives me great pleasure to reflect on the events of the year; the challenges that we faced, opportunities created by those challenges, our achievements for the year 2007 and our hopes for 2008 and beyond.

The Foundation for Civil Society presents one of the most innovative approaches to supporting civil society organisations in a developing country like Tanzania which is faced with a challenge of weak institutional structures, including, and especially in civil society organisations. Much as one can argue that public and private sector institutions in Tanzania are also still weak, the fact is that a lot has been done on those two sectors over the last 15 years or so which makes the two sectors much stronger than the civil society sector. On the other hand, it is widely acknowledged that equitable growth and poverty reduction can only be achieved if there is effective citizens’ participation. And effective citizen participation can only be achieved if you have in place, effective, creative

and dynamic citizen institutions, namely, civil society organisations.

Therefore the mission of the Foundation is to build the capacity of civil society organisations for them to become dependable institutions for effective citizen participation in development processes. We do that through grant making and other capacity building interventions that we facilitate.

The year 2007 saw considerable progress made on all the fronts of delivering our mission. Our grants making business continued to make impact on society by way of strengthening their institutions and also making progress in reducing social poverty which at the Foundation we consider as being key to the achievement of our country’s development targets. Impact assessment carried out during the year indicated that more and more civil society organisations are enhancing their capacity to mobilize citizens, whereby over seventy percent of the organisations assessed during the year 2007 showed good to very good levels of participation and inclusion of their beneficiaries and communities in various development processes. During the assessment it was also proved that civil society organisations respond to the needs of the communities they serve. Therefore they are acting for, and on behalf of the citizens they are serving, in which over eighty percent of the organisations assessed were ranked by their beneficiaries as having addressed or met their needs. Much as we agree that there may be some factor of subjectivity in these assessments in general it gives an impression of the state of play on the ground. I can therefore say that I am glad to note that we are making an impact on the organisations we are funding and the wider society.

Our grant making business continues to consume the biggest portion of our resources since grant

�iv | Five Years of Building Capacity of Civil Society in Tanzania |

making is the unique service that the Foundation offers as part of its capacity building interventions. During the year 2007, 303 grants of various sizes totalling Tsh. 4,813,745,824 were approved for various projects applied for, by our grantees. These included grants totalling Tsh. 1,477,302,836 approved for strategic grants (5 grants), Tsh 2,708,799,162 approved for Medium grants (80 grants), Tsh. 608,937,376 approved for Rolling Small Grants (124 grants) and Tsh 18,706,450 approved for Registration Grants (94 grants). Our support to grantees has made considerable difference on the ground. Our grantees have been able to mobilise their beneficiaries and the communities around them to effectively participate in various development processes including the fight against corruption at village and ward levels; empowering women to demand their rights in the courts of law in matters related to inheritance after the loss of their husbands and many other interventions that have shown immediate positive results but other interventions will take longer to show tangible results. All in all, we are glad that the investments we are making in the civil society sector of Tanzania is worth every cent.

During the year 2007, our capacity building interventions have been particularly successful in creating networks amongst civil society organisations and between the civil society sector and other development actors. It is during the year 2007 that the Foundation facilitated a historical ground breaking meeting between the Chairpersons of the Permanent Parliamentary Committees and Civil Society Representatives in Dodoma. Among other things, the meeting resolved to have annual consultations between the two parties. The meeting went a long way to forge closer ties between Parliamentarians and Civil Society Representatives for the benefit of the people of Tanzania. The Foundation facilitated the same networking to happen at the House of Representatives of the Revolutionary Government of Zanzibar in which great success was also achieved. We at the Foundation believe that forging closer ties between the Parliament and Civil Society will help to enhance the accountability function of the Parliament and the ordinary citizen.

The Annual Civil Society Forum for the year 2007 not only brought together our grantees and potential grantees to discuss topical issues related to the work of the Foundation and the Sector in Tanzania but also brought other civil society representatives from the region to discuss ways that civil society organisations in the region can act as a catalyst to enhance citizen participation in the integration of the East African Community. The Forum opened a new ground for the Foundation and the Civil Society Sector in matters related to the East African Integration process. The Forum was widely ranked as the most successful civil society event in the region.

The year 2007 also saw the Foundation introducing a new approach of facilitating Organisational Capacity Assessment (OCA) for our grantees. The new approach aims at establishing capacity baseline information for each of the grantees’ that we are supporting with a view towards working together to address areas that may need improvements in their organisations. Our grantees highly commended this new approach as having given them an opportunity to reflect on their own organisations, identify their strengths and areas that need improvement, and thereafter agree on interventions that will ensure improvement of their organisational capacity. Many have come back to the Foundation commending the exercise and with a wish for every civil society organisation in the country to through that exercise. Grants Management Training and other Tailor Made training programmes offered during the year continued to support implementation of our grant programmes and organisational growth of our grantees. For example, many of our grantees have come back to us saying that the training has enabled them to restructure their book keeping and accounting systems

�vThe Foundation For Civil Society | Annual Report 2007 |

in order to be able to adhere to general principles of accounting. Financial Management training was delivered after realising that accounting and book keeping remained the weakest areas in most civil society organisations.

During the year the Foundation worked very well with other key stakeholders to resuscitate the process of formulating the Code of Ethics for the Sector in Tanzania. This process started a couple of years ago but got stalled for various reasons. The Foundation took the initiative to invite the key actors and facilitate the process that has led to formulate the Code. From the progress made by the end of the year, we are confident that the sector will see the first ever Code of Ethics before mid 2008. We at the Foundation are very excited to be associated with that development.

We all agree that Information and Communication Technology nowadays forms the backbone for the development and growth of our organisations. For that reason, the Foundation decided that the Civil Society Sector should not be left behind. We therefore initiated a programme to support civil society organisations interest to have their own websites. By the end of the year 2007, 30 organisations had benefited from this facility and have their own web presence. Our own website has continued to act as an information hub about the Foundation but also increasingly about the sector in general. During the year 2007, we received close to 650,000 hits on our website, a record number since the establishment of the Foundation. We are however very sure that we will break our own record come the end of 2008!

Internally, the year 2007 came to the Foundation with its own challenges. But as a characteristic of any successful organisation, any challenge can be turned to an opportunity, as the saying goes “What doesn’t kill you makes you stronger!” The year 2007 posed challenges to the Foundation in relation to the effectiveness of its Governance Structures and responding to the needs and claims of our grantees. We successfully turned the challenges into opportunities for radical changes in the Foundation. The changes saw the reconstitution of the Governance Bodies of the Foundation. The ultimate authority of the Foundation has now been vested in a new group of committed and trusted Tanzanians constituting “the Members” of the Foundation. This group takes over from the former “Council of Members” which was a body constituting also of funding partners supporting the Foundation. Funding Partners have been given a special opportunity to meet with the Foundation as a group in which comprehensive discussions on issues related to funding and performance of the Foundation are discussed. The second highest authority over the Foundation has now been vested in a new Board of Directors which was reconstituted as part of the governance changes at the Foundation. Again, the new Board of Directors constitutes committed and trusted development practitioners whose main mandate is to provide general policy guidance in the activities of the Foundation. At the operational level, we also saw the reconstitution of the Grants Department in which a new team of staff came in place during the year in line with the new operational requirement of the department and the vision for the Foundation of tomorrow. Looking back, I should say, in a nutshell that, internally, the year 2007 was a very critical, challenging and sometimes painful year for the Foundation but also as another saying goes, “No pain, no gain”. We had to go through the pain to achieve the gains, and I believe that the Foundation is stronger now than it has ever been before, and we are now ready to ensure that the civil society sector also becomes strong.

Looking at the year 2007, I would like to take this opportunity to sincerely thank all of our development partners for their unwavering support to the Foundation over the last five years but more so during

�vi | Five Years of Building Capacity of Civil Society in Tanzania |

the year 2007. As we all know, it is during trying times like the ones in 2007 that you will know your friends in need – those who won’t abandon you but will help you get through the period. It is for that reason I would like to thank our stakeholders; our grantees, current and potential; similar organisations; civil society umbrella organisations; international organisations; and many other stakeholders who supported the Foundation in one way or another during the year 2007. Their support has strongly contributed to building an even stronger Foundation.

I would like to convey the highest levels of gratitude to our funding partners, namely, Swiss Agency for Development and Cooperation (SDC), Embassy of the Kingdom of Netherlands, Norwegian Embassy, Canadian International Development Agency (CIDA), Irish Aid, and UK Department for International Development (DFID) for their support to the Foundation. Without them the Foundation would not have been where it is today!

I am looking at the year 2008 with a lot of hope. I am very optimistic that the first five years spent in building a strong institution, coupled with the drastic changes undertaken during the year 2007 will give the Foundation the base to play its role more effectively in 2008. During the year 2008 the Foundation will further work on its grant making system with a view to making it more accessible to deserving organisations. We see our capacity building role going beyond the grantees that we are funding and more increasingly addressing the needs of the sector in collaboration with the key stakeholders.

With the success of the year 2007, the experience and knowledge we have gained, I am very confident that the year 2008 will see even greater successes for the Foundation and the Tanzanian Civil Society Sector in general.

John Ulanga

Supporting the Civil Society Sector to Improve Lives and Develop Society

Supporting the Civil Society Sector to Improve Lives and Develop Society

WE ARE MAKING A DIFFERENCE

�The Foundation For Civil Society | Annual Report 2007 |

The Foundation for Civil Society has in place a logical framework document to guide its activities for the period 2006-2008. This document is in line with and complements the Foundation’s Strategic Plan 2005-2008. Just like the Strategic Plan, the log frame is a living document which is updated regularly as the environment changes during the implementation process. The log frame identifies a set of overall objectives which the Foundation will be striving to achieve; the outcomes that we would like our efforts to result in; and the specific tasks that we would like to accomplish. During the year 2007 we executed a plan to assess our achievement of the targets we had set for ourselves in the logframe. It should however be noted that from the very outset it was agreed that all the indicators and targets need to be reaffirmed, validated, refined and/or changed during the next impact assessment exercise scheduled for 2007. The Foundation hired an independent impact assessment consultant to undertake an impact assessment on a sample of our investments and comment on the viability of the targets set in the logframe.

In response to commenting on the viability of achieving the set targets, the consultants were of the opinion that the likelihood of attaining the vast majority of these results by 2008 is highly questionable. They noted that in some instances, the goals are to improve more than four times the baseline of 2004 results which is just not realistic. Furthermore, all the indicators have been set at improving the percentage of organisations falling into the top rank (rank 1). This is highly unlikely as generally this rank is reserved for those organisatons where everything is of the highest quality and there is normally no need for further improvement. The likelihood therefore of the high percentages of organisations intended to fall into this rank is minimal. The results of the assessment also supported the argument of the consultants. This chapter summarises the key findings of the impact assessment report. A detailed report is provided separately.

OUR PURPOSE

A strengthened civil society sector more effectively engaged in policy processes, governance and safety nets.The Foundation has decided to make a contribution in poverty reduction and economic growth through the development of a vibrant, effective and innovative civil society sector. Specifically, the Foundation wants to strengthen the civil society sector and its organisations so that they become more effectively engaged in policy processes, in governance, and in providing social safety nets.

The targets set for this purpose by 2008 include:• Achievement of outcomes: CSOs in rank 1 from 15% to 50% in urban and 30% in rural areas.• Beneficiary needs: CSOs in rank 1 from 26% to 60% in urban and to 40% in rural areas.• Community participation: CSOs in rank 1 from 48% to 60 in urban and 70% in rural areas.• Decrease in percentage of organizations with mediocre potential and ability to sustain activities

from 49% to 25% (2004 – 2008)

The impact assessment attempted to assess the achievement of this purpose by disaggregating strengthened civil society organisations into four focus areas, namely; Effectiveness, Capacity, Continuity and Legitimacy. For each organization assessed, the current capability of each these focus areas was reviewed, in addition to the improvement seen from an estimated “pre-grant” situation. Ranking systems were derived for assessing both the organisations’ current performance, as well as

� | Five Years of Building Capacity of Civil Society in Tanzania |

the organisations level of improvement. It should be noted here again that the consultants were of the opinion that disaggregating the indicators into rural and urban is not realistic and therefore the results are not necessarily given in that form.

In addition, performance in each of the areas under investigation was compared to that of the year 2005 when the last impact assessment was undertaken and an evaluation of the differences, both positive and negative were provided. Figure 1 below, shows the breakdown of ranks for each of the key areas reviewed, together with the breakdown of the combined, overall performance.

Figure 1: Overall Impact Capability

The figure shows that overall, just 4% of the organisations asessed have a very high impact capability and fall into rank 1 (Rank 1 being the best and 5 being the worst). However, 54% fall into rank two, with a good impact capability; while 30% fall into rank 3 with a mediocre impact capability. 12% have performed poorly or very poorly and have either created no impact, nor are they likely to create any, or at best, only bare minimal impact is likely to be created.

The percentage of organisations with a very high level of organisational capacity has in fact dropped from 26% to 10%. When comparing the percentage of organisations with either high (rank 2) or very high (rank 1) capacity levels between the two assessments, then the percentages are in fact very close at 63% in 2005 and 64% in 2007, which during both assessments represents nearly two-thirds of organisations with high, to very high organisational capacity levels.

More than 50% of all organisations fall into rank 2 for effectiveness, legitimacy and continuity, with approximately one third of organisations showing mediocre (rank 3) capabilities in these areas. The percentage of organisations in the sample in rank 1 has declined from 15% in 2005 to 7% in 2007. This comparison demonstrtates that we have in actual fact moved even futher away from the set target of increasing the percentage of organisations in rank 1 from 15% to 30% in 2008. Continuity has shown a mixed performance, with both the largest increase in the percentage of organisations falling into the top two ranks as well as being the area where the largest proportion are also having most difficulties, with 13% scoring low or very low, compared to 7% in 2005.

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Annual Report 2007

3

also of the opinion that the disaggregating the indicators into rural and urban is not realistic

and therefore the results are not given in that form.

In addition, performance in each area of investigation was compared to that of 2005 when

the last impact assessment was undertaken and an evaluation of the differences, bothpositive and negative are provided. Figure 1 below, shows the breakdown of ranks for each

of the key areas reviewed, together with the breakdown of the combined, overall

performance.

Figure 1: Overall Impact Capability

Rank 4Rank 4 Rank 4

Rank 4 Rank 4

Rank 3Rank 3

Rank 3Rank 3 Rank 3

Rank 2Rank 2 Rank 2 Rank 2 Rank 2

Rank 1 Rank 1 Rank 1 Rank 1 Rank 1

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Capacity Effectiveness Legitimacy Continuity Overall

Rank 1

Rank 2

Rank 3

Rank 4

Rank 5

The figure shows that overall, just 4% have a very high impact capability and fall into rank 1

(Rank 1 being the best and 5 being the worst). However, 54% fall into rank two, with a good

impact capability. 30% fall into rank 3 with a mediocre impact capability. 12% haveperformed poorly or very poorly and have either created no impact, nor are likely to create

any, or at best, only bare minimal impact is likely to be created. The percentage oforganisations with a very high level of organisational capacity has in fact dropped from 26%

to 10%. When comparing the percentage of organisations with either high (rank 2) or very

high (rank 1) capacity levels between the two assessments, then the percentages are in factvery close at 63% in 2005 and 64% in 2007, which during both assessments represents

nearly two-thirds of organisations with high, to very high organisational capacity levels.

More than 50% of all organisations fall into rank 2 for effectiveness, legitimacy and

continuity, with approximately one third of organisations showing mediocre (rank 3)capabilities in these areas. Compared to the set target of having increasing the percentage of

organizations in rank 1 from 15% of the sample to at least 30% by the year 2008, it can beseen that we are even further from the target since the percentage of the organizations in the

sample the were ranked 1 actually declined from 15% in 2005 to 7% in 2007. Continuity

has shown a mixed performance, with both the largest increase in the percentage oforganisations falling into the top two ranks and it is the area where the largest proportion are

also having most difficulties, with 13% scoring low or very low, compared to 7% in 2005.


Figure 2: Comparison of Overall Impact Capabilities from 2005-2007

Overall, it can be seen that in 2007, there was a 4% increase from 2005 in organisations with high to very high impact capabilities. At the other end of the scale, there was also a 5% increase in organisations with poor or very poor impact capabilities. The following sections look at each assessment area in more detail.

Effectiveness assessment was a combination of the effectiveness at CSO level together with the level of participation of the community and the effects (changes) seen at the society level.

With the CSO and Community levels combined, the criteria determining effectiveness were; the level of achievement of expected outcomes (actual and potential); the level to which CSO activities meet the beneficiary needs (needs taken from the changes identified in the beneficiary workshops); and the level of participation of the community.

The breakdown of the ranks attributed to these criteria for effectiveness are shown in Figure 3, below.

Figure 3: Breakdown of ranks for effectiveness criteria

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Annual Report 2007

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Figure 2 – Comparison of Overall Impact Capabilities from 2005-2007

0%10%20%30%40%50%60%70%80%90%

100%

Effe

ctiven

ess20

05

Effe

ctiven

ess20

07

Cap

acity

2005

Cap

acity

2007

Legitim

acy20

05

Legitim

acy20

07

Con

tinuity

2005

Con

tinuity

2007

Ove

rall20

05

Ove

rall20

07

Rank 1

Rank 2

Rank 3

Rank 4

Rank 5

Overall, it can be seen that in 2007, 4% more of the sample group were found to have high tovery high impact capabilities than in 2005, and at the other end of the scale, 5% more of the

sample of organisations were also found to have poor or very poor impact capabilities. Thefollowing sections look at each assessment area in more detail.

1.1.1 EFFECTIVENESS

The effectiveness assessment was taken to be a combination of the effectiveness at CSO level

together with the level of participation of the community and the effects (changes) seen at the

civil society level.

With the CSO and Community levels combined, the criteria which were reviewed todetermine effectiveness were the level of achievement of expected outcomes (actual and

potential); the level to which CSO activities meet the beneficiary needs (needs taken from the

changes identified in the beneficiary workshops); and the level of participation of thecommunity.

The breakdown of the ranks attributed to the three criteria reviewed for effectiveness areshown in Figure 3, below, and are more fully discussed in the following sections.


Rank1,6

Rank1,11

Rank1,7

Rank2,43

Rank2,23

Rank2,16

Rank3,16

Rank3,23

Rank3,29

Rank4 &5,4

Rank4 &5,12

Rank4 &5,17

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Participation

Activities meeting Beneficiary

Needs

Achievement of Outcomes

Rank 1

Rank 2

Rank 3

Rank 4 & 5

The figure shows that within the ‘effectiveness’ assessment, activities meeting beneficiaryneeds had the most organisations falling in rank 1, with 16% falling into the top rank, with a

similar percentage also at the other end of the scale in ranks 4&5. However, across the

sample over 70% of the organisations showed good to very good participation and

inclusion of, and with the community and beneficiaries.

For the actual achievement of outcomes, organisations on average performed less well, with

the largest proportion (42%) falling into rank 3, and a further 25% falling into ranks four and

five, showing little to no achievement of their intended outcomes.

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4

Figure 2 – Comparison of Overall Impact Capabilities from 2005-2007

0%10%20%30%40%50%60%70%80%90%

100%

Effect

ivene

ss20

05

Effect

ivene

ss20

07

Capac

ity20

05

Capac

ity20

07

Legi

timac

y20

05

Legi

timac

y20

07

Contin

uity

2005

Contin

uity

2007

Ove

rall 2

005

Ove

rall 2

007

Rank 1

Rank 2

Rank 3

Rank 4

Rank 5

Overall, it can be seen that in 2007, 4% more of the sample group were found to have high tovery high impact capabilities than in 2005, and at the other end of the scale, 5% more of the

sample of organisations were also found to have poor or very poor impact capabilities. Thefollowing sections look at each assessment area in more detail.

1.1.1 EFFECTIVENESS

The effectiveness assessment was taken to be a combination of the effectiveness at CSO level

together with the level of participation of the community and the effects (changes) seen at the

civil society level.

With the CSO and Community levels combined, the criteria which were reviewed todetermine effectiveness were the level of achievement of expected outcomes (actual and

potential); the level to which CSO activities meet the beneficiary needs (needs taken from the

changes identified in the beneficiary workshops); and the level of participation of thecommunity.

The breakdown of the ranks attributed to the three criteria reviewed for effectiveness areshown in Figure 3, below, and are more fully discussed in the following sections.


Rank1,6

Rank1,11

Rank1,7

Rank2,43

Rank2,23

Rank2,16

Rank3,16

Rank3,23

Rank3,29

Rank4 &5,4

Rank4 &5,12

Rank4 &5,17

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Participation

Activities meeting Beneficiary

Needs

Achievement of Outcomes

Rank 1

Rank 2

Rank 3

Rank 4 & 5

The figure shows that within the ‘effectiveness’ assessment, activities meeting beneficiaryneeds had the most organisations falling in rank 1, with 16% falling into the top rank, with a

similar percentage also at the other end of the scale in ranks 4&5. However, across the

sample over 70% of the organisations showed good to very good participation and

inclusion of, and with the community and beneficiaries.

For the actual achievement of outcomes, organisations on average performed less well, with

the largest proportion (42%) falling into rank 3, and a further 25% falling into ranks four and

five, showing little to no achievement of their intended outcomes.

The figure shows that within the ‘effectiveness’ assessment, activities meeting beneficiary needs had the most organisations falling in rank 1, whereby, 16% falling into the top rank, with a similar percentage

6 | Five Years of Building Capacity of Civil Society in Tanzania |

also at the other end of the scale in ranks 4&5. However, across the sample over 70% of the organisations showed good to very good participation and inclusion of, the community and beneficiaries.

For the actual achievement of outcomes, organisations on average performed less well,

with the largest proportion (42%) falling into rank 3, and a further 25% falling into ranks four and five, showing little to no achievement of their intended outcomes.

Figure 4 Comparison of Effectiveness from 2005-2007Figure 4 shows the comparison of the percentage of the sample group falling in each of the categories for review between 2005 and 2007. During this period, the main changes seen have been at the two ends of the scale. The percentage of organisations with very high effectiveness scores have dropped from 15% to 7% whilst those performing very poorly have

increased by 5%. Those in the middle of the scale, in ranks 2 and 3, have stayed fairly constant at 78% in 2005 and 81% in 2007.

ACHIEVEMENT OF OUTCOMES

Figure 5: Overall Achievement of Outcomes

The breakdown of the overall rankings for achievement of outcomes is given in Figure 5. It can be seen that only 10% of the organizations in the sample are in rank 1 even belw the baseline figure of 15% established in the year 2005 This is a far cry from the target of at least 30% for rural based organizations and 50% for urban based organizations. It can also be seen that nearly two-thirds of the organisation fall into ranks 2 and 3; with 25% achieving between 50% and 74% of their outcomes, and 35%

achieving between 25% and 49% of their outcomes.

A quarter of the organisations failed to achieve more than 24% of their outcomes.

According to Figure 6 below, there has been a marked decline in the achievement of outcomes between

15%

48%

30%

7%7%

52%

29%

12%

0%

10%

20%

30%

40%

50%

60%

Rank 1 Rank 2 Rank 3 Rank 4 & 5

2005

2007

Rank 1: 7, 10%

Rank 2: 16, 23%

Rank 4 & 5, 17, 25%

Rank 3: 29, 42%

Rank 1: 75-100%

Rank 2: 50-74%

Rank 3: 25-49%

Rank 4 & 5, 0-24%

also at the other end of the scale in ranks 4&5. However, across the sample over 70% of the organisations showed good to very good participation and inclusion of, the community

with the largest proportion (42%) falling into rank 3, and a further 25% falling into ranks four

“However, across the sample over 70%

of the organisations showed good to

very good participation and inclusion

of, the community and beneficiaries”.


2005 and 2007. It shows an increase of 18% in organisations falling in the bottom two ranks by failing to achieve even 25% of their outcomes.

Figure 6: Comparison of Achievement of Outcomes from 2005 to 2007

There are three key reasons that explain the downturn in performance across the sample and these are are:• Setting of unrealistic targets which cannot be achieved within the timeframe set, or with the level of

activities undertaken;• The sample of organisations visited included a number of organisations which it is believed were

already facing problems. This accounts for a large proportion of the increase in poor/very poor achievement of outcomes;

• Lack of any data or real evidence from any source to justify that the outcomes had been met

During the coming year, the Foundation will put more emphasis in building the capacity of beneficiary CSOs to develop realistic targets and outcomes together with associated functioning of monitoring frameworks.

ACTIvITIES MEETINg bENEFICIARy NEEDS

The most important changes which had been highlighted by the beneficiaries were assessed to determine the extent to which they had occurred.

Figure 7: Beneficiary needs being met by CSO – 2007 Figure 8: Beneficiary needs being met by CSO - 2005

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Annual Report 2007

5

15%

48%

30%

7%7%

52%

29%

12%

0%

10%

20%

30%

40%

50%

60%


2005

2007

Rank 1: 7, 10%

Rank 2: 16, 23%

Rank 4 & 5, 17, 25%

Rank 3: 29, 42%

Rank 1: 75-100%

Rank 2: 50-74%

Rank 3: 25-49%

Rank 4 & 5, 0-24%

15%

33%

44%

7%10%

23%

42%

25%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%


2005

2007

Figure 4 Comparison of Effectiveness from 2005-2007

Figure 4 oppositeshows the

comparison of thepercentage of the

sample group falling

in each of thecategories for review

between 2005 and2007. During this

period, the main

changes seen havebeen at the two ends

of the scale. The percentage of organisations with very high effectiveness scores havedropped from 15% to 7% whilst those performing very poorly increased by 5%. Those in the

middle of the scale, in ranks 2 and rank 3, have stayed fairly constant at 78% on 2005 and

81% in 2007.

1.1.2 ACHIEVEMENT OF OUTCOMES

Figure 5: Overall Achievement of OutcomesThe breakdown of the overall rankings forachievement of outcomes is given in Figure

5, opposite. It can seen that only 10% of

the organizations in the sample are in rank1 even below the baseline figure of 15%

established in the year 2005 and far fromthe target of at least 30% for rural based

organizations and 50% for urban based

organizations. It can also be seen thatnearly two-thirds of the organisation fall

into ranks 2 and 3; with 25% achievingbetween 50 and 74% of their outcomes,

and 35% organisations achieving between

25 and 49% of their outcomes.

One quarter of organisations who failed toachieve more than 24% of their outcomes.

Compared to the last assessment and as can be seen in Figure 6 below, there has been amarked decline in the achievement of outcomes between 2005 and 2007, with an increase of

18% of organisations falling in the bottom two ranks and failing achieve even 25% of theiroutcomes.

Figure 6: Comparison of Achievement of Outcomes from 2005 to 2007

There are three key reasons that

explain the downturn in performanceacross the sample and these include:

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Annual Report 2007

6

Not

Addressed

27%

Addressed

39%

Met

34%

Not

Addressed

20%

Met

38%

Addressed

42%

Use of unrealistic outcomes that cannot be achieved within the timeframes set, or with the

level of activities undertaken;

The sample of organisations visited included a number of organisations where there werealready believed to be problems and thus account for a large proportion of the increase in

poor/very poor achievement of outcomes;Lack of any data or real evidence to justify that the outcomes had been met from any source

During the coming year, the Foundation will put more emphasis in building the capacity ofbeneficiary CSOs to develop realistic outcomes and targets together with associated

functioning monitoring frameworks.

1.1.3 ACTIVITIES MEETING BENEFICIARY NEEDS

The most important changes which were identified by the beneficiaries were assessed to

determine the extent to which they had occurred.Figure 7: Beneficiary needs being met by CSO – 2007 Figure 8: Beneficiary needs being met by

CSO - 2005

Figure 7, above, provides a breakdown of the 628 changes which were identified by the

beneficiary groups. It shows that the CSOs’ activities are to a large extent addressing or

fully meeting the beneficiary needs, with just over one quarter of the desired changes

identified not yet being addressed at all by the CSO activities.

Comparing this to the previous assessment one can see that the beneficiaries identified moreareas which they do not believe that their CSO has addressed yet, with an increase in the

needs not yet being addressed from 20% to 27%. There was a complete mixture of desiredchanges which had not yet been addressed across the sample, which ranged from issues such

as sufficient capacity and tools to undertake their activities, a community free from domestic

violence, better health for the population. The biggest difference during this assessment asopposed to the former was the increase in desired changes that were deemed by the

beneficiaries to ‘not have occurred’, yet they were the crux of the project and had beenidentified as intended outcomes of the project, e.g. ‘readiness to test voluntarily’ (in relation

to HIV), or ‘understanding of proper use of condom’ when the project had focused on

awareness raising of HIV issues.

The largest proportion of changes which have started to be addressed, have still not beenfully met (39% of all identified changes), indicating that the beneficiaries still believe more

needs to be done. The beneficiaries did however believe that 34% of the changes which were

identified had fully occurred, and therefore their needs had been met.

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Annual Report 2007

6

Not

Addressed

27%

Addressed

39%

Met

34%

Not

Addressed

20%

Met

38%

Addressed

42%

Use of unrealistic outcomes that cannot be achieved within the timeframes set, or with the

level of activities undertaken;

The sample of organisations visited included a number of organisations where there werealready believed to be problems and thus account for a large proportion of the increase in

poor/very poor achievement of outcomes;Lack of any data or real evidence to justify that the outcomes had been met from any source

During the coming year, the Foundation will put more emphasis in building the capacity ofbeneficiary CSOs to develop realistic outcomes and targets together with associated

functioning monitoring frameworks.

1.1.3 ACTIVITIES MEETING BENEFICIARY NEEDS

The most important changes which were identified by the beneficiaries were assessed to

determine the extent to which they had occurred.Figure 7: Beneficiary needs being met by CSO – 2007 Figure 8: Beneficiary needs being met by

CSO - 2005

Figure 7, above, provides a breakdown of the 628 changes which were identified by the

beneficiary groups. It shows that the CSOs’ activities are to a large extent addressing or

fully meeting the beneficiary needs, with just over one quarter of the desired changes

identified not yet being addressed at all by the CSO activities.

Comparing this to the previous assessment one can see that the beneficiaries identified moreareas which they do not believe that their CSO has addressed yet, with an increase in the

needs not yet being addressed from 20% to 27%. There was a complete mixture of desiredchanges which had not yet been addressed across the sample, which ranged from issues such

as sufficient capacity and tools to undertake their activities, a community free from domestic

violence, better health for the population. The biggest difference during this assessment asopposed to the former was the increase in desired changes that were deemed by the

beneficiaries to ‘not have occurred’, yet they were the crux of the project and had beenidentified as intended outcomes of the project, e.g. ‘readiness to test voluntarily’ (in relation

to HIV), or ‘understanding of proper use of condom’ when the project had focused on

awareness raising of HIV issues.

The largest proportion of changes which have started to be addressed, have still not beenfully met (39% of all identified changes), indicating that the beneficiaries still believe more

needs to be done. The beneficiaries did however believe that 34% of the changes which were

identified had fully occurred, and therefore their needs had been met.


Figure 7 above, provides a breakdown of the 628 changes which were identified by the beneficiary groups. It shows that the CSOs’ activities are to a large extent addressing or fully meeting the beneficiary needs, with just over one quarter of the desired changes identified not yet being addressed by the CSO activities.

Comparing this to the previous assessment one can see that the beneficiaries identified more areas which they do not believe that their CSO has addressed yet, with an increase from 20% to 27%. There was a complete mixture of desired changes which had not yet been addressed across the sample, which ranged from issues such as sufficient capacity and tools to undertake their activities, a community free from domestic violence and better health for the population. The biggest difference during this assessment as opposed to the former was the increase in desired changes that were deemed by the beneficiaries to ‘not have occurred’, yet they were the crux of the project and had been identified as intended outcomes of the project, e.g. ‘readiness to test voluntarily’ (in relation to HIV), or ‘understanding the proper use of condoms’ when the project had focused on awareness raising of HIV issues.

The largest proportion of changes which the CSOs have began to address, have still not been fully met (39% of all identified changes), indicating that the beneficiaries believe more needs to and can be done. The beneficiaries did however believe that 34% of the changes which were identified had fully occurred, and therefore their needs had been met.

Another area where data was captured, was in relation to the number and types of beneficiaries being reached. This data was not available during the last assessment and therefore no comparison could be made.

The following figure shows the number and categories of beneficiaries that the grantees are claiming to have benefited. This data must be viewed with extreme caution in terms of numbers as very little supporting evidence was found to justify the numbers that the CSOs claim to have reached. The chart does however give some indication that women appear to be benefiting the most from FCS funded projects, with a high focus also on children, youth, orphans and the elderly.

Figure 9: Number and category of beneficiary

met (39% of all identified changes), indicating that the beneficiaries believe more needs to and can be done. The beneficiaries did however believe that 34% of the changes which were identified had fully occurred, and therefore their needs had been met.

Another area where data was captured, was in relation to the number and types of beneficiaries being

“...women appear to be benefiting the most from FCS funded projects, with a high focus also on children, youth, orphans and the elderly”.

Number of Beneficiaries

221987

19731

556557

123672

445356

9151 2732 59 307

3041652113

0

100000

200000

300000

400000

500000

600000

Youth

Orphans

Women

Children Men

Widows

Disable

d

Refugess

Homeless

ElderlyOther


PARTICIPATION OF ThE COMMUNITIES

In order to assess the level of participation of the community, three questions were discussed and analysed with the CSOs and the beneficiaries: • Are the services/interventions and activities consistent with the aims and objectives of the

organisation; are these in line with beneficiaries needs?• Do members of the community participate in the planning of the CSOs activities?• Have the beneficiaries been involved in any post-project evaluation (or ongoing evaluation) of

the CSO?

Figure 10: Comparison of the Participation of the Community from 2005 to 2007

Figure 10 shows a comparison of the total ranks for participation of the community from 2005-2007. It shows a marked downward movement in the percentage of organisations showing very high levels of community participation in 2005, to a good level of community participation. Overall, organisations showing

high or very high involvement dropped by a much smaller percentage of 7%.

The ranking was determined according to the level of involvement. The breakdown of the ranking in 2007 is shown in Figure 11.

Figure 11: Assessment areas of the participation of the community 2005 and 2007

It can be seen that the organisations are still performing well in ensuring that their services, interventions and activities are meeting their own aims and objectives, and that these objectives are in line with beneficiary needs, with nearly 90% falling in the top two ranks. This is slightly less than in the former assessment, 92% in 2005 versus 87% in 2007, and there has been a decline in the percentage of organisations that fall in the very top rank from 67% to 45%.

___________________________________________________________

Annual Report 2007

8

48%

30%

19%

4%

9%

62%

23%

6%

0%

10%

20%

30%

40%

50%

60%

70%


2005

2007

Number of Beneficiaries

221987

19731

556557

123672

445356

9151 2732 59 307

3041652113

0

100000

200000

300000

400000

500000

600000

Youth

Orphans

Women

Childre

nMen

Widows

Disable

d

Refugess

Homeless

ElderlyOth

er

1.1.4 PARTICIPATION OF THE COMMUNITIES

In order to assess the level of participation of the community, three questions were discussed

and analysed with the CSOs and the beneficiaries:Are the services/interventions and activities consistent with the aims and objectives of the

organisation; are these in line with beneficiaries needs?

Do members of the community participate in the planning of the CSO activities?Have the beneficiaries been involved in any post-project evaluation (or ongoing evaluation)

of the CSO?

Figure 10: Comparison of the

Participation of the Communityfrom 2005 to 2007

The figure opposite shows acomparison of the total ranks for

participation of the community

from 2005-2007 and it can be seenthat there is marked downward

movement of the percentage of organisations who showed very high levels of communityparticipation in 2005, to a good level of community participation, but that overall

organisations showing high or very high involvement dropped by a much smaller percentage

of 7%.The ranking was determined dependent on the level of involvement. The breakdown of the

ranking of the organisations level of participation in 2007 is shown in Figure 11.

Figure 11: Assessment areas of the participation of the community 2005 and 2007

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Annual Report 2007

9

Rank 1

Rank 1

Rank 1

Rank 1

Rank 1

Rank 1

Rank 2

Rank 2

Rank 2

Rank 2

Rank 2

Rank 2

Rank 3

Rank 3

Rank 3

Rank 3

Rank 3

Rank 4 & 5

Rank 4 & 5

Rank 4 & 5

Rank 4 & 5

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

2005

Are the services / interventions / activities consistent with the aims and objectives of the

organisation?

2007

2005

Do members of the community participate in the planning of the CSO activities?

2007

2005

Have the beneficiaries been involved in any post-project evaluation of the CSO?

2007

Rank 1

Rank 2

Rank 3

Rank 4 & 5

It can be seen that the organisations are still performing well in ensuring that their services,

interventions and activities are meeting their own aims and objectives, and that theseobjectives are in line with beneficiary needs, with nearly 90% falling in the top two ranks.

This is slightly less than in the former assessment, 92% in 2005 versus 87% in 2007, and there

has been a decline in the percentage of organisations that fall in the very top rank from 67%to 45%.

The largest decline seen in percentage terms however is in the percentage of organisations

that were able to properly demonstrate the inclusion of the community in the planning of the

grantee activities, with a decline of 25% for organisations in ranks 1 & 2 and also the increasefrom 11% to 16% of organisations falling in the bottom two ranks where there has been bare

minimal or no involvement whatsoever of the beneficiaries during the planning stages. This isin part due to the inclusion of more small grantees within the sample who have little to know

knowledge or funds to properly include the community in a) the planning and b) any formal

post project evaluation and also due to the inclusion of some CSOs which were suspected tobe poor performers and ‘one-man bands’.

Only 12% of the organisations had undertaken a post-project evaluation that fully included

their beneficiaries. A further 52% however, were found to have made some attempt at

evaluation through discussing the activities that were undertaken with some of thebeneficiaries.

The remaining 36% of organisations however, still had a very limited level of discussion with

the beneficiaries after the project had been completed (or in the case of ongoing projects,

during the project).

1.1.4.1 Improvement in participation of the communities in the Individual

Organisations

Figure 12 shows the breakdown of the rankings of improvement in the levels of participationattributed to the organisations. It is important to remember when reviewing the breakdown,

that the ranking levels of improvement are in no way related to the ranking levels for actualcurrent performance. A Rank 1 when reviewing improvement indicates a vast amount of

change has been seen from the pre-grant situation, a Rank 5 indicates that no change has

been seen.

Figure 12: Ranks for improvement in participation


The largest decline seen in percentage terms however is in the percentage of organisations that were able to properly demonstrate the inclusion of the community in the planning of the grantee activities, a decline of 25% for organisations in ranks 1 & 2 and also an increase from 11% to 16% of organisations falling in the bottom two ranks where there has been minimal or no involvement whatsoever of the beneficiaries during the planning stages. This is in part due to the inclusion of more small grantees within the sample who have little or no knowledge, or funds, to properly include the community in a) the planning and b) any formal post project evaluation and also due to the inclusion of some CSOs which were suspected to be poor performers and ‘one-man bands.’

Only 12% of the organisations had undertaken a post-project evaluation that fully included their beneficiaries. A further 52% however, were found to have made some attempt at evaluation through discussing the activities that were undertaken with some of the beneficiaries.

The remaining 36% of organisations however, still had a very limited level of discussion with the beneficiaries after the project had been completed (in the case of ongoing projects, during the project).

RESULTSIn order to fulfill the purpose, four result areas were identified. When these result areas are achieved by the respective stakeholders, the purpose as described above can and will be reached.

The impact assessment went further to measure achievement of the targets set for each one of the four results identified above. This section therefore summarises the key achievements for each of the results.

ENhANCED ORgANISATIONAL CAPACITy

The Foundation wants to ensure enhanced organisational capacity of the civil society organisations that the Foundation is supporting throughout the country, both in urban and rural areas. Enhanced capacity includes financial capacity through grant making services as well as managerial competence and technical ability. In order to evaluate the competency of the CSOs to implement their activities, three key capacity areas were reviewed: Financial capacity, Managerial capacity and Technical capacity. Figure 12, below, shows the distribution of ranks awarded to the sample of organizations reviewed for their current organisational capacity, broken down into the three capacity areas, as well as averaged overall.

Figure 12: Average Current Capacities across CSOs

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Annual Report 2007

11

Rank 4

Rank 4Rank 4

Rank 4

Rank 3

Rank 3Rank 3

Rank 2

Rank 2Rank 2 Rank 2

Rank 1 Rank 1Rank 1 Rank 1

Rank 3

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Financial

Capacity

Managerial

Capacity

Technical

Capacity

Overall

Rank 1

Rank 2

Rank 3

Rank 4

Rank 5

Figure 14: Average Capacities across CSOs in the year 2005

Rank 3

Rank 3 Rank 3Rank 3

Rank 2

Rank 2

Rank 2 Rank 2

Rank 1

Rank 1

Rank 1

Rank 1

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Financial Managerial Technical Overall

Rank 1

Rank 2

Rank 3

Rank 4

1.2.1.1 Financial Capacity

This involved a review of the capability of the financial staff, the procedural and record

keeping abilities, and the approval levels and controls. The level of fund raising ability and

adequate funds to continue activities were also investigated. Figure 13 shows that nearly

60% of the organisations visited and assessed had good or very good financial management

capacity, which compared to the last assessment, is a slight improvement (4%). Despite

this slight improvement it still remains the weakest area compared to technical and

managerial capacity. In addition, compared to the year 2005 there has been a decline in the

percentage of organizations falling in rank 1 from 19% to 11%, way off the target of at least40% for rural and 70% for urban by the year 2008

1.2.1.2 Managerial Capacity

This involved a review of the management and organisationalstructure, together with the reporting, planning and monitoring

abilities. Figure 13 also shows that, at an overall level, the

managerial capacity in relation to the size of the organisations is

relatively good across the organisations. This however has

dropped slightly from the previous assessment from 71% of

11The Foundation For Civil Society | Annual Report 2007 |

FINANCIAL CAPACITY

This involved a review of the capability of the financial staff, the procedural and record keeping abilities, and the approval levels and controls. The level of fund raising ability and adequate funds to continue activities were also investigated.

Figure 12 shows that nearly 60% of the organisations assessed had good or very good financial management capacity, which when compared with the last assessment, shows a slight improvement (4%). Despite this slight improvement it still remains the weakest area when compared to technical and managerial capacity. In addition, compared to the year 2005 there has been a decline in the percentage of organizations falling in rank 1 from 19% to 11%. This is way off the target of at least 40% for rural and 70% for urban by the year 2008

MANAGERIAL CAPACITY

This involved a review of the management and organisational structure, as well as the reporting, planning and monitoring abilities.

Figure 12 also shows that, at an overall level, the managerial capacity in relation to the size of the organisations is relatively good across the organisations. This however has dropped slightly from 71% of organisations in rank

1 or 2 a previous assessment to 68% currently. If you isolate organizations in rank 1 only, you will find that only 13% of the organizations in

the sample during the year 2007 are in rank 1 compared to 42% in the year 2005. The target for this particular result was at least 65% for rural and 80% for urban based organizations falling in rank 1 by the year 2008. Narrative reporting abilities across the sample was also higher (although this is also in part due to the improvement in the narrative report formats that make the information easier and clearer to read). Monitoring and post project evaluations however have decreased, since 2005, with less of the sample group carrying out effective monitoring or evaluations.

TECHNICAL CAPACITY

This involved the review of resources available to the CSO (office equipment and tools), together with a review of the skills and mix of abilities of the leaders, staff and volunteers. Figure 13 further indicates that at an overall level, the technical capacity in relation to the size of the organisation is also relatively good. However, compared to the previous assessment the percentage of organisations falling into rank 1 or rank 2 for has decreased from 74% to 67%. This can perhaps be due to the inclusion of a number of organisations in the sample who had no office space, and shared the same ‘secretary’ and often ‘resource’ persons, thus bringing the overall scores down. The key areas of weakness remain as the leadership having received little to no training in the field of their CSOs activities (an indicator of board members having an educated knowledge of their services) and an appropriate mix of staff and management (with a suitable number of board members with an executive or management function within the organisation).

CONDUCIVE ENVIRONMENT FOR CONSTRUCTIVE DIALOGUE

The Foundation works with other stakeholders to create a conducive environment for constructive dialo gue between CSOs, government and the private sector. This involves creating platforms

planning and monitoring abilities.

Figure the managerial capacity in relation to the size of the organisations is relatively good across

1 or 2 a previous assessment to 68% currently. If you isolate organizations in rank 1 only, you will find that only 13% of the organizations in

the sample during the year 2007 are in rank 1 compared to 42% in the year 2005. The target for this

“...at an overall level, the managerial

capacity in relation to the size of

the organisations is relatively good

across the organisations”.


for joint dialogue and for collective agenda setting and for the civil society to show-case its work, its challenges and accomplishments to the two other sectors. This increases the opportunities for the civil society to build positive collaboration in both sectors. Such collaboration could add impetus to national poverty eradication efforts. The target set for this result was to increase percentage of CSO’s in Rank 1: from 37% participation in 2004 to 65% in 2008.

Figure 13: Legitimacy and Networking of the CSOs

Figure 13 above shows that only 28% of the sample are actively involved in local development plans (rank 1) compared to the set target of 65% by the year 2008. A further 41% of the organisations have also been involved in discussions of plans (rank 2). 20% of organisations do appear to be aware of local plans and government initiatives in relation to their activities, whilst the remaining organisations are not involved with or aware of local government plans.

ENCOURAGED AND STRENGTHENED CSO NETWORKS

The Foundation continues to invest considerable resources and effort in encouraging and strengthening CSO networks. This gives the CSOs an opportunity, not only to learn from each other, but also to articu-late common positions on critical national discussions. The target set for this result was to increase the percentage of CSO’s in focused contacts in Rank 1 from 44% in 2004 to 60% in urban and 45% in rural areas in 2008.

In order to assess the level of focused contact with other organisations working in the same thematic area, three aspects were considered: the degree of exchange of facilitators, the degree of mutual

visits or study visits and the intensity and frequency of correspondence and reports.

16% of the organizations assessed, fell into rank 1 for this criterion. This is in comparison to 44% in 2005 and also compared to 45% set for rural organizations and 60% for urban areas; all of these organisations had been involved in exchange visits and discussions with like-minded organisations.

Rank1

Rank1

Rank1

Rank1

Rank1

Rank1

Rank2

Rank2

Rank2

Rank2

Rank2

Rank2

Rank3

Rank3

Rank3

Rank3

Rank3

Rank3

Rank4 &5

Rank4 &5

Rank4 &5

Rank4 &5

Rank4 &5

0% 20% 40% 60% 80% 100%

Advocacy and promotion of the CSO's mission, other than through

regular activities

Is the CSO a member of any local, regional or national network?

Is there evidence of focused contact with other organisations working

in the same thematic area?

Is the CSO involved in, or has been asked to advise on Village or

District Development Plans?

Is the CSO registered with the local Council (District, Town, Village

etc)?

Representation of the vulnerable in the CSORank 1

Rank 2

Rank 3

Rank 4 & 5

areas in 2008.

In order to assess the level of focused contact with other organisations working in the same thematic area, three aspects were considered: the degree of exchange of facilitators, the degree of mutual

visits or study visits and the intensity and frequency of correspondence and reports.

“...majority of organisations

(54%) have had discussions and

were sharing ideas with other

organisations”.


However, the majority of organisations (54%) have had discussions and were sharing ideas with other organisations, although they had not necessarily been able to exchange facilitators or undertake visits.

Membership to networks was reasonably strong; Over 68% of the organisations assessed were at least registered with a recognised network and more than half of these were playing an active role. This is less in percentage terms than 2005, which showed that 81% of the sample was registered with a network.

STRENGTHENED POSITIVE IMAGE OF THE ROLE OF CIVIL SOCIETY

As is the case in many countries, the role and contribution of the civil society towards national development is less talked about. The Foundation works with others to create vibrant platforms for profiling the civil society’s work both at local and international levels. Projecting a positive image of the role of the civil society in national development would lead to better and more focused outcomes. The targets set for this result include an increase in recognition with local district council of CSO’s in Rank 1 from 48% to 70% in both urban and rural areas (2004-2008); and an increase in participation in district plans of CSO’s in Rank 1 from 37% in 2004 to 65% in 2008.

In order to assess the recognition from, and involvement with, local government authorities, two criteria were applied: whether the CSO was registered with the local council, and whether the CSO had been involved in (and if yes, the level of involvement) in Village or District Development Plans. Figure 13 shows that 41% of the sample were indeed registered, which is slightly higher then the 37% found in 2005. However, we are still lagging behind greatly in achieving the target set for 2008. 54% of organisations are recognised, although not formally registered (rank 2 and rank 3). Only 6% are not recognised at all. This is a big improvement from the last assessment when there were still over a quarter of organisations who were not recognised to any extent by their local government authorities.

Figure 13 also shows that 28% of the sample are actively involved in local development plans (rank 1); this is lower than the baseline percentage of 37% in 2005. A further 41% of the organisations have also been involved in discussions of plans (rank 2). 20% of organisations do appear to be aware of local plans and government initiatives in relation to their activities, whilst the remaining organisations are not involved or aware of local government plans.

the CSO was registered with the local council, and whether the CSO had been involved in (and if yes, the level of involvement) in Village or District Development Plans. Figure 13 shows that 41% of the sample were indeed

“This is a big improvement from the last

assessment when there were still over

a quarter of organisations who were not

recognised to any extent by their local

government authorities”.


“Outside the group, i can now use the knowledge gained on advocacy and lobying...”- HADIJA MAKAME - BENEFICIARY - MMECCA UNGUJA

“The state of poverty has reduced among

members of self help groups, members have

self initiatives and willingly contribute to the

development of education and health... the

government has also recognized our efforts

- women groups now receive loans from

Government Institutions”

- SAMUEL CHIWANGU - VICE CHAIRPERSON RUWODEF

“RADA has made us realize how farmers are losing out on lack of proper measures and weights - we have made plans to ensure this sordid problem is

addressed... traditional weighing methods are less accurate and benefit the buyers more than the farmers” - PETER KALONGA- DISTRICT ADMINISTRATIVE SECRETARY, NJOMBE DISTRICT

“By implementing a project funded by the Foundation for Civil Society, we are very proud to become a greatly dependable centre for children and women issues. The government in the district now depends on our statistics to establish the number of children living in difficult situations” - MS HINDU ALLY MBENGO, THE DIRECTOR OF CWCD.

1�The Foundation For Civil Society | Annual Report 2007 |

MAKING A DIFFERENCE WHERE IT MATTERS THE MOS T

Children are learning to count using things from

around them

Children learning in one of the classes in the day care

centres.

Children of one of the day-care centres in Meru district clapping to welcome guests from Zanzibar who visited the centres to learn about community-based day-care centres and early childhood education.

The Deputy Minister for Education and Vocational Training Hon. Mwantumu Mahiza presenting her contribution for buying porridge for the children attending day-care centres.

Women of Safina Matalawe group in their mushroom production room. Ngangari women group counts their money at their

weekly meeting.

Children playing out of their class at one of the day-care centres in Meru district Some of the work done by children at the

Community-based maasai Day-care Centres.


MAKING A DIFFERENCE WHERE IT MATTERS THE MOST

CHILDREN DAY-CARE CENTRES BUILT AROUND MAASAI BOMAS

The Oldonyo Sambu, Oljoro, Musa, Bwawani and Makiba wards in Meru and Arusha districts have made commendable changes in respect to protection and safeguarding of children’s rights following an awareness creation and sensitization project implemented by the Centre for Women and Children Development (CWCD).

The project implemented by the Centre for Women and Children Development with funding from the Foundation for Civil Society was aimed at increasing the understanding of the community on policies and laws that protect

children and hence increase adherence to those laws resulting in the reduction of violation of children’s rights especially those in difficult conditions at grass roots level. The formation of special committees dealing with children issues in the five wards and consequential establishment of community initiated and run children day-care centres are clear signs that children’s rights and development issues now have better handling in the area.

While expressing hearty appreciation for the project, Emmanuel Joseph Nyimba, who is the coordinator from among the five wards said ,”Now, changes can clearly be seen; before the implementation of the project, many children could not attend school, instead they were mostly engaged in herding animals. Also, FGM, early marriages of girls and stigma to AIDS orphans and those with disabilities were common.” One list displayed shows 37 orphans and 18 children with disabilities already identified just in one village;Likamba. After sensitization from CWCD, villagers agreed to establish committees, especially for dealing with children issues. one of the notable achievements of those committees are the children’s day-care centres established around Maasai Bomas. These centers were initiated by the community and are run by the community as well. They do not only care for the children but also provide early childhood education and serve as nutritional, talent and creativity promotion centres. The committees have helped to identify a number of AIDS orphans and children with disabilities who were hidden and locked inside Bomas denied of their education and other basic rights.

“We have pledged to fight for child labour by charging a fine of Tsh.10, 000/= especially to drivers who come to our villages to take sand or crops when we find them using children to load their vehicles”. Nyimba said.

“We take those youths who have completed standard seven and are somewhat responsible, as caretakers of the day-care centres. The community contributes some token amount of money for the

The project implemented by the Centre for Women and Children Development with funding from the Foundation for Civil Society was aimed at increasing the

children and hencethose laws resulting in the reduction of violation of children’s rights especially those in difficult

“The formation of special committees dealing with

children issues in the five wards and consequential

establishment of community initiated and run

children day-care centres are clear signs that

children’s rights and development issues now

have better handling in the area.”


caretakers to assist them to fulfill their basic needs. Community members also contribute towards food and other requirements for the children at the centres”, Nyimba added.

According to Nyimba, these centers have also proved beneficial for the elders. It provides them with the opportunity to teach morals and values to the young. Participating in the upbringing of children, makes them feel useful and also enables children to know more about their culture.They started with 60 children in the centres and now the number has gone up to 200.

“Community members have agreed to take anything they find appropriate from a person who is found guilty of withdrawing his/her child from attending the day-care centres” Prosper Munuo, Programme Officer CWCD.

Ms Hindu Ally Mbwego, the Director of CWCD is proud of the results of the project. She says, when the project was introduced in the area most of villagers were not well informed about children living in difficult situations. They were of the opinion that children in difficult situations are only street children found in towns. The sensitization process created a massive change in this perception and they were astonished to find quite a number of children living in difficult situations in their surroundings. “Child victims of HIV/AIDS were discriminated and stigmatised. They were left to live alone in the Boma for fear that they will infect others. What others did was just to bring them food, but not to share food with them or to sleep with them in one house.” She added.

“Women are now able to leave their children in the day-care centres and employ themselves in other income generating activities like farming, plaiting and making of necklaces.” Ms Mbwego clarified.

“We have established a network with the elders, councilors, village executive officers and the police to identify and deal with the issue of girls who are forced into marriage at an early age. Through that network, we have already succeeded in saving one girl and managed to enrol her at Edmund Rice Secondary School” she added. Another remarkable development that came out of this project was the reuction in FGM in the area. Having gone through intensive sensitization, many mutilators decided to leave that business and joined White Ribbon Alliance where they got training on safe midwifery skills in order to reduce the rate of child and maternal deaths as well as FGM. In the process, some mutilators openly revealed that they were dissatisfied with FGM but were forced to continue doing it by male elders. Having disclosed that secret, they agreed to formulate a trick to pretend mutilation to cheat the male elders. “Men don’t go into the huts where mutilation is undertaken, they only escort women and girls up to the place and remain outside at a distance to wait for the women to go about the process. A viva voice from the hut is the sign that the exercise has been accomplished. Therefore, some mutilators have decided that they will be going into the huts and pretend that they are performing the exercise while they are not, and thereafter shouting viva. With such action, many girls will be left unaffected.” Ms Mbwego tipped.


Hon. Margaret Sitta, the then Minister for Education and Vocational Training (now the Minister for Community Development, Gender and Children) trying necklaces designed by Maasai Women during her visit to the area. Now that their children attend the day-care centres women in that area have time to engage in such income generating activities.

Ms Mbwego joyfully stated “By mere implementation of a project funded by the Foundation for Civil Society, we are very proud that now we have become a greatly dependable centre for children and women issues.” She added “the government in the district

now depends on our statistics to establish the number of children living in difficult situations.”Following wide recognition, the centre was selected by the Arusha Region government to be visited by participants of the sub-regional conference on “Education for All” held at AICC in Arusha as a demonstration centre on Community-based Early Childhood Development.

A delegation of 28 Heads of Nursery Schools, Education Officers and Education Division Officers from Zanzibar also visited the centre to learn about Community-based Early Childhood development skills.

Ms Mbwego joyfully stated “By mere implementation of a project funded by the Foundation for Civil Society, we are very proud that now we have become a greatly dependable centre for children

now depends on our statistics to establish the number of children living in difficult situations.”

“Following wide recognition, the centre was

selected by the Arusha Region government to

be visited by participants of the sub-regional

conference on “Education for All” held at AICC in

Arusha as a demonstration centre on Community-

based Early Childhood Development.”


The Deputy Minister for Education and Vocational Training Hon. Mwantumu Mahiza congratulating ex-female circumcisers who joined White Ribbon Alliance to learn midwifery.

Children under the CWCD programme pose for a photo with government officials, honoroble guests and other participants of the African Sub-regional meeting on “Education for All” at AICC in Arusha.


RUWODEF AND THE ECONOMIC LIBERATION OF WOMEN IN RUVUMA

At least 8830 jobs have been created in Ruvuma region by the Ruvuma Women Development Trust Fund (RUWODEF) through its Entrepreneurship Development project which is supported by the Foundation for Civil Society (Statistics from Ruvuma SIDO)

Community members, mostly women utilized the knowledge and entrepreneurial skills they attained to establish various income generating activities and also developed the habit of saving through the formation of village community banks.

The Treasurer of RUWODEF Hon. Samwel Chiwango, said that after the initial training and sensitization process women mobilized themselves and formed 13 groups in Songea municipality, 10 groups in Songea rural, 10 groups in Namtumbo district and 20 groups in Tunduru. Appreciably, the number of groups is increasing at such a rapid pace that there are now more than 74 groups formed in the region.

The groups formed are engaged in a number of small businesses including restaurant services, saloons, batik, fish rearing, mushroom production and grocery.

Almost every group has a bank (village community bank) which supports them in saving part of their income and lends money for expansion of their businesses. Members of the groups agree on the amount that everyone has to contribute per week as a share, the maximum amount which can be borrowed, its repayment period and the interest rate.

Some groups have advanced to such a stage that they have created special funds for orphans’ health and education. Such funds are a sort of social security for the community, whereby members can be supported in the face of particular problems or they can be used to support vulnerable members of the community.

Interestingly, despite the fact that the banks are community-based with members not professionally trained in banking or financial management, they operate systematically and follow basic financial procedures. Such

principles as control and checks and balances are ensured.

“We keep the money in a case which has three locks whose keys are held by three different people. Again, another person different from the ones with keys, secretly keeps the case. The case is normally opened during the weekly meetings of members or in case of emergency after consultation with members. In such circumstances it is difficult for a person to steal the money” says Maria Mvula, Chairperson of Muungano group.

There is an agreed maximum amount of money to be kept in the case before it is transferred to commercial banks. In the banks where they own accounts like CRDB, NBC and NMB, top leaders,

of the community.

Interestingly, despite the fact that the banks are community-based with members not professionally trained in banking or financial

principles as control and checks and balances are ensured.

“The beneficiaries of the project appreciate the fact

that it has been liberating for women. They said that

the project has enabled them to pay their children’s

school fees, increase their income level, build modern

houses, and buy transport facilities like bicycles and

other important domestic facilities.”


especially the chairpersons are not signatories, a rule which has been agreed for the purpose of trying to ensure that the top leaders remain as controllers.

The beneficiaries of the project appreciate the fact that it has been liberating for women. They said that the project has enabled them to pay their children’s school fees, increase their income level, build modern houses, and buy

transport facilities like bicycles and other important domestic facilities.

“Now, women have respect in their houses, and we no have to beg our husbands for each and every thing. Conflicts in our homes have reduced and now we can now sit with our husbands and plan together and agree on what each one can contribute towards different family needs”-Sigrada Ngonyani, Secretary, Mapambano group.

The efforts made by RUWODEF have been commended by different stakeholders including financial institutions and the government.

“We are very pleased to see that loan repayment in the groups which were trained by RUWODEF was very good and I think that is due to the knowledge they learnt and skills they were equipped with. When we compare with loans extended to groups which were not under RUWODEF, the difference is clear, we find very difficult to recover loans from other groups. This is where I see education as being of the utmost importance” –Lucy Sarungi, Ruvuma Branch Manager of the Small Industries Development Organisation (SIDO).

SIDO extended mores than Tshs. 396 million as loans to different groups in Namtumbo, Songea and Tunduru, which were formed after training undertaken by RUWODEF.

“Education and knowledge should be the first priority in efforts to liberate women. Women still need education, many are not aware of what is happening and how they can participate. As well as involvement there should also be education and transparency in order to make them understand their rights and how they can participate in development.” Lt. Con. Philip Mtambwa, Ruvuma Militia Advisor who has been largely involved and participating in community issues in Ruvuma.

that it has been liberating for women. They said that the project has enabled them to pay their children’s school fees, increase their income level, build modern houses, and buy

transport facilities like bicycles and other important domestic facilities.

“Now, women have respect in their houses, and we do not have to beg our husbands for each and every thing. Conflicts in our homes have reduced and we can now sit with our husbands and plan together and agree on what each one can contribute towards different family needs.”

Creating Opportunities, Promoting Innovation, Rewarding Excellence

Creating Opportunities, Promoting Innovation, Rewarding Excellence

GRANT MAKING SERVICES


ABOUT OUR GRANT MAKING SERVICESThe Foundation for Civil Society provides grants to support organisations performing a wide range of activities that are relevant to the poor and other vulnerable groups. Applications for grants from the Foundation can be made through a special form, which can be obtained in person from the Foundation office in Dar es Salaam, by post if requested by a potential applicant or simply from the Foundation website for those with access to Internet. The application forms are also distributed during information sessions conducted in various regions throughout the year and at information points in the regions. The application forms are accompanied by application guidelines for more clarification about the grants services provided and the process and procedures of the award. During the year, the Foundation offered grants to support civil society work in the following broad thematic areas.

PARTICIPATION IN POLICy DEvELOPMENT AND IMPLEMENTATION

These grants seek to support the work of CSOs in promoting citizen participation in policy processes including policy dialogue as well as monitoring of policy implementation towards reduction of poverty.

ENhANCINg gOOD gOvERNANCE AND CIvIC RIghTS

Grants are made available to actors in the civil society who are involved in helping and empowering citizens to become aware of their rights and duties, in ensuring that the Government, Public and Private institutions function in a transparent and efficient manner are accountable to the people they serve and respect human rights and the rule of law.

PROMOTION OF SAFETy NETS AND SUPPORT TO ThE vULNERAbLE

The Foundation offers grants to support organisations implementing projects that seek to mitigate the impact of social disadvantages among vulnerable groups of the Tanzanian society by. This is achieved by ensuring that there are mechanisms through which their concerns can be voiced and that they are able to effectively participate in development processes.

STRENgThENINg ThE LObbyINg, ADvOCACy AND NETwORkINg AbILITIES OF CSOS

These components support initiatives by civil society organisations to build strong links, credibility and voices among their constituencies such that they can effectively articulate their concerns to relevant authorities. The expected outcome is a creative, imaginative, active and lively civil society, which effectively contributes to making a lasting difference in the development of Tanzania.

TYPES OF GRANTS PROVIDED In order to contribute to the above broad themes, The Foundation for Civil Society provides the following types of grants:

STRATEgIC gRANTS The Strategic Grants programme, which can provide up to TZS 300,000,000 per organisation for three years (with a maximum of TZS100 million per year), targets well-established civil society organisations with a proven and demonstrable track record in poverty reduction.

MEDIUM gRANTS The Medium Grants programme, which can provide an organization with up to TZS 105 million for three years (with a maximum of TZS 35 million per year), targets organisations with some experience

2� | Five Years of Building Capacity of Civil Society in Tanzania |

in managing grants to enable them to continue building their organisational and grant management experiences by delivering projects with a potential for high impact.

ROLLINg SMALL gRANTS The Rolling Small Grants of up to TZS 5 million mainly aim at providing opportunities for small organisations and emerging CSOs to learn about the management, culture and expectations of donors in relation to managing grants, and to enable them to build a culture of accountability.

REgISTRATION DEvELOPMENT gRANTS

This is a TZS 200,000 micro grant programme targeting existing and active small unregistered groups or organisations that wish to become formalised and thereafter comply with the Foundation’s grants eligibility criteria.

OUR PERFORMANCE DURING THE YEAR 2007During the year 2007 a total of 303 new grants were approved for funding. Out of these approved grants, 124 applications were Rolling Small Grants, 80 for Medium Grants, 5 Strategic Grants and 94 Registration Development Grant Applications. A total commitment amounting to TZS 4,813,745,824 was made during the year 2007 for the various grant types approved. Medium Grants lead by occupying the largest commitment, amounting to TZS 2,708,799,162, followed by Strategic Grants which amount to TZS 1,477,302,836. Rolling Small Grants totaled to TZS 608,937,376 and Registration Development Grants occupied commitment amounting to TZS 18,706,450.

Figure 14: Amount Committed Figure 15: Number of Approved in 2007 per Grant Type Projects per Grant Type

DISTRIbUTION OF NEw gRANTS IN 2007 by gEOgRAPhICAL LOCATION

Looking at the geographical distribution of the new grants approved in the year 2007 it shows that Dar es salaam region is leading with 71 approved grants, followed by Iringa (23), Morogoro (21), Kilimanjaro (18), Tanga (17), Shinyanga and Ruvuma with (16) each. The regions with smallest number of approved grants are Manyara (2), Mara and Rukwa (3) each, Mwanza (4), Mtwara (5) and Singida (6). In terms of amounts of funds commitment for the approved grants, Dar es salaam region is still leading with total amount of grants worth TZS 2,136,893,692, other regions which follow in order of the grants amount accessed are Dodoma (TZS 493,777,266), Iringa (TZS 345,623,826), Morogoro

Amount Commited in 2007 per Grant Type

1,477,302,836

2,708,799,162

608,937,37618,706,450

Strategic Grants Medium Grants

Rolling Small Grants Registration Development Grants

Number of Approved Projects per Grant Type

5 80

124

94

Strategic Grants

Medium Grants

Rolling SmallGrants

RegistrationDevelopmentGrants


(TZS 247,703,225) and Kigoma (TZS 218,282,480). The last five regions in accessing grants from the Foundation in the year 2007 are Singida (TZS 7,384,000), Lindi (TZS 7,392,000), Manyara (TZS 9,994,600), Mtwara (TZS 15,320,930) and Mwanza (TZS 14,975, 000).

Figure 16: Number of Grants Awarded in Each Region

Figure 17: Amount of Grants Accessed by Regions in 2007

Number of Projects Granted in Each Region

6

23

13

18

13

2 3

75

12

3

16 16

6

1012

8

17

8

4

9

71

21

0

10

20

30

40

50

60

70

80

Arush

a

Dodom

aDsm

Iringa

Kagera

Kigoma

Kiliman

jaro

Lindi

Manya

raM

ara

Mbeya

Mor

ogor

o

Mtw

ara

Mwanz

a

Pemba

Pwan

i

Rukwa

Ruvuma

Shiny

a nga

Singid

a

Tabo

ra

Tanga

Unguja

Region

Num

ber

ofPr

ojec

ts

Amount of Grants Accessed by Regions in 2007

178

494

2,137

346

65

218

577 10 35

135248

15 15 56 52 43130 156

7126 169

113

0

500

1,000

1,500

2,000

2,500

Arush

a

Dodom

aDsm

Iring

a

Kager

a

Kigom

a

Kiliman

jaro

Lindi

Man

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Mar

a

Mbe

ya

Moro

goro

Mtw

ara

Mwan

za

Pem

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ani

Rukw

a

Ruvum

a

Shin

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a

Singi

da

Tabo

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Unguj

a

Mill

ions

Region

Am

ount

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rant

s


The amount accessed by each region differ depending on the number of projects funded in particular region which is also dependent on the number of applications submitted to the Foundation from that particular region. The difference is also due to the number of grant type applied from a particular region. A region with a small number of Strategic Grants can

outweigh in amount a region with a large number of projects under Rolling Small Grants.

PERFORMANCE BY THEMATIC AREAS

Assessment of 2007 grants per thematic areas shows that Advocacy and Network strengthening is leading with 142 grants, 68 projects focused on Safety Nets while 51 projects aimed at enhancing Good Governance and 42 were on Policy engagement.

As shown in the figure below analysis of the funds committed per thematic area reveals that the largest proportion of funds 27% (TZS 1,310,347,148) was committed to Governance, followed by Policy Engagement area 27% (1,295,172,901), Safety Nets 24% (TZS 1,162,444,237), and Advocacy 22% (TZS 1,045,781,538). However, the Advocacy Strengthening thematic area had the highest number of grants funded by the Foundation. This apparent contradiction between the large numbers of grants versus the small total amount committed to the particular thematic area can be explained by the fact that Advocacy Strengthening takes into consideration all registration development grants whose limits are too small (TZS 200,000 per grant) contributing to the scenario of large number of grants with small amount of grant committed.

outweigh in amount a region with a large number of projects under Rolling Small Grants.

Summary of grants management performance

• 209 new grants were awarded under the three programmes (MG, RSG, SG) in 2007.

• 94 Registration grants awarded in 2007.• 367 grants were successfully closed.• 339 grants management files were ongoing as

at the end of 2007.

Mama Ruth Mgara is a widow mother living with her two children in Mbalizi, Mbeya Rural.

When her husband died in early 2007, she was forced to vacate the house which she built

with her late husband and leave the properties

with her late husband’s relatives. After attending

training on women rights and inheritance which

was organized by Mbeya Paralegal Unit, Ruth

decided to open a case in a primary court to ask

for her rights after consulting local government

leaders and Mbeya Paralegal Unit. After the

hearing it was ruled by the primary court that

Ruth should get back the house and take control

of all properties which were left after the death

of her husband. Ruth is now living comfortably

with her kids and she is involved with petty trade

in Mbarali, Mbeya. The house which was given back to

mama Ruth Mgala after she fought for her

rights.

�1The Foundation For Civil Society | Annual Report 2007 |

Figure 18: Distribution of Total Funds Figure 19: Number of Approved Grants Committed in 2007 as per per Thematic Areas Thematic Areas

PERFORMANCE STATISTICS IN GRANTS MAKING FOR THE PERIOD 2003 - 2007This section reflects on the trend of grant making services since the year 2003. The trend shows that, there has been a significant increase in the value of awards/commitments to CSOs, with a total annual value increasing from just over Tsh 700m during the year 2003 to over TZS 4.8 billion shillings in the year 2007, with a peak reached during the year 2006 in which new commitments reached TZS 6.7 billion. Compared to the year 2006, the year 2007 showed a slight decrease in performance of the Foundation in our grant making business due to the fact that the Foundation decided to concentrate in reorganizing its structure and therefore more efforts were put in restructuring processes hence curtailing grant making business. In terms of numbers of applications, the Foundation has received a total of 6,689 applications over the last five years, and out of them, 1,268 applications of various sizes have been approved. This is approximately eighteen percent of the applications received by the Foundation. Comparing with many other Foundations whose average approval rate is usually below ten percent, the Foundation is performing very well in that score. The year 2006 marked a peak year in the number of applications received, totaling 2086 compared to 1844 received in the year 2007. However, in terms of the number of applications approved, the year 2006 presents the peak of the five-year period whereby 522 applications were approved, representing about 25% of the applications received in that year. The tables and graphs below present performance statistics of the Foundation’s Grant Making Business for the five-year period, 2003 – 2007. The tables and graphs are self explanatory.

Table 2: Summary of Performance over the five years2003 2004 2005 2006 2007 Total

Total Applications Received 650 816 1293 2086 1844 6689Total Applications approved 36 107 300 522 303 1268Percentage of Applications Approved 5.5% 13% 23% 25% 16% 19%

Number of Approved Grants per Thematic Areas

PolicyEngagement,

42

Governance,51

Safety Nets,68

Advocacy andNetwork

Strengthening,142

Advocacy22%

Governance27%

Policy27%

Safety Nets24%

�2 | Five Years of Building Capacity of Civil Society in Tanzania |

Figure 20: Total Number of Grants Funded over Five Years by Thematic Area

Table 3: Total Value of Awards/ Commitments Made in 2007 as Compared with Previous Years

Table 3.1: Total Approved Funds 2003 – 2007 Split into ProgrammesGRANT TYPE AMOUNT

2003 2004 2005 2006 2007 Total since 2003

RDG - - 11.889.890 33.084.645 18.706.450 63.680.985

RSG 118.012.412 315.173.086 883.121.671 1.114.965.943 608.937.376 3.040.210.488

MG 599.453.448 1.207.153.443 1.470.896.114 3.586.988.568 2.708.799.162 9.573.290.735

SG - 1.614.037.560 2.144.978.023 1.968.707.239 1.477.302.836 7.205.025.658

Total 717.465.860 3.136.364.089 4.510.885.698 6.703.746.395 4.813.745.824 19.882.207.866

Table 3.2: Total Approved Funds 2003-2007 by Thematic Area

THEMATIC AREA

AMOUNT

2003 2004 2005 2006 2007 Total

Advocacy 158.839.850 697.956.012 793.368.713 1.629.441.784 1,045,781,538 4,325,387,897

Governance 100.329.770 1.192.454.043 1.192.092.520 1.626.451.176 1,310,347,148 5,421,674,657

Policy 96.439.875 582.806.498 1.340.132.958 2.347.150.992 1,295,172,901 5,661,703,224

Safety Nets 361.856.365 663.147.536 1.185.291.508 1.100.702.442 1,162,444,237 4,473,442,088

Total 717.467.863 3.136.366.093 4.498.997.813 6.670.663.755 4,813,745,824 19,882,207,866

Table 3.3: Total Number of Projects in 2007 by Thematic Area and Grant TypeThematic Area RSG 2007 MG 2007 SG 2007 RDG 2007 Total 2007

Advocacy 30 17 1 94 142Governance 26 24 1 0 51Policy 22 18 2 0 42Safety Nets 46 21 1 0 68 124 80 5 94 303

Total Number of Projects Funded over Five Years by Thematic Area

6

24

42

62

142

6

22

5156

51

5

17

63

121

42

19

44

84

113

68

0

20

40

60

80

100

120

140

160

2003 2004 2005 2006 2007

Period

Num

ber

ofPr

ojec

ts

Advocacy

Governance

Policy

Safety Nets

��The Foundation For Civil Society | Annual Report 2007 |

Table3.4: Total Disbursements 2003 – 2007

Type of Grant2003 2004 2005 2006 2007TZS. TZS. TZS. TZS. TZS.

Rolling Small Grants 170,621,564 312,905,760.10 875,208,082.25 1,114,965,943 450,806,499Medium Grants 692,384,144 877,699,979.85 1,466,842,809.25 3,586,988,568 1,459,282,157Strategic Grants - - 868,412,804.00 1,968,707,239 725,903,013Registration Grants 11,689,890 33,084,645Total 863,005,708 1,190,605,739.95 3,210,463,695.50 6,682,351,640 2,669,076,314

Table 3.5: Committed Amounts by Percentage, Thematic AreasThematic area 2003 2004 2005 2006 2007Policy 13% 19% 30% 35% 27%Governance 14% 38% 27% 24% 27%Advocacy 22% 22% 17% 24% 22%Safety Networks 51% 21% 26% 17% 24%Total 100% 100% 100% 100% 100%

Table 3.6: Number of Grants Awarded by Thematic Area Thematic area 2003 2004 2005 2006 2007Policy 5 17 63 121 42Governance 6 22 51 56 51Advocacy 6 24 42 62 142Safety Networks 19 44 84 113 68Total 36 107 240 352 303

Table 3.7: Status of Grants 2003 – 2007Number of Projects 2003 2004 2005 2006 2007Ongoing in January 87 52 120 308 497New grants 36 107 240 352 209Total managed (annual) 123 159 360 660 706Closed grants 71 39 52 163 367Ongoing in December 52 120 308 497 339Grant Officers (GO) 6 6 6 5 8Average Grant portfolios per GO 8.7 20.0 51.3 99.4 42.37

Note:This does not incorporate Registration Development Grants since this type of grant is considered as one off support.

�� | Five Years of Building Capacity of Civil Society in Tanzania |

Table 3.8: Analysis of Grants Accessibility by Geographical Spread over the Past Five YearsREGION AMOUNT ACCESSED BY EACH REGION

2003 2004 2005 2006 2007 Total Amount Rank

Arusha 0 0 54,290,904 203,507,605 178,165,989 435,964,498 13

Dodoma 25,414,875 503,531,780 48,746,308 98,419,808 493,777,266 1,169,890,037 4

Dsm 326,507,765 1,236,166,208 2,136,113,796 2,286,119,869 2,136,893,692 8,121,801,330 1

Iringa 9,748,000 125,633,666 236,548,364 323,964,393 345,623,826 1,041,518,249 5

Kagera 4,956,900 4,999,500 366,605,505 10,921,000 64,755,000 452,237,905 12

Kigoma 0 97,860,150 72,725,540 401,880,472 218,282,480 790,748,642 7

Kilimanjaro 4,889,667 78,076,989 180,452,126 858,164,825 57,311,000 1,178,894,607 3

Lindi 0 0 5,152,500 57,316,925 7,392,000 69,861,425 23

Manyara 56,113,200 0 200,000 39,422,850 9,994,600 105,730,650 22

Mara 4,538,000 0 114,151,020 23,129,700 35,013,100 176,831,820 18

Mbeya 64,062,895 32,624,243 147,692,215 161,787,787 135,439,987 541,607,127 10

Morogoro 162,618,598 149,473,397 359,307,532 420,444,150 247,703,225 1,339,546,902 2

Mtwara 4,994,800 29,051,037 18,882,875 97,916,771 15,320,930 166,166,413 19

Mwanza 0 0 20,032,420 151,739,500 14,975,000 186,746,920 17

Pemba 0 4,569,070 24,776,700 44,481,772 56,109,650 129,937,192 21

Pwani 9,998,660 68,794,118 116,911,154 369,732,325 52,026,812 617,463,069 9

Rukwa 4,633,200 309,992,013 14,164,550 20,274,562 42,979,000 392,043,325 15

Ruvuma 4,917,000 228,082,495 166,228,576 369,120,096 130,463,550 898,811,717 6

Shinyanga 0 9,954,563 70,542,447 149,212,490 156,176,680 385,886,180 16

Singida 0 109,754,900 17,066,250 16,049,025 7,384,000 150,254,175 20

Tabora 0 0 64,899,336 242,054,203 126,051,030 433,004,569 14

Tanga 0 9,343,440 140,473,612 158,216,312 168,751,223 476,784,587 11

Unguja 34,072,300 138,456,522 134,921,967 199,869,954 113,155,784 620,476,527 8

717,465,860 3,136,364,091 4,510,885,699 6,703,746,396 4,813,745,824 19,882,207,866


Khalfan Abdallah Gonza (left) in consultation with

Monica Mtepe, Member of the Village Council (Centre)

and Sadick Makusi, Incharge of the Elders information

Centre (Right). Khalfan Abdallah Gonza was stuck in

processing his retirement benefits, but now he can see the

light as he has got support and advice after the seminar

conducted by UWAMO.

Baltazar Mawondo feels proud of his efforts to plant trees. His tree farm was inaugurated by the Uhuru Torch leader, Mwahija Ramadhani in July 2007.

Moses Sungura, one of the small-scale miners showing how one of his refilled mining pits after he was sensitized by TMMTF.

“The training

has widened my

understanding

on inheritance

matters. It

has been easy

to provide

g u i d a n c e

whenever I receive such cases. There

are some criminal cases which are

brought to the police, when you

study them you easily learn that

their root causes are inheritance

related, hence they only require

guidance.” - JOHN GODFREY

MWAKALUKWA, NGERENGERE

OFFICER COMMANDING

STATION (OCS).

T OUC HING LIVES , GIVING HOPE


TOUCHING LIVES, GIVING HOPE

NGERENGERE CREATES A WEB TO CAPTURE AND RELAY INHERITANCE MATTERS

Surrounded by military camps and its historical background as a residence of sisal labourers and central railway workers, Ngerengere forms a complex cultural interaction. Those factors contribute to increase in the HIV infections and hence deaths from AIDS in addition to those of elders who used to work in sisal plantations and the Central Railway Authority hence leaving orphans, widows

and widowers. As a result cases related to inheritance are common in Ngerengere.

Union of Elders in Morogoro (Umoja wa Wazee Morogoro) –UWAMO noted the problem

with concern also considering the fact it is a remote area with most of its residents unaware of inheritance related laws.

The seminar conducted by UWAMO with funding from the Foundation for Civil Society has resulted into an automatically created web that ensures all matters regarding inheritance are captured whenever and wherever they happen in Ngerengere.

The web created touches almost every group in the community, where inheritance matters are likely to fall into. It is formed by religious representatives, traditions elders, leaders of local government authorities, the police, court assessors, famous elders in the community and representatives of civil society organisations. These were among the 50 participants of the seminar conducted by UWAMO in Ngerengere, Kidugalo, Mkulazi, Tununguo wards of Ngerengere division.

Sr. Monica Mbiki (religious representative-from Ngerengere Parish), John Godfrey Mwakalukwa (Ngerengere Officer Commanding Station –OCS), Idd Nzalike (Court assessor), Sadick Makusi (in-charge of the Information Centre on Elderly), Khalfan Abdallah Gonza (an elder), Rukia Kihimba (Village Executive Officer) and Monica Mtepe (member of Village Council, responsible for community matters) explained the way they are organised, prepared and equipped to capture and relay inheritance matters to one another when necessary. They expressed sound understanding of inheritance matters including writing of will and the laws governing inheritance; customary law, Islamic law and the Indian Succession law.

According to the participants, there is no segment of the community where they don’t have a representative to capture inheritance matters. Whether it falls in the hands of the church, the mosque, the court, the local government, the elders, the civil society or the police, they have a person to capture. Representation has spread like a web.

Members from different categories in the community expressed the way the training contributed to improvement of their working environment.

On his part, Sadick Makusi finds it even necessary to further disseminate the knowledge to other

and widowers. As a result cases related to inheritance are common in Ngerengere.

Union of Elders in Morogoro

with concern also considering the fact it is a remote area with most of its residents unaware of inheritance related laws.

“The seminar conducted by UWAMO with funding

from the Foundation for Civil Society has resulted into

an automatically created web that ensures all matters

regarding inheritance are captured whenever and

wherever they happen in Ngerengere.”


villages and suburbs. Under their Information Centre for Elders, they have already prepared a dissemination plan to other seven villages which were not involved during implementation of the project.

AN ELDER STUCk FOR yEARS FINDS RAy OF hOPE Khalfan Abdallah Gonza is grateful as he has already received direct benefits of the training. His terminal benefits from the Tanzania Railway Authority have been delayed since 2002 and he could not get concrete answers from the authorities.

Having learnt from the seminars conducted by UWAMO he is now aware on a number of issues and his understanding on the processes to follow has been widened. Moreover, he has obtained a support from UWAMO in making follow-ups, such that the matter shows clear signs of success.

ENhANCED POLICy IMPLEMENTATION IN MININg AREAS ThROUgh TMMF The much needed response of Mbinga, Songea and Namtumbo communities towards the implementation of mineral, land and environment policies is a result of sensitization efforts by the Tanzania Mineral Mining Trust Fund (TMMTF) with financial support from the Foundation for Civil Society. It is a commendable effort in grassroots policy engagement that has enabled villagers around mining areas to put in place interventions aimed at the implementation of the policies.

“We educated villagers and small-scale miners on key issues in mineral policies, mining rules, conservation of water sources, tree planting, general environmental conservation and customary land ownership” says Wilbert Mahundi, Chairman of TMMTF Board of Trustees.

Noteworthy achievements resulting from the project were the planting of trees by villagers to conserve the natural environment and to acquire customary land title deeds while small-scale miners are now refilling the mining pits and are formally undertaking the mining activities with licenses acquired from the authorities.

“I’m one of the small-scale miners who received education from TMMTF and after that I decided to refill the pits in my area and planted trees in order to restore the natural vegetation” - Moses Sungura.

“I attended a seminar on tree planting after which I planted trees. This was noticed by the district authorities and they brought me some more seedlings. It was also enjoyable for me to be visited by leaders of the Uhuru Torch” – Baltazar Mawondo

It is also encouraging to see that small-scale miners have been mobilized to form committees and associations that ensure adherence to environmental, mining and land use policies and regulations.

Associations formed in the mining areas include Mbinga Socio-Economic Development Action (MBESEDEA), Mbinga Widows, Orphans and Vulnerable Children Aid (MBIWOA) and Ruvuma Miners Association (RUVUREMA).


Those associations also make efforts to ensure that children are not involved in hazardous mining activities and that they have easy access to schools. In respect of that they have mobilized fellow small miners who have decided to make bricks for the construction of a

school so that children in those areas do not have to travel a long distance to attend school.

However, Secretary for MBESEDEA, Abdallah Mbole complained that large scale miners despite being main contributors to environmental destruction have not shown enough willingness and cooperation in restoring and conserving the environment. He narrated an incident whereby his organization mobilized small miners to plant trees in areas destroyed by mining and then requested one of the investors to take care of the planted trees and to plant some more, but he failed to do that.

Responding to that, the Village Chairman of Amani-Makoro where the mining activities are undertaken, John Joseph Gama, said that his village would be willing to take-over and sustain the efforts of the small miners. He requested them to enhance communication with his office for support and collaboration.

Those associations also make efforts to ensure that children are not involved in hazardous mining activities and that they have easy access to schools. In respect of that they have mobilized fellow small miners

school so that children in those areas do not have to travel a long distance to attend school.

“Those associations also make efforts to ensure that

children are not involved in hazardous mining activities

and that they have easy access to schools. In respect

of that they have mobilized fellow small miners who

have decided to make bricks for the construction of a

school so that children in those areas do not have to

travel a long distance to attend school.”

Children of Amani-Makoro in Mbinga while coming from mines; associations formed in these areas are discouraging children’s engagement in mining activities


“I handle orphans who are being cared for and supported by my Parish. Most of those children have many problems related to inheritance of properties left by their parents. It is easier for me now to provide necessary advice to my Priest on how to handle such matters”- SR. MONICA MBIKI.

“We are 26 elderly peer educators and we meet once in every three months for a learning session about issues on elderly and aging. We have decided to include the issue of inheritance in our learning sessions. We are also planning to utilise our drama group with 20 members to use drama in disseminating the knowledge” - SADICK MAKUSI.

“We have sent some recommendations to the government;

we see that the Customary and the Islamic laws have some

shortcomings. Also, we don’t see why a child should be

punished for the sins of his/her parents. It was not a choice

of a child to be born out of wedlock, but due to the decision

of his/her parents. Therefore, the same ones should be

responsible for their decisions as well”

- KHALFAN ABDALLAH GONZA.

“I have now

changed my

attitude towards

writing of will.

Before, I thought

writing of will is

tantamount to

inviting death,

something which

is not true. I’m now prepared to write a

will” - NGOZI SALUM, AN ELDER FROM

SINYAULIME VILLAGE.

“Apart from having

established a web that ensures

capturing of inheritance

matters, we have handouts

with guidelines that assist us

to deal with those matters.”

MONICA MTEPE, MEMBER

OF NGERENGERE VILLAGE

COUNCIL, RESPONSIBLE

FOR COMMUNITY

MATTERS.

Sharing Knowledge, Empowering Individuals

Sharing Knowledge, Empowering Individuals

CAPACITY STRENGTHENING SERVICES


Capacity building and capacity development are among the core businesses of the Foundation. During the year we continued with the process of mainstreaming capacity building and capacity development in all our activities. We see capacity development as the process by which individuals and civil society organisations develop abilities to perform functions, solve problems as well as set and achieve goals. The process is based on ownership, choices, and confidence. During the year 2007, capacity development interventions achieved a number of successes as well as challenges which brought about of a lot of learning. At grantees and civil society sector level we managed to enhance our interactions based on mutual respect, true partnerships and ability to celebrate our successes and learn from our engagements. During the year we managed to cement relationships among CSOs and between CSOs and the legislatures, that is, the Parliament of the United Republic of Tanzania and the House of Representatives in Zanzibar. We also managed to prepare and utilize the organizational capacity assessment tool and build the capacity of CSOs through training, mentoring and handholding. The Foundation also organised the biggest regional CSO annual forum and exhibition with participants from the five East African Partner States. More importantly we capitalized on the serendipitous opportunities that arose during the year to ensure we reach our goal. During the year, capacity development interventions of the Foundation remained along the outlined areas of the log-frame for 2006 – 2008 which are:• Enhanced Organisational, Managerial and Technical Capacity of Civil Society: Capacity

Development of CSOs through facilitating grants management training to new grants holders and organizing tailor made training for representatives of CSOs.

• Creating conducive environment for constructive dialogue between CSOs, MPs, Government and Private Sector: Creating platforms for dialogues between government, MPs, Private sector and CSOs representatives. These included facilitating public policy dialogues with local partners; Baraza la Wawakilishi/Bunge exhibitions; and the civil society annual forum 2007 preparations.

• Partnerships and Networking: this entails support to CSO networks, alliance building with likeminded organizations and organizing consultative meetings with representatives from CSOs networks, umbrella organizations and grantees on issues that called for collective planning and implementation;

• Contribute to the Improvement of Civil Society Sector Image: by organizng and conducting exhibitions for CSOs’ information generation, and success stories through various publications, newsletters, magazines, website as well as electronic media.

The following are the major achievements recorded in the year 2007.

ENHANCED ORGANIZATIONAL, MANAGERIAL AND TECHNICAL CAPACITY

ORgANISATIONAL CAPACITy ASSESSMENTS During the course of our work, we realized that there is a need to re-align the five steps towards civil society organizational capacity development. These five steps are; understanding the conceptual framework of an organization in which we want to build capacity; assessing organizational attitude as to its confidence and understanding of the environment; Organizational structure with a principle of “form follows function”; Acquisition of skills for the individual and the organization; and lastly support in fundraising for material resources like finances, equipment, office spaces etc.

In order to assess the capacity of our grantees before we design any capacity building measures, during the year 2007 we developed and introduced an Organisational Capacity Assessment Tool (OCAT) which we used to assess the status/capacity of grantees organisations in eight (8) variables: Governance, Management Practices, Human Resources Management, Financial Resource Management and Mobilization, Service Delivery, External Relations, Organisational Sustainability and Skills on Policy


Engagement and Practices. OCAT is primarily meant to be a self assessment tools for the respective organizations therefore the intervention of the Foundation was mainly to provide hands on training and facilitation in carrying out the exercise and it is our hope that with time a new culture of self assessment will be introduced amongst our grantees and the civil society sector at large. The tool is very user friendly, brief and in Kiswahili language to enable 15 – 20 members of the self assessing organization to assess and rate themselves. After the score, discussions on the real situation followed and the focused groups were given another chance to give final rating per each variable. During the reporting period, Organizational Capacity Self Assessment exercise was facilitated for 43 organisations allover Tanzania. The following graph summarises the average capacity scores for each of the eight variables from the organizational capacity assessments done in 2007.

Figure 21: Organisational Capacity Assessments ScoresUsing the mean average of the capacity score above, it shows that most CSOs rank below 4.0 rating scale. This implies that, by average, CSOs have low level capacity, a situation that needs capacity or system support intervention and orientation.

The analysis shows that most CSO governance structures for

example, are fairly providing policy oversight roles and do have moderate capacity, not just in overall policy direction but also in effecting fiduciary responsibilities. Other capacity assessment areas show a varying scale of performance which need some sort of action although the variance for other capacity assessment areas in terms of average is not statistically significant.

The worst performance area is organizational sustainability, which marked just as low as 2.95. This implies that, most assessed organizations show a sense of little resource base and diversifications, insufficient capacity to mobilize resources and above all, dilapidated financial health due to limited skills on resource mobilization. The Foundation, in view of this, has a training module on financial management and fundraising to support training to grantees. These interventions are meant to improve the way CSOs do things, cope with growing pressure from operating in an unpredictable and turbulent environment of resource competition and increasing demand from the public expectation for better services and more transparency.

The exercise has added tremendous value to the organizations and has helped to create trust between potential grantees and The Foundation. It has also provided an opportunity for the Foundation to learn more about their grantees and for the grantees to understand our expectations. At the end of each exercise a voluntary action plan was laid down in which each organization had to prepare a road map towards making itself more effective in the future. Many organizations appreciated the exercise and more than half of the assessed are working to transform their organization by revisiting organizational structures and making them more transparent and accountable, putting in place mission and vision, revisiting their constitution and enhancing working relationship with the local and national media, putting in place appropriate recruitment proccesses and staff regulations, financial regulations, etc.

25

Organisational Capacity Assessment Scores

3.77

3.383.06 3.07

3.493.64

2.953.14

0

0.5

1

1.5

2

2.5

3

3.5

4

Go

ve

rna

nce

Managem

ent

Pra

ctice

Hum

an

Resourc

e

Develo

pm

ent

Resourc

e

Mobili

zation

Se

rvic

e

Deliv

ery

Exte

rnal

Rela

tions

Org

aniz

ational

Susta

inabili

ty

Polic

y

Engagem

ent

Variable

Sc

ore

(Lo

we

st

1,

hig

he

st

6)

Using the mean average of the capacity score above, it shows that most CSOs rank below 4.0 rating scale. This implies that, by

average, CSOs have low level capacity, a situation that needs capacity or system support intervention and orientation.

The analysis, paints a picture that most CSOs governance structures for example, are fairly providing policy oversight roles and

do have moderate capacity not just in overall policy direction but also in effecting fiduciary responsibilities. Other capacity

assessment areas show a varying scale of performance which equally needs some sort of action although the variance for other

capacity assessment areas in terms of average is not very much statistically significant.

The worst performance area is organizational sustainability, which marked just as low as 2.95. This imply that, most assessed

organizations show a sense of little resource base and diversifications, insufficient capacity to mobilize resources and above all,

dilapidated financial health due to limited skills on resource mobilization. FCS, in view of this, has a training module on

financial management and fundraising to support training to grantees. This interventions are meant to improving the way

CSOs do things, cope with growing pressure from operating in unpredictable, turbulent environment of resource competition

and increasing demand from public expectation for better services and more transparency.

The exercise has a tremendous added value and has helped to create trust between potential grantees and The Foundation,

provide opportunity for the Foundation to learn more about our grantees and for the grantees to understand our expectations.

At the end of each exercise a voluntary action plan was laid down each organization to prepare a road map towards making

itself more effective in the future. Many organizations appreciated the exercise and more than half of the assessed are working

to transform their organization by revisiting organization structures to be more transparent and accountable, put in place

mission and vision, revisit constitution, enhance working relationship local and national media, put in place appropriate staff

recruitment processes and staff regulation, financial regulation etc.

The Magic of OCA - Lubana Corridor Environmental Development Strategy (LCEDS)

This was among the organization that went through the Organisational Self Capacity Assessment (OSCA) exercise on 30t h June

2007. Lubana Corridor is a relatively young CSO in Mara region, Bunda District. It has just received 2 small rolling grants from

The Foundation in the past two years. Before the OSCA exercise Lubana Corridor has no clear vision of the future especially in

making itself a strong, well organized and professional organization in Mara region. Just 3 months after the exercise, Lubana

Corridor, as per their letter of thanks to the Foundation dated 11/10/2007, it has transformed itself to an organization with a

brighter future in its context.

“We have changed our organizational structure which now shows clearly roles and responsibilities for each position; we have

crafted a new constitution with relevant vision and mission to us and our beneficiaries, we have specific objectives in our

constitution. Our new constitution spells out of responsibilities of leaders, members, employees. The constitution also is now

translated into Kiswahili language and has been widely shared to all our members and beneficiaries as well as local government

leadership. We have started process to comply with the NGO Act 2002.

We also have for the first time employed a staff, an accountant in which the recruitment process was transparent and open.

We advertised publicly the position, received applications, interviewed and recruited an appropriate person.


The Magic of OCA - Lubana Corridor Environmental Development Strategy (LCEDS). This was among the organizations that went through the Organisational Self Capacity Assessment (OSCA) exercise on 30th June 2007.

Lubana Corridor is a relatively young CSO in Mara region, Bunda District. It just received 2 small rolling grants from The Foundation in the past two years. Before the OSCA exercise Lubana Corridor had no clear vision of the future especially in making itself a strong, well organized and professional organization in Mara region. Just 3 months after the exercise, Lubana Corridor, as per their letter of thanks to the Foundation dated 11/10/2007, has transformed itself into an organization with a brighter future. “We have changed our organizational structure which now shows clearly, roles and responsibilities for each position; we have crafted a new constitution with relevant vision, we have specific objectives in our constitution.

Our new constitution spells out responsibilities of leaders, members, employees. The constitution is now also translated into Kiswahili language and has been widely shared with all our members and beneficiaries as well as local government leadership. We have started processes to comply with the NGO Act 2002. We have also for the first time employed a staff, an accountant in which the recruitment process was transparent and open. We advertised publicly the position, received applications, interviewed and recruited an appropriate person.

We have in place proper financial guidelines and thanks to our support, good work and visibility we have acquired a new office which was once used by the Prevention and Combat Corruption Bureau (PCCB) in Bunda. Thanks to your support we have bought a new computer and printer which helps us to process and keep records as well as communicate through internet. We are working effectively with media and have become news makers on environmental issues. As you know Bunda is one of the districts threatened by environmental degradation due to its geographical landscape. Surely, the combination of grants you have offered and 13 hrs support on organizational self assessment have made a big difference to our organisation. Thanks Foundation.” Alphonce D. Nkonoki, Executive Director – Lubana Corridor Environmental Development Strategy

BEFORE OCA AFTER OCA


TRAINING

gRANTS MANAgEMENT TRAININg TO NEw gRANT hOLDERS Commonly known as Manage Your Grants Training (MYG), is a compulsory training for all new recipients of Rolling Small Grants and Medium Grants. The training covers areas such as project cycle, financial management, reporting, monitoring and evaluation, as well as contracting with the Foundation. A total of 292 participants benefited from this type of training in the year 2007.

Table 3.9

YEAR GRANT TYPENUMBER OF ORGANISATIONS

NUMBER OF PARTICIPANTS

2003RSG 24 48MG 12 24

2004RSG 66 132

MG 34 68

2005RSG 181 362

MG 50 100

2006RSG 226 452

MG 118 236

2007RSG 87 174

MG 59 118

Total 857 1714

TAILOR MADE TRAININg

As a follow up to the organisational capacity assessment and also as a response to training needs identified during support visits to our grantees, we usually facilitate tailor made training to our grantees with the aim to equiping them with necessary skills to implement their projects and better manage their organisations. During the year 2007 the Foundation facilitated tailor made trainings for grantees on the areas of Financial Management; Project Planning, Monitoring and evaluation; Organization Development; Fund Raising Techniques; Poverty Policy Analysis; and Public Expenditure Tracking Systems. A total of 177 CSOs representatives received training on compared to 159 in the year 2006.

Such training has brought changes in terms of performance of CSOs on projects and on internal organizational capacity and development. The major changes are in the area of improved financial management (records), networking skills, proposal writing for fundraising, monitoring mechanisms, strategic planning.


“We are very thankful to The Foundation to Civil Society for providing us with an

opportunity to attend training on Manage Your Grant, Organization Development,

and Project Design, Planning and Management. The skills we obtained from the

training helped us to review our organization and made us realize that we need

to change a lot of things in order to grow. We have made major changes to our

constitution especially on governance and management aspects of the organization in

order to accommodate future needs for organization growth. We have also prepared

a 3 year strategic plan (2008-2010) to serve as a guide of the direction of MOPE for

the coming 3 years.” Peter Nicolas Kibehi (Chairman: Movement of Poverty Eradication - MOPE)

“These trainings have helped us change ways of doing

things in our organization for the better. We have

improved the quality of our record keeping both

financial and managerial. Our financial records are well

kept compared to periods prior to training. Networking

skills that we learnt have enabled us to form an alliance

with WiLDAF Tanzania in providing legal assistance to

vulnerable people especially women and children. OCA

that was facilitated by the Foundation in August 2008 revealed to us areas of growth

for our organization. We have been able to use the media during the implementation

of our projects and this has led to increased demand for our services in the community

and invitations to events organized by like minded organizations. We are currently

revising our Mission Statement to address the shortfalls that we identified during the

OCA exercise.”UTI A. MWANG’AMBA (EXECUTIVE DIRECTOR: CENTRE FOR WIDOWS AND CHILDREN ASSISTANCE -CWCA)


“Training and other capacity building events organized by the Foundation that our organization attended have helped us improve our performance in different areas. We used the skills obtained during Project Design, Planning and Management to prepare six proposals and submit them to various donors. Two of the proposals attracted funding from donors, and we are yet to receive responses on the others. Our way of doing routine organization related work has also changed as now we are able to prepare action plans and follow them accordingly. We have also been able to develop monitoring tools for capturing data and tracking results from implemented activities. We are currently in the process of developing a 5 year strategic plan to guide the course our organization takes.” BERNARD NDUNGURU (EXECUTIVE SECRETARY: GULUKAKWALALA YOUTH ENVIRONMENT GROUP)

“Training on Organization Development, Fund Raising and Project Planning Design

and Management that was organized by the Foundation have been of great help to our

organization. We have been able to prepare financial regulations for our organization

aimed at ensuring that the organization’s financial resources are well managed. We

have also developed tools for enhancing monitoring of various interventions carried

out by our organization.”

WINFRIDA K. WILLIAMS (CHAIRPERSON: NEEMA RESOURCE FOUNDATION)

“We congratulate the Foundation for Civil Society for delivering training which has

helped to improve our capacity in areas of project management. Prior to attending

training our ability to properly keep financial records and projects reports was

minimal. We were facing a risk of loosing some of the information because records

were either not well recorded or stored poorly. Following training on Manage Your

Grant we are now confident that we are capable of keeping our financial records

properly and accurately report on the same.We are also capable of preparing

proposals for soliciting funds from donors”

CHRISTINA MACHA (SHINYANGA FOUNDATION FUND - SFF)


Y A H Y A

M H I N A ,

V I B A O N I

V I L L A G E

CHAIRMAN

had a similar

story “I was

informed by

my security

guards that

there is a youth who has a bag of

bhang. I decided to inform the OCS

who went with those youths and they

caught the offender. He was taken to

court where he pleaded guilty and

was fined Tsh. 100,000/=. Previously,

I would have just taken whatever he

had and let him go, but currently I’m

afraid of the consequences.”

“We were also warned not

to engage in sex with our

patients as they might have

been infected with HIV. That

training has opened our

eyes and has helped us to

move from a risky situation

to a situation of safety and

freedom. It has also brought us

together hence learning from

each others’ specialization

and we can now direct our

patients to healers with the

right competence.” - ADO

YAKOBO MKAMLA

HENRY NTUMBO, KIDELEKO, THE VILLAGE CHAIRMAN

stated “I find school enrolment this year has been much easier

and faster, compared to previous years .I believe this has been

contributed by our confidence and courage in making follow-

ups on the enrolment exercise at the district level. For instance, I

was bravely telling parents and children who came to my office,

take this letter to the district office, in case they don’t assist

you, come back to me. When they went with such confidence,

it became difficult for the officers to harass them.

BRINGING ABOUT TRANSFORMA TION


BRINGING ABOUT TRANSFORMATION

HANDENI GRASSROOTS UNITY FIGHTS CORRUPTION AT HIGHER LEVEL

Feeling the pinches of corruption in their rural community, leaders at grassroots level in Handeni felt a need to join the community members in the fight against corruption. Also, from their perspective, they viewed corruption as not a serious case at the grassroots level but rather at higher levels.

This noble decision was reached after a sensitisation seminar conducted by UMWEMA Group and funded by the Foundation for Civil Society in the Kilindi, Handeni and Korogwe districts of Tanga

region. The seminar aimed at sensitising the rural community specifically on various measures, strategies and programmes which are meant to effectively combat corruption including educating them on their basic rights and obligations. The focus of the project was to increase transparency, efficiency, accountability and proper service delivery to the community.

The village leaders committed themselves to serve the community and to support measures taken in curbing corruption at higher levels. They were aware of the fact that the curse of corruption was prevalent amongst them as well and so very courageously they decided to be watchmen to each other through networking and note communication.

Despite the fact that the project ended just a few months ago (not even a year), the leaders presented several testimonies that show that they have already started to taste early fruits of their unity and solidarity.

With the communication and information system established among village leaders, everyone is a watchman of the other. As a result, even those who might be tempted to take a bribe are afraid of their fellows.

RUVUMA TRADITIONAL MEDICAL PRACTITIONERS ADOPT ETHICAL PRACTICES

A training conducted by Elimisha Jamii Wanawake Songea (EJAWASO) and funded by the Foundation for Civil Society for traditional medical practitioners in Songea has resulted in common agreement amongst them to adopt a pattern of ethics and practices that ensure proper handling of patients.

EJAWASO Executive Director, Jongo Martin Haule, explained that while undertaking peer education in the community, EJAWASO members became aware of several discrepancies in the practices of medical practitioners in Ruvuma Region compared to the approved health standards and medical practices. For instance, traditional healers were using a single razor and other piercing tools on many patients during treatment, while traditional midwives were not using gloves when handling mothers during childbirth.

EJAWASO decided to address those issues by providing training on HIV/AIDS and undesirable traditions and customs in the community by involving traditional healers, midwives, some elders and local government leaders in the community.

After the training participants agreed to use a single and safe blood piercing tool per patient, ensure the use of gloves and other safety gears during childbirth, and take pregnant mothers to deliver at hospitals.

This noble decision was reached after a sensitisation seminar conducted by

region. The seminar aimed at sensitising the rural community specifically on various measures,

“The focus of the project was to increase

transparency, efficiency, accountability and

proper service delivery to the community.”


Other matters agreed were, cleanliness and sterilization of tools and equipment and a hygenic treatment environment including latrines and a one-week principle of staying with a patient. The one-week principle requires the medical practitioner to stay with a patient for at most one week when trying to establish the disease; otherwise he has to release him/her.

Ado Yakobo Mkamla, a traditional healer at Ruhuwiko in Songea confirmed that most of them are now applying the principles after the training and their communication and information sharing have increased.

Elizabeth Ngonyani a traditional midwife at Lizaboni in Songea also stated “When we advise pregnant mothers to go to hospital, some of them refuse to go for fear of harassment by young nurses at the hospitals. EJAWASO has helped us to take care of our health and the patients’ when we have to handle them.”

SALEHE MALAMA,K W E D I A M B AVILLAGE CHAIRMANtalks about a case on land dispute,” instead of taking the matter to the Village Land Tribunal, the complainant decided

to take it to the police because he had money and the defendant was remanded. The complainant arrogantly said that he had the power to bribe high ranking officials to solve the matter without problems. We used the skills we learnt from the seminar to present our complaints in writing to the high level officials. As a result, the remanded person was released on bail”

“Regarding tradit ions a n d c u s t o m s , we were not pleased to learn that young girls were taught

unnecessary and undesirable sexual issues when they reach puberty. For example, they were told about how to practice sex and how to handle a man, which would in turn motivate them to start sex practices while they are still in school” - JONGOMARTIN HAULE

“Some of us were also receiving bribes, but with this information network and our understanding of the consequential effects, we are wary. For instance, one day I was with my fellow leader and we were asked to receive some money to free a lorry, which was carrying sand without payment of fees. My colleague refused and dropped down from the vehicle, they requested me to take that money, but I also refused in fear of a scandal, that my colleague might tell others”- JUMA SALUM ABDUL, KWEDIAMBA VEO

Building Bridges, Creating Positive Change

Building Bridges, Creating Positive Change


CONDUCIVE ENVIRONMENT FOR CONSTRUCTIVE DIALOGUE In order to create a conducive environment for dialogue, the Foundation is at the forefront to facilitate, prepare and support forums in which CSOs and Law Makers are able to learn about and appreciate the role of CSOs in development. Contrary to the year 2006 in which dialogues were taken to the regional levels with challenges to implement MKUKUTA as the main theme, dialogues during the year 2007 were centered on enhancing partnerships between Members of Parliament and Civil Society Sector. The following are the major achievements in the year 2007 in this area.

MEETINg bETwEEN CSO REPRESENTATIvES AND MEMbERS OF ThE hOUSE OF REPRESENTATIvES IN ZANZIbAR AND CSOS ExhIbITIONS

This meeting was the first ever to be held in Zanzibar and was convened on 15/4/2007. It was followed by two day exhibitions that took place on 16 – 17th April 2007. The central theme for this meeting was to promote enhanced relationship between Members of the House Representatives and Civil Society as an effective way for representatives to foster the agenda of people centered development towards reduction of poverty and economic growth. The immediate objective for the civil society was to open a gateway to engage with the House of Representatives in a more interactive and consultative manner so as to enable the Representatives to take forth and implement peoples’ development agenda.

The aim of the exhibition was to increase the level of understanding and appreciation of the Representatives on the work and role of civil society in development, since by so doing, they will be able to understand peoples concerns which need their attention.

Using the meeting held a day before the exhibition as entry point, the exhibition and the lobbying messages generated and prompted civil society and Wawakilishi to feel as real partners in development and justify the basis for mutual interdependence and working together in a much more collaborative spirit. Honorable Speaker, when delivering a key note opening address during the exhibition, said “The exhibition was timely and organized at a time when the Revolutionary Government of Zanzibar has just launched the second strategy for MKUZA, which its implementation requires, a leveraged policy, regulatory and governance structure that these two bodies of Baraza la Wawakilishi as well as Civil Society are key actors on its implementation”.

Subsequent to the exhibition, there is increasing evidence that more CSOs are collaborating with the Members of the House of Representatives especially Committee chairs at the level where CSOs operate to serve their beneficiaries, thus delivering development in a more shared manner. With an increased level of confidence following last year’s exhibition, CSOs in Zanzibar want to take a more active role in influencing policy change and find more space to discuss draft bills before they are formally presented in the House of Representatives. The aim is to have laws and regulations that are supportive and responsive to the development needs of the people and accountable legislatures that take into account peoples concerns and priorities according to the guidelines of MKUZA and the Zanzibar 2020 Development Vision. The exhibition was attended by a total of 133 people representing 69 CSOs from Unguja, Pemba and the Mainland. The meeting between the CSO representatives and the Members of the House of Representatives was chaired by the Speaker of the House and attended by 20 Members of the House of Representatives from all the 6 Committees of the House.


CSO BUNGE EXHIBITION AND DIALOGUE BETWEEN MPS AND CSOS REPRESENTATIVES

Parliament is an important organ in ensuring rule of law, enhancing good governance, and maintaining an effective watchdog role over the Executive wing of the Government. The Foundation understands that CSO-Parliamentary partnership is important if CSOs are to effectively contribute towards positive changes in the country. This partnership can ensure that more people’s views are reflected during the parliamentary sessions. It is from this understanding that, in June 2007, the Foundation organised the CSO Bunge exhibitions in Dodoma. The main theme of the exhibition was “CSOs and Members of Parliament are Partners in Development.”

Importantly, the year 2007 exhibition was proceeded by a one day meeting for parliamentary committee chairpersons and representatives of the civil society, which took place in Dodoma on June 24, 2007. The objective of the meeting was to share views and experiences between the Parliamentarians and CSOs on various development policy challenges, and stregthening relations between the MPs and CSOs. The items discused in the meeting included the CSOs working experience with Bunge; challlenges which CSOs face in meeting with MPs; and recommendations aimed at strengthening the relations. The meeting was Chaired by the then Minister of State, Prime Minister’s Office, Responsibie for Parliamentary Affairs, Hon. Dr. Batilda Burian.

CSOs representatives presented their working experience with Bunge for the past 12 years. In their presentation CSOs aired their views and opinions in development of policies and bills were mentioned as positive area in which MPs collaborated smoothly with CSOs. The policies and bills which were mentioned included the Sexual Offences Act Special, 1998: Land Bill 1999, NGO Bill, 1999; Environmental Bill, Employment Bill 2004, Local Government Bill 2006 . The finalisation of these bills to a large extent incorporated views of CSOs.

CSOs also mentioned the challenges that CSOs face when organising meetings with MPs. The challenges among others were high cost of meetings, deliberations were not firmly followed by MPs, some of the hot issues are tabled and passed through support of part whip. However, most CSOs recommended the need to further strenghten the working relationship, and the need for MPs to recognise that CSOs are

“The relationship between CSOs and Members of the House of Representatives which is built and strengthened after this first exhibition will facilitate smooth implementation of our acivities as representatives of the people. I should therefore strongly advise CSOs not to hesitate in soliciting support from legislators especially where and when CSOs want to formulate and present critical agenda for change that aim at reducing poverty that affects out communities ...” The above is an excerpt from the closing speech delivered

by Hon. Asha Abdulla Juma, Minister for Labour, Youth Development, Women and Children Affairs during the closing of the first exhibition of CSOs in the House of Representatives in Zanzibar, 2007.


key stakeholders in the developement processes at the national, regional and district levels (they are the bridge between the citizens and the government). Other concerns of CSOs were that the research findings conducted by CSOs are yet to be given due attention to accelerate development and MPs to explore CSOs resources and expertise to make more valuable contributions in the sessions.

Comments received from MPs on the outcome and importance of the meeting were very positive. MPs showed commitment to cooperate with CSOs. MPs were very impressed by CSOs openness and boldness. MPs also expressed their gratitude to CSOs as for many years Tanzania’s Parliament has been receiving views on proposed bills and policies before the Bunge. The chairperson of the meeting Hon. Dr. Burian concluded by commending the good communication and relationship between CSOs and MPs. She emphasized that such arrangements should be nurtured. She promised that the CSOs concerns will be addressed. She concluded by saying that the struggle for better lives should continue and assured CSOs that Bunge doors were wide open for such dialogues.

“…For many years Tanzania’s Parliament has been receiving contributions from activists in CSOs regarding various bills and policies. Let me take this opportunity to thank the CSOs for their views, which we have been receiving. I would like to promise CSOs that the Bunge’s doors are open for them. The biggest job that you have from now onwards is to prepare credible presentations to the relevant parliamentary committees. In the arrangement, small CSOs in the rural areas should not be left behind. This is the kind of

partnership that we are looking forward to the development of our nation…”

“…Let me say I have been greatly impressed by the high quality reporting… all the publications … some I had never seen before …”

“…Democracy on its own cannot be without the input of the civil society. Correct suggestions can solve people’s problems, which need a vibrant CSO sector doing research and using subsequent statistics to present credible arguments. We want you to go on that way, as we said earlier the parliament’s doors are open for public hearing…”

“...Yesterday the State Minister told me there are small bottlenecks and bureaucracy on ways to meet with CSOs but we are going to address them, and do away with them for better communication. The first thing that I can say is, it would be good if we can plan a seminar for all MPs to be catered for by the parliament so that you can educate us some more, so that we can perform more efficienly…” SPEAKER OF THE NATIONAL ASSEMBLY, HON SAMUEL SITTA, 25 JUNE 2007


CHAIRPERSON of the PARLIAMENT “It is my great hope that the exhibition will prove to be a big step in enhancing our relationship between ourselves as MPs and with you as CSOs representatives. For a long time, there have been difficulties for many CSOs to work with Bunge. The situation emanates from lack of knowledge, guidelines, directions and procedures to follow in presenting arguments to the members of parliament. I would like to inform you that MPs have received

the exhibition with great pleasure for the third time running at Bunge grounds. They got a chance to learn many things, saw good examples of how CSOs have been contributing to national development. ” HON. JENISTA MHAGAMA, BUNGE CHAIRPERSON AND CHAIRPERSON OF THEBUNGE COMMITTEE FOR COMMUNITY DEVELOPMENT

“I have been in the parliament for a long time. Since 1978 I have been in and out of Bunge. In the last two years, I have seen how CSOs can provide assistance to Members of Parliament. As Members of Parliament we come from different constituencies, where CSOs are doing research, and discovering the problems afflicting our people… so they are good linkages to the MPs in as far as getting correct information is concerned.

For me I think the work being done by CSOs is good and needs to be made sustainable. We call upon the government to help CSOs which are

community based so that they can be more pro-active. This is because, the CSOs know deeply the problems afflicting the people.” HON. HAMAD RASHID MOHAMED, OPPOSITION LEADER IN THE PARLIAMENT


“We look forward to transformation. The Members of Parliament have attended this exhibiton so as to look, learn and understand the rationale for the issues and information presented.

In my humble opinion the CSOs (exhibitors) should take a step forward, for instance to produce draft bills of the presented issues demanding immediate action. These drafts should then be sent to the respective parliament committees. I am sure in this way it will be

much easier for the issues presented to be forwarded effectively.” HON. DR. WILBROAD SLAA – MP KARATU

“The exhibition was quite a good experience. I was able to exchange skills and share experiences with representatives of different CSOs that are engaged in different activities.” HAPPINESS LAIZER: MVIWATA TANZANIA

SEMINAR FOR MPS, COMMUNITY DEVELOPMENT COMMITTEE ON THE ROLE OF CSOS

The seminar was initiated by the Chairperson of the Parliamentary Committee on Community Development, Hon. Jenister Mhagama, following the successful Bunge exhibition in June 2007. The meeting was held from 7th to 9th August in Dodoma as part of the MPs commitment to work with CSOs in addressing people’s pressing development needs. Thirty MPs from the Social Development and Welfare Committee, four Ministers and 25 CSOs participated in the meeting. The main objective of the seminar was to give an opportunity for the Members of Parliament to learn from CSOs working in the Community Development Sector on the work they are doing and challenges that need policy or legislative intervention of the Parliament. CSOs that participated in the seminar included those dealing with orphans and vulnerable children, people with disabilities, old age, youth, women and gender and also umbrella organizations and the National NGO Council. Topics that were discussed included enhancing relations between the committee and the civil society sector in general; challenges facing the youth, orphans and people with disabilities; campaign against female genital mutilation, the plight of the old people in Tanzania, etc.


The result of this meeting includes strengthened relationships and collaboration between MPs and CSOs and expression of political will to engage more effectively for a more enhanced collaborative partnerships. MPs also recommended that such meetings be organised annually. The gathering which was a part of the official Committee business came with other 13 recommendations to enhance civil society sector. This included call for the House to allocate more resources to the national NGO council and the Ministry of Community Development, Gender and Children, and to support the call for CSOs to amend inheritance law and put in place anti FGM legislation.

“Before this seminar, I did not have a true picture of CSOs’ role in society. I am sure participants in this seminar will leave this place with a positive picture of CSOs’ activities in our society... I propose that meetings between CSOs representatives and Members of the Parliamentary Committee for Community Development should be held every year.” HON. SOPHIA SIMBA, MINISTER FOR COMMUNITYDEVELOPMENT GENDER AND CHILDREN, 09THAUGUST 2007

“We are very grateful for having been invited to attend

the training workshop for the Parliamentary Committee

for Community Development. To a great extent, the

workshop is very important to us. It has given us the

opportunity to exchange views with Members of

Parliament, more so with those in the committee. Many

congratulations to The Foundation for Civil Society for

coordinating the efforts of CSOs and ensuring that their

voices are heard by Members of Parliament. MPs have

promised to work with us when we push for the change

in the Sexual Offence Special Provision Act, to ban FGM for women of all ages.

GRACE MWALUGELO NAFGEM - KILIMANJARO


2007 ANNUAL CIVIL SOCIETY FORUM AND EXHIBITION – AICC, ARUSHA

The CSO Annual Forum and Exhibition 2007 was held in Arusha at the Arusha International Conference Centre from 22-23 November, 2007 and attended by 350 CSO representatives from Tanzania, Kenya, Uganda, Rwanda and Burundi. The theme for the 2007 Annual Forum was “Enhancing Citizens’ Participation in East African Integration.” (The Guest of Honor who officiated the opening of the event was the Tanzanian Minister for East African Cooperation Hon. Dr. Ibrahim Msabaha. He was represented by the Deputy Minister for East African Cooperation, Hon. Dr. Diodorus Kamala.)

In his opening speech, the Deputy Minister emphasized the importance of the integration process of the five East African Countries to be driven by the people of the countries. He congratulated the Foundation for organizing such an event that brought together civil society representatives from the partner states to discuss how they can play a more effective role in facilitating integration of the region. He also reiterated the commitment of the East African Governments and the EAC Secretariat to work closely with CSOs for the betterment of the region. In addition to representing the Deputy Minister in opening the meeting, Hon. Dr. Diodorus Kamala also gave the Key Note Address of the Forum during the first plenary session after the opening. In his keynote address which was very well received by the participants, Hon. Dr. Kamala gave the historical perspective of the integration process in the region starting with the first formal success attempts to integrate the region that were made in the years 1897 to 1905. A very detailed and informed account of the integration processes from then to now provided a good justification as to why it is imperative for CSOs to meet regularly and continue the efforts to integrate the region. Hon. Dr. Kamala also challenged CSOs to be more creative in finding more ways to involve the people of the five partner states in social issues that can foster political and economic integration.

Besides the keynote address given by Hon. Dr. Kamala, there were also plenary discussions and workshops on the Role of CSOs in enhancing the EA Integration; The East African Political Integration Process; The Role of EAC in Strengthening and Promoting People Centered Development in the Region; The Role of the East African Legislative Assembly in Advocating for People Centered Development; CSO-State Relationship in East Africa; the Importance of Code of Conduct and Standard of Excellence for Civil Society Sector in East Africa; The Role of the Foundation for Civil Society in Building Capacity of CSOs in Tanzania: Recent Developments and Future Plans; and many other thematic workshops.

“The existence of a strong civil society sector is

vital for the objectives of the EAC to be realized- a

community that is stable economically, democratic,

where good governance is practiced, human rights

acknowledged, respected”

DEPUTY MINISTER FOR EAST AFRICAN

COOPERATION, HON. DR. DIODORUS KAMALA.


NATIONAL POVERTY POLICY WEEK

During the year 2007 the Foundation participated in the National Poverty Policy Week by supporting thirty CSOs from different parts of the country to attend the four day event which was held in Dar es Salaam from 19th – 22nd November 2007. The Poverty Policy Week had the following objectives:• To disseminate information from MKUKUTA Monitoring System (e.g. Views of the people, the

Poverty and Human Development Report 2006, Household Budget Survey Reports and Census).• To continue raising awareness of MKUKUTA document among the people of Tanzania.• To get feedback and share experience with stakeholders on MKUKUTA implementation and

monitoring outputs.• To foster ownership of MKUKUTA strategy among the stakeholders and, provide a forum to reflect

and exchange view on the implementation, achievements, challenges, lessons and future plans.• To share information on expected follow-up on resource allocations and implementation.• To consult on the newly developed Tanzania Social Protection Framework

The PPW event was preceded by awareness creation activities. The activities included holding Press conference with journalist where the event objectives, its theme and detailed activities were clearly

NATIONAL POVERTY POLICY WEEK

”CSOs from all over the country participated in the event and their contributions were very useful for future planning and fine tuning of the MKUKUTA implementation... We therefore honour the support from the Foundation for Civil Society that provided support to CSOs to come to the event and also facilitated the CSOs exhibitions” MS. ANNA MWASHA, DIRECTOR, POVERTY ERADICATION DEPARTMENT, MINISTRY OF PLANNING, ECONOMY AND EMPOWERMENT

“The Arusha Forum is a unique experience in the

region that other countries should emulate. The

super gloss Kiswahili, which was the basic medium

of communication at the workshop, was something

one never wanted to stop, as it was a pleasure to

listen to. The myriad of presentations, besides the

main speech of the Minister was indeed a challenge

to all those who came with me to this workshop.

The Arusha experience was indeed an unforgettable

experience.”

MOSES SHAHA, KESSFF NATIONAL CHAIRMAN, MOMBASSA, KENYA


explained and shared. Number of features were written and publisehd in newspapers throughtout the week. The features highlight the key MKUKUTA achievements, challenges and future plan.

OThER PUbLIC POLICy DIALOgUES

During the year 2007 two public dialogue were held in Kisarawe and Dar es Salaam. The theme of the public dialogue held in Dar es Salaam was “Sharing knowledge and experiences for sustainable economic growth and poverty alleviation” whereas the theme for the dialogue held in Kisarawe was “Promoting Governance at Community, Village and Civil Society Organizations Level.”

The Kisarawe dialogue was centered on, amongst other things, the principles and foundations of democratic governance - How the villagers conduct various meetings and the challenges they face; how meeting agendas are prepared; how record keeping of information/statistics as well as dissemination is effected; whether and how people’s views were being taken on board at such meetings; the communication system between wards, councils, to and among NGOs and different authorities. Other issues addressed included people’s responsibility and accountability to the village government. The Dar es Salaam public dialogue and exhibition on the other hand was aimed at providing a platform for sharing experiences and exchanging information among marine and coastal civil society and other stakeholders on governance and advocacy issues related to natural resources and poverty reduction.

PARTNERSHIPS AND NETWORKING The Foundation believes that networking and information sharing is among the key strategies towards the creation of a vibrant, innovative and creative civil society sector in Tanzania. Networking entails both the exchange of information and the mutual collaboration and contact among likeminded organisations. On the other hand, Partnership can be described as a state in which two or more organisations relate to one another on mutual and zero sum domination status for a common course. During the year the Foundation continued to mentor, support and encourage CSOs and grantees to network, share information and experiences. Pending on the findings of the study on the state of CSOs networks, The Foundation engaged in the following activities which were meant to encourage sharing, learning and collective lobbying as follows:

FORMULATION OF ThE CODE OF EThICS FOR ThE CIvIL SOCIETy SECTOR

The development of the Tanzania NGO Code of Ethics started way back in 2005. The objective of this code of ethics is to provide a broad based guidance to NGOs in Tanzania towards meeting the challenges of sustaining democratic and participatory civil society institutions. Specifically, the ethical standards aim to promote an open, transparent and accountable civil society sector in Tanzania.

The collaborative spirit initiated by the Foundation enabled the National Council of NGOs (TACONGO) in collaboration with all the key stakeholders to revive the idea of developing these ethical codes as guiding principles to the governance of civil society sector. A number of meetings were held between September and December 2007 when the final draft was produced and discussed at a consultative workshop held in Morogoro that consolidated the earlier drafts. The Foundation for Civil Society provided financial support to the process with a view to ensuring that the Codes are developed, discussed and approved to guide the operation of Civil Society in Tanzania.

These Codes of Conducts were developed in a highly participatory process which was designed to involve a significant number of stakeholders of the Civil Society in Tanzania to garner their views and opinions


and for ownership. With growing enthusiasm, developed codes of conducts are kindly expected to:• Contribute and promote principles and ways of working that ensure effective collaboration and

coordination among NGOs and other stakeholders• Promote and encourage transparency and accountability within the operation of NGOs• Establish a rather more strong and vibrant base on mechanism for self regulation.

While the codes will soon be in place, the need for mechanism for observance is quite crucial which involves thinking about monitoring and enforcement arrangement.

The Foundation for civil society is confident that the implementation of theses codes will significantly improve the image and credibility of the civil society and help to uplift public confidence on how NGOs are being operated as public benefit organizations.

“We appreciate the support and encouragement that

we have received from the Foundation for Civil Society

to enable the National Council of NGOs (NACONGO) to

finalise the Code of Ethics for NGOs in Tanzania. It has

taken long time since 2005 when this process started.

We hope by early 2008 the Tanzania Civil Society sector

will have a code of ethics. The code will definitely act

as a catalyst to improve the image and credibility of the

sector.”

DJAX BIRIA, CHAIRPERSON OF NACONGO

“We have managed to exchange knowledge and skills with like minded organizations when we participated in various training workshops organized by FCS on how best development agenda and issues pertinent to citizens can be coordinated and delivered. Through training on PETS for example, we internalized and dispensed that training to communities and local CBOs who were greatly empowered with “hands on skills” on how to monitor

public expenditures at the ward and village levels. There is an increased sense of public confidence about transparency and accountability of public expenditure and proper management of public fund.” SHARIFF MALOYA: COORDINATOR LINGONET


“The Zanzibar CSOs exhibition and workshop organized by FCS in April 2007, helped ANGOZA enormously to elevate the image of civil society sector in Zanzibar. With rejuvenated strength and awareness, as a result of this event, ANGOZA has played a pivotal role in ensuring that the “Zanzibar NGO policy” is brought back to stakeholders for discussion after being stuck for long in the Ministry of Good Governance and Constitutional Affairs. Forums and exhibitions of this sort generate valuable contribution in the development of the sector. Moreover, with useful insights from the FCS training on PETS, we took the initiative of soliciting resources from the Ministry of Finance to “spill over PETS training” to NGOs in Zanzibar. We are confident that NGOs will be playing a key role in conducting sector specific PETS and thus making a significant difference.“ ASHA ABOUD: MEMBER OF THE GOVERNING COUNCIL - ANGOZA ZANZIBAR.

“We frankly admit that FCS support to ANGONET has been very useful to us in implementing our dialogue agenda. By far, ANGONET has been able to improve its efficiency and effectiveness on techniques of developing dialogue agenda for targeted change. Considering the skills acquired through FCS training, we are now more prudent and confident to face the challenge of development for change.“

PETER BAYO: COORDINATOR ANGONET


Mtwango Village Market.

A display of bags

packed as per

required standard

“Previously, only government technical staff in the municipality knew of government plans. But now because we are part of the planning team, we will also be receiving copies of the plans and we will subsequently inform the citizens we are working with” - MATHEWNGALIMANAYO- SONNGO SECRETARY

CREA TING LINKAGES


Creating Linkages

No More “Lumbesas” in Iringa Sensitisation made by Rural Advancement Development Association (RADA) on the use of weights and measures during buying and selling of crops in Iringa has resulted into a ban on overloaded bags popularly known as lumbesas.

RADA found lumbesa being used as a way of exploiting farmers by businessmen which contributes to suppress their progress. According to the Vice Chairperson of RADA, Leo James Tamambele, the collapse of cooperatives and the adoption of free market economy are among the causes of random trade which does not adhere to standards of weights and measures.

With support from the Foundation for Civil Society, RADA decided to sensitise concerned people on the Weights and Measures Act No. 20 of 1982. The project

involved 468 participants including local government leaders, leaders and representatives from different organizations and institutions in the divisions of Imalinyi, Igominji, Mdandu and Lupembe in Njombe district in Iringa.

Talking about the response to the project, Ernest Msigwa, Project Coordinator said that it received positive support not only from individual members of the community, but also from the government which used its authority to ban lumbesas. The first to ban lumbesas was the Regional Commissioner for Iringa but the move quickly proceeded to the national level.

“We are proud that we have induced the whole country towards a positive action; now it has become a national issue. We (RADA) were the first to speak out against lumbesas and thereafter we were supported by others. During the Prime Minister’s visit, (by then Hon. Edward Lowassa) in February 2007 in Iringa, the informed citizens complained to him about lumbesas and asked about the government’s stand. Lowassa threw the matter to the then Minister of Agriculture, Hon. Joseph Mungai who made an instant announcement to ban Lumbesa.” Says Msigwa

To enforce the government decisions, local authorities have enacted some by-laws to ensure use of measures during buying and selling of crops and some standard containers to be used in the absence of proper measuring devices have been established. Likewise, special markets have been constructed and barriers have been placed as monitoring and control centres.

“From last year to date 8 markets have been constructed, constituting 32% of the number of ward in Njombe district” says Msigwa. The markets are in Mtwango, Kifanya, Kijombe, Mpululu, Ninga, Uhekula, Igwachanya and Uwemba.

Latest information with RADA shows that 500 vehicles were captured for using Lumbesa and fined an amount totalling to Tshs. 26 million.

According to Msigwa, already the farmers, the government and other stakeholders have seen the benefits. He said that a farmer can now get Tshs. 30,000/= out of the amount of potatoes that

With support from the Foundation for Civil Society, RADA decided to sensitise

involved 468 participants including local government leaders, leaders and

“...farmer can now get Tshs. 30,000/= out

of the amount of potatoes that were sold at

Tshs. 10,000/= in a Lumbesa bag.”


were sold at Tshs. 10,000/= in a Lumbesa bag. Also, six people were required to carry a single bay during the loading and unloading, but the desire to get substantial amount of money they decided to carry each one alone, something which was harmful to their health. Now they can easily carry even if they are alone.

On part of the government, it has increased its income as charged per unit.

His statement was supported by Hance Luwanja, the Board Chairman of Mtwango Village Market who said “now there is substantial trading of crops, the government receives almost three times of the fee that was received in a lumbesa bag. Even the health of those carrying the bags is not in danger.” He said.

SONGEA MUNICIPALITY ESTABLISHES FORMAL PARTNERSHIP WITH CSOS

Songea Network of NGOs (SONNGO) has successfully formed a partnership with Songea Municipality by joining the District Consultative Committee (DCC) as a direct result of its lobbying efforts. The DCC formed by both government executives and members of the civil society is geared towards enhancing the partnership between the two as well as involvement and participation in planning, implementation, and monitoring and evaluation of development in the district.

Mathew Ngalimanayo, SONNGO Secretary says that the idea started during the dialogue held in 2006 in Ruvuma, which looked into the elements of MKUKUTA and the Millennium Development Goals. Participants proposed the formation of a body that strengthens partnership between the government and its citizens in order to accelerate development processes.

SONNGO took up the idea as a lobbying and advocacy issue and started to see government officials for further discussions. Eventually, the government agreed to amend the Local Government Act and introduce the District Consultative Committee that includes 14

members. In Songea Municipality 8 of the members are from the civil society. This is different from many other types of council where none of the members come from the civil society. Its technical sub-committee is formed by six members, who are the District Planning Officer, Economist and Community Development Officer on behalf of the government while members from the civil society are SONNGO Secretary, Coordinator and Treasurer.

The Technical Sub-Committee prepares the draft district plan and presents it to the DCC and then to other stakeholders before it is submitted to the full council. For that matter the plan of the municipal

carry a single bay during the loading and unloading, but the desire to get substantial amount of money they decided to carry each one alone, something which was harmful to their health. Now they can easily carry even if they are alone.

“...now there is substantial trading of crops, the government receives almost three times of the fee that was received in a lumbesa bag. Even the health of those carrying the bags is not in danger.”

SONNGO took up the idea as a lobbying and advocacy issue and started to see government officials for further discussions. Eventually, the government agreed to amend the Local Government Act and introduce

members. In Songea Municipality 8 of the members are from the civil society. This is different from many other types of council where none of the

“....benefits that civil society organizations expect

from the DCC include easy monitoring of government

activities planned to be implemented and the likelihood

of getting financial support from the government for

activities planned by civil society organizations. It

will also help to propagate and publicize the activities

and efforts of civil society organizations.”


council becomes jointly prepared and includes both plans of the government and of civil society organizations.

According to him, some of the benefits that civil society organizations expect from the DCC include easy monitoring of government activities planned to be implemented and the likelihood of getting financial support from the government for activities planned by civil society organizations. It will also help to propagate and publicize the activities and efforts of civil society organizations.

“In addition, we hope that through such partnerships, the habit of pointing accusing fingers at each other will be eliminated. This will be a mutually beneficial relationship, whereby the government may also delegate the implementation of some activities to CSOs’ where they think we have the necessary expertise and experience. ” He adds.

Emmanuel Kibona, Acting Songea Municipal Community Development Officer said that one of the reasons for establishing the committee was to reduce the existing gap between the government and NGOs, and to ensure that NGOs plans are included in the council’s plan.

Speaking on the committee implementation process, Joyce Mwanja, Community Development Officer said that members have already started to meet and discuss various issues.

Joyce added that the main objective is to reach the Millennium Development Goals.

“I hope that if this body implements its intended

purposes effectively, we will achieve great things” -

EMMANUEL KIBONA, ACTING SONGEA MUNICIPAL

DISTRICT DEVELOPMENT OFFICER

72 | Five Years of Building Capacity of Civil Society in Tanzania |72 | Five Years of Building Capacity of Civil Society in Tanzania |

‘Efforts to Enhance CSOs and Legislators Partnership’

Report of the Proceedings of the Seminar on CSOs Perfomance organised for the Parliamentary

Standing Committee for Social Welfare and Community Development

DodomaAugust 07 - 09, 2007

Ministry of Community Development Gender and Children

Enhancing the Image of the Civil Society Sector


Enhancing the Image of the Civil Society Sector

The Foundation Enhances own Governance Structure

Dr. Nagu’s Makes it Good at 8th Gender Festivals

LUWADA wins international ac-clamation

MPs in praise of CSOs contribu-tions

| www.thefoundation-tz.org |

- Alais Ole Morindat, President of The Foundation

ISSN 1821-5335 The Foundation for Civil Society NewsletterIssue No. 6 July - October 2007

InsideInside

“We’re ontrackworkingwith CSOs”

“Enhancing Partnership between CSOs and Parliamentarians for Development”

Report of the CSOs Bunge Exhibition in Dodoma

June 23 - 26, 2007

BESTGRANTEES

2007

Best Grantees 2007 Organisations Funded by The Foundation for Civil Society

We are all Winners


WORKING TOWARDS POSITIVE IMAGE OF THE ROLE OF CIVIL SOCIETY SECTOR The Foundation is working towards enhancing the image of civil society sector in the country through different approaches. The Foundation has been using the media, publications and exhibitions to enhance the image of CSOs in the eyes of other stakeholders. During the year 2007 The Foundation managed to successfully achieve the following:

bEST gRANTEES AwARDS

As is the tradition of the Foundation, we award excellence in our grantees. During the year a record number of over 100 entries were received from our grantees to compete for the Best Grantee Award and out of them 5 grantees emerged winners in various categories. Leading the way was Chama cha Viziwi Tanzania (CHAVITA). Chavita won the Overall Best Grantee Award for their efforts in building capacity of their members, the deaf, to enable them to participate fully in development policy processes. They did an excellent work of mobilizing their members, training them in sign language and training their translators which thereafter enabled them to participate in the processes. Other winners for the year 2007 included Ruvuma Women Development Fund (RUWODEF) that won an award for the Safety Nets Thematic Area; Communication and Transport Workers Union of Zanzibar (COTWU) in the category of Good Governance Thematic Area; Rural Advancement Development Association (RADA) in the Policy Engagement Thematic Area; and Mkokotoni Environmental Conversation Association in Zanzibar (MECCA).

PUbLICATIONS AND PUbLICITy The Foundation produced a number of publications namely; The Foundation quarterly newsletters (The Foundation News), The Annual CSO 2006 Report, Civil Society Focus Magazine, Series of Public Dia-logue events in the regions, Report of the 4th Annual Civil Society Forum and Exhibition 2006 and Report of CSOs House of Representatives in Zanzibar. Other relevant reports of MKUKUTA Monitor-ing System (MMS) were also collected for distribution. Other information was collected from various sources and distributed throught the Foundation mailing list.

Most of publications were distributed to District. Authorities (DC, RAS, Planning Unit and Local Government reform Program Grantees (individuals), Civil Society Organizations (individuals), donors community, in the region, central government departments and ministries, regional libraries in the regions, Media houses and press clubs in the regions, Regional Authorities (RC, RAS, Planning Unit and Local Government Reform Program). Most of these publications were distributed by district and regional networks through our partnership arrangements. We collected policy booklets from like - minded CSOs, The Ministry of Planning and Economic Empowerment, Prime Minister’s Office Regional Authority and Local Government and shared widely with our grantees and regional networks.


A NEW BEGINNING

We have enjoyed reading the last newsletter

on the CSOs Partnership with MPs and

other publications especially from the

Karimjee CSO Forum on corruption.

Our understanding on the views of MPs,

leadership skills and strategic planning has

improved. Indeed, we now see a new dawn

in the CSO sector. Keep sending us these

publications.

Rose Swai, 0713-448468, Tupendane

Women Group, (tupendanewomen@yahoo.

com), P.O Box 71920, Mwananyamala

Mwinjuma, Mafere Street No. 45, DSM

Distribute to Schools

I am writing from Pemba

Television Department.

Thanks for the publications.

They are all good. It will be

a good idea to distribute

these useful publications in

schools and other training

institutions.

Ali Abbas Omar,

[email protected],

P.O. Box 154, Chake chake

Pemba.

WE ARE CHANGING OUR STRUCTURE BECAUSE OF YOUR PUBLICATIONS

I have just read your newsletter. I agree that you are doing a good job. We have realized that it is important to run our organization responsibly by separating powers and responsibilities between the executives and board members. We will call an annual meeting to amend our constitution. We will also get rid of leaders who are not living and practicing our mission. We would also like to subscribe to your newsletter.

Christian Martin Chakudika and M.E. Mpoto - 0754-831454, Mbeya Older Persons Care (MOPEC), [email protected] P. O. Box 559, Mbalizi Road, Mbeya

PUBLICATIONS ARE RELEVANT TO

OUR WORK

Thanks for posting us copies of

your Newsletter. Keep writing on

issues which are relevant to CSO

work, how they should put their

leadership style in order, financial

management, fundraising etc.

Willibald A. Nandonde, Chama

cha Wastaafu, 0784-455181,

[email protected], P. O. Box

1045, Mtwara.

WE’RE MEETING MPS

Thanks for the newsletter on

partnerships. I have come to know

that CSOs must work with MPs to

advance their advocacy agenda.

We have incorporated in our plan

to meet our MPs on different issues.

I congratulate you.

Herbert Mallya – TCCIA, Hai

Branch, 0784-320645, P.O. Box 24

Machare, Hai, Bomang’ombe


FOUNDATION’S wEbSITE

During the year 2007, the Foundation’s website has managed to become one of the most effective tools for

information dissemination of the Foundation and its activities. Information on Grants received and approved;

news and events; vacancies, tenders, etc have been made available on the website. The website also has all

the important reports such as the Strategic Plan, Annual Plans, Annual Reports, Quarterly Reports, Logframe,

Evaluation Reports, etc. The website has greatly improved communication between the Foundation and its

stakeholders.


wEbSITE STATISTICS FOR ThE yEAR 2007

Monthly history

An assessment of the Foundation’s website statistics for the year 2007 shows that there has been a steady improvement during the year 2007, which indicates a growing popularity of the Foundation’s website during the year. Looking at variables such as unique visitors, we see that the number of unique from 571 in January to over 1200 in December with the peak reached in November where the number reached close to 1450. Again, looking at another variable, the number of visits, it has also grown from 931 in January to 1900 visits in December with the peak reached in November. Other variables such as number of pages visited, number of hits and the level of bandwidth utilized per month, all show improvement throughout the year 2007. We believe that we can do much more to improve our website and we hope to launch a new website with more functionalities such as an online discussion forum, regular stories from civil society organizations and many more before June 2008.

ENAbLINg CSOS TO EFFECTIvELy UTILIZE ICTAs part of building the capacity of CSOs, the Foundation has embarked on a programme to enable effective utilization of information and communication technology to increase visibility and communication amongst civil society organizations between the sector and other stakeholders. Among the major undertakings in this area is the creation and maintenance of the Mailing List with over 700 subscribers


1 www.paralegaltz.org 11 www.zyftz.org 21 www.acedetz.org2 www.roatz.org 12 www.zabatz.org 22 www.bedtz.org3 www.kdpatz.org 13 www.piydo.org 23 www.ccttz.org4 www.sedo-kusini.org 14 www.zanabtz.org 24 www.cyttz.org5 www.kitetotz.org 15 www.ctstz.org 25 www.chiefpromotions.org6 www.ungotz.org 16 www.childconcern.orgwww.org 26 www.vicoba.org7 www.zangoc.org 17 www.zanatz.org 27 www.woytz.org8 www.tayodea.org 18 www.taees.org 28 www.ucgtz.org9 www.hisiatroupe.org 19 www.tanzaniadisabled.org 29 www.flattz.org10 www.yedptz.org 20 www.shinyangafoundation.org 30 www.shdepha.org

mostly from the civil society sector who use the facility for information sharing and discussions on issues pertinent to the sector. The mailing list is known as [email protected]. In addition, the Foundation has also launched a programme to enable civil society organizations to have their own web presence by facilitating the development and hosting of websites for them and thereafter hosting them upon request. This service is provided free of charge to any civil society organizations. By end of the year 2007, 30 organisations have benefited from this service and their websites are listed hereunder.


Turning Challenges into Oppotunities


Turning Challenges into Oppotunities

GOVERNANCE AND INSTITUTIONAL DEVELOPMENT


The year 2007 marked the fifth year of operation of the Foundation. It was therefore deemed important to concentrate our efforts into reassessing the governance and operational structures of the Foundation with a view to address critical challenges facing the Foundation. In order to achieve that goal, a team of consultants was hired to undertake a critical examination of the structure of the Foundation, the relationship between the Council, Board and the Secretariat, and the powers of each of the organ. The team was also asked to examine the role of funding partners in the governance of the Foundation and their relationship with the Foundation. This chapter presents the changes in the governance structures of the Foundation and efforts made in staff development during the year.

REVIEW OF THE GOVERNANCE STRUCTURESThe report prepared by the team of consultants assisted the Members of the Council to hold an intensive discussion regarding the best governance structure for the Foundation. The choice of the governance structure was also underpinned by what the Members termed as their “vision” of the Foundation of tomorrow. That the Foundation of tomorrow has to be:• A stable organisation in terms of programmes and vision, and an agent of change in Tanzanian

society;• An organisation that is Tanzanian-owned and Tanzanian-managed;• Self-sufficient with assured, diverse and permanent sources of funding, such an endowment fund;• A communicating outward-looking organisation, producing excellent results through excellent

processes. Transparent and efficient, and offering the highest quality in every aspect of performance, management, communication and delivery;

• Having mechanisms to listen to the needs of civil society and to respond;• Offering decentralised grant-making facilities which captue rural, small and poor beneficiaries,

through building partnerships organically, reaching genuinely concerned and engaged organizations;

• Being prepared to take reasonable risks in order to broaden access to the Foundation, and developing the capacity in new partner organizations that mitigate those risks;

• Taking an active role in promoting an understanding of civil society;• Supporting our beneficiaries to play an effective challenge role to the government.

Following these discussions, the following key decisions were made:

Roles should be clearly defined and authority, responsibility and power should be moved down in the structure to ensure that those implementing the programme have sufficient autonomy and authority to do so.

Funders should move out of the governance structure and should build a stronger, clearer relationship directly with the organisation’s operations through the Executive Director. They have two main mechanisms for this: MOU’s and contractual agreements, where both sides are clear about what they are providing and what they are expected to deliver. (The driving force of what is delivered should be the Foundation’s own strategic planning processes. The relationship should focus on accountability, delivery of results, support in capacity to delivery and specific assistance is requested.) There is also ample opportunity and encouragement for proactive, transparent communication from the Foundation to the funders, through the ED on matters of service delivery.


The Council should dissolve. Its functions of Board appointment, auditors and high level strategic guidance are taken over by a group of Tanzanian members which constitute the AGM. The functions of considering and approving annual plans, policies and reports are allocated to the Board.

Representation in some form of wananchi (the citizens) needs to be ensured. A feedback group drawing on grantees could be formed, which could have overlapping functions with a formal complaints mechanism. Partnerships with beneficiaries, umbrella organisations or mentorship and capacity building organisations could offer a decentralized leadership role. The Annual Forum is an important opportunity for experience in guiding strategy, and should be more explicitly and formally used to influence the strategic focus. Grantees, civil society members and the greater community of stakeholders give input to the strategy of the Foundation through their participation in the Annual Forum. This input needs to be formally captured and integrated with the strategic planning process, and the result of this engagement communicated in the marketing message of the Foundation.

NEW MEMBERS OF THE FOUNDATIONFollowing the review of the Governance Structures of the Foundation which involved the resignation of funders from the Council of Members, new Members were appointed. Members are the guarantors of the Foundation and will have the ultimate authority over the operations of the Foundation. They will normally meet once a year during the Annual General Meeting but can also convene any extra ordinary members meeting when deemed necessary. The Annual General Meeting will be chaired by a President who is elected during the AGM by the Members themselves. The Members appointed are:

Alais Morindat - President

Mary Rusimbi - Member

Rakesh Rajani - Member

Samuel Wangwe - Member

Amu Shah - Member

Salum Shamte - Member

NEW BOARD OF DIRECTORSAlso during the year, a new Board of Directors was appointed during the Annual General Meeting held on September 7th. The appointment of the new Board followed the resignation of the former Board earlier in the year to pave way for comprehensive governance review of the Foundation. The new Board appointed consists of:

Stigmata Tenga - ChairpersonHeri Bomani - DirectorGertrude Mugizi - DirectorPrudence Kaijage - DirectorThea Mushi - DirectorHerbert Kashililah - Director

STAFFING AND STAFF DEVELOPMENTDuring the year, the Foundation underwent a process of restructuring whereby a new team of staff was recruited to strengthen our service delivery to grantees and other stakeholders in general. The new


team of staff recruited consists of:

gRANTS DEPARTMENT

Philemon Chiputa – Programme OfficerFrida Mwakasyuka - Programme OfficerRedimna Ginwas - Programme OfficerWalter Luanda - Programme OfficerChristabella Ladislaus - Programme OfficerRose Kyando - Programme OfficerRose Kihulya - Programme Officer

POLICy AND DEvELOPMENT DEPARTMENT

Neema Yobu - Programme OfficerOmar Jecha - Programme Officer

STAFF TRAININg During the period, the Foundation’s staff attended various trainings and workshops.

Table 4: Training attended by Foundation staff during 2007No. Position Workshop organisers Workshop title Venue

1 Admin and Finance Manager Global Investors Centre

IFRS Overview Haidery Plaza

2 Accountant NBAA Financial reporting AICC Arusha

3 Head of Monitoring and Evaluation and Policy and Development Manager

Allavida Inst. Sustainability Whitesands DSM

4 Program Officer Grants Southern Africa AIDS Trust – SAT

Gender Issues & HIV DICC DSM

5 Human Resources Officer Ernst and Young Pre employment vetting DICC DSM

6 Seven Program Officers MAK Public Speaking Presenting skills Courtyard DSM

7 Human Resources Officer Strategic Leadership Managing Training Nairobi Kenya

8 Accountant NBAA IAS 17 Leasing Ubungo Plaza

9 All staff members Evin School of Mgmt. Team Building Kunduchi DSM

10 All staff members Evin School of Mgmt. Team Building Kunduchi DSM

11 Administrative Secretary MS TCDC NGO Administration Arusha

STAFF RETREAT Sharing knowledge and encouraging innovation are elemental aspects of progressive and successful organizations. We support our staff in generating new ideas and sharing perspectives. In 2007, this was done during a 3 day staff retreat in November held at MSTCDC in Arusha.

The programme was facilitated through interactive workshops and discussions which reflected on past experiences and looked towards the future. Since we learn best from what is working, the session began with talking about achievements and then moved on to areas which could be improved.


The achievements noted were enhanced CSO image as a result of improved CSOs’ quality of work and best practices; improved collaboration between Grant Making and Capacity Building; better outreach activities; well organized CSOs’ exhibitions; constructive and effective interaction between government and CSOs’.

Areas identified for improvement were, revising the application forms; reducing the grant rounds; capacity building for CSOs’ should not only be outsourced but conducted by Foundation staff as well after going through a Train the Trainer programme.

During the year 2008 we intend to see many of the ideas discussed during the retreat take form and materialize into successful practices.

WHAT OUR STAFF HAD TO SAY ABOUT THE RETREAT-:

“It helped us generate ideas in an

environment in which we felt free

to comment on issues and to give

ideas and suggestions.”

SUNDAY MTEGA, IT SPECIALIST

“Since many of us are new at the

Foundation, the Retreat gave us an

opportunity to get to know each

other and to learn more about the

Foundation, in a short time.”

FRIDA MWAKASYUKA,

PROGRAMME OFFICER, GRANTS

“We had a great time. The discussions gave us an insight

into the history and past activities of the Foundation,

where we had reached and what needed to be

improved. We learnt so much about the Foundation in

just 3 days.”

ROSE KYANDO, PROGRAMME OFFICER, GRANTS


NEW POLICIESConcurrent to putting in place new governance structures, during the year 2007 the Foundation also managed to put in place or revise critical policies for better implementation of our activities. The new polices/procedures put in place include a statement on our Zero Tolerance Policy in Corruption, Complaints Handling Procedures and a revised Code of Ethics for the Members, Directors and Staff of the Foundation.

Zero Tolerance Policy on Corruption emphasizes the position of the Foundation on matters related to the abuse of public office for private gain. The Foundation therefore decided clarify its stand on such matters. Any action by any person associated with the Foundation that may be interpreted as condoning or inviting corrupt behavior will be dealt with convincingly and immediately.

As a grant making organization, handling complaints is an ongoing activity that needs to be carefully handled. The Foundation therefore prepared and publicized its complaints handling mechanism to enable stakeholders to file their complaints through appropriate channels.

“The retreat was so participatory and enlightening.

Amongst other things, we also discussed policy

issues, which the Foundation was keen to capitalize

on. It was a marvelous experience and in my 20

years of work in the development sector, I have

never experienced anything like this before.”

OMAR JECHA, PROGRAMME OFFICER,

TRAINING & CAPACITY BUILDING

“It was an opportunity for me to interact with colleagues and understand better the purpose of the Foundation and ways of planning and achieving our mission. I was inspired by the ED’s facilitation and learnt alot from the experience.” HILDA MSHUZA, ASST. PROGRAMME OFFICER


Code of Ethics was also prepared during the year to ensure that Members, Directors and Staff do not indulge in activities that seem to create conflict with their official positions at the Foundation. The Code therefore has provided clarity as to what constitutes a conflict of interest to a Member, Director or Staff of the Foundation.

Also during the year, the Foundation started the process of mainstreaming the grants making procedures and systems with the aim of making them more robust, responsive to the needs of our clients and that responsibility of grants making decisions lies within the Foundation itself. Among the first steps taken during the year was to abolish the use of selection committees in making grants making decisions and now those decisions will be made within the internal structures of the Foundation under the guidance of the Executive Director for small and medium grants, and the Board for strategic grants decisions. By the end of the year, the Foundation was still undergoing a review of the application forms, guide and review procedures with a view of producing a new set by mid of the year 2008.

ZERO TOLERANCE POLICY ON CORRUPTION

The Foundation for Civil Society operates a Zero Tolerance policy on all forms of corruption, both within the Foundation and its services, and externally with all whom the Foundation may have any association. Any member of the Foundation found guilty, following a full in depth investigation of inappropriate corrupt practice will be severely dealt with under the Foundation’s disciplinary procedures.

Where any member of the public has any cause for concern with regards to any individual associated with the Foundation, he should contact the Executive Director, in full confidence, and inform him of the issue as early as possible, in writing if possible, or by any other means available, providing as much evidence to support his/her claim immediately after being alerted or directly approached.

The Executive Director will ensure that the matter is investigated confidentially and sensitively within the Foundation’s complaints procedure and guarantees the anonymity of the complainant, so as not to place the complainant in a position of vulnerability. The complainant will not be discriminated in any way as a result of making a genuine complaint.

The Foundation will then conduct an in- depth investigation, the outcomes of which will be reported back to the complainant with full and appropriate justification.

It should be noted that any investigation and subsequent outcome will be made with due regard and reference to the Foundation’s complaints policy and procedures, and with particular regard to the principles of justice and Tanzanian law. For more information on how to make complaints, please refer to the Foundation’s Complaints Handling Policy, also available on our website www.thefoundation-tz.org.


COMPLAINTS HANDLING POLICY

The Foundation for Civil Society has five core values, namely, fairness, integrity, respect, quality and being a learning institution. Based on these values, the Foundation intends to provide an opportunity for the recipients of our services to lodge complaints on matters of behaviour, procedure and decision making. The Foundation has therefore prepared this Complaints Handling Policy to be used by all our stakeholders. It should be noted however that Complaints Handling Policy does not amount to appeal for decisions regarding grants made by the Foundation. Decisions regarding grants made by the Foundation are final but complaints against the decisions may help the Foundation improve its future decisions/services. The Foundation will deal with any complaint in a fair, consistent, transparent and timely manner.

The Foundation aims to:• treat complaints seriously and deal with them efficiently, • resolve complaints promptly whenever possible, • learn from complaints and take action to improve our service, and• assist and protect the complainant.

whAT TO DO IF yOU hAvE A COMPLAINT

If you wish to make a complaint about the Foundation, a grant the Foundation has made or about a member of the staff, associate, or Board, you can write to us or do it by fax, email, phone or in person. If you want to complain in person you will need to make an appointment. If you are writing, faxing or e-mailing, please provide your telephone number. While e-mailing, please state if a reply by e-mail is required and, if not, please provide full postal address. If you complain in person or by phone, we will ask you to put the complaint in writing. We can provide you with assistance in this if necessary. In the first instance you should make your complaint directly to the Executive Director of the Foundation or if appropriate and in exceptional circumstances, to the Chair of the Board of Directors.

You will receive an acknowledgement from us that your complaint has been received. If you do not receive an acknowledgement within seven working days of submitting your complaint, please contact the Executive Director directly.

whAT hAPPENS NExT

Upon receipt of your complaint, we will aim to respond promptly, and always within 14 days. If this is not possible, we will explain why and let you know how long it will take.

If you are not happy with the initial response you receive, you should contact the Executive Director again and seek clarifications. If you are still not satisfied after the second respons, you are advised to write to the Chair of the Board of Directors.

If you remain unhappy with the Foundation’s actions, you may ask the Chair of the Board to forward your complaint to an independent Adjudicator to investigate your complaint and/or the way it has been handled.


CONFIDENTIALITy

Complainants are generally encouraged by the Foundation to declare their names and contacts with their complaint. They will in return be assured of utmost levels of confidentiality by the Executive Director and the Chair of the Board. In exceptional cases, the complainant may however choose not to indicate his/her name and contact details and can make an anonymous complaint. However complainants should be aware that direct cooperation with the complainant generally facilitates the handling procedures greatly, and makes it easier for the Foundation to take adequate, fair and sustainable measures to address the respective shortcomings

FINANCIAL REVIEW


OvERvIEw This is a brief financial performance report of the Foundation for Civil Society for the period ending 31st December 2007. The total fund received in this period is USD 4,860,262, while the funds carried forward from 2006 was USD 114,578. This resulted in total funds available for this period to be USD 4,974,840 against the total budget of USD 8,690,000 for the year as per the annual plan.

OVERALL FINANCIAL PERFORMANCE FOR THE YEAR 2007The overall performance of the Foundation operation was at 57% against the total Budget allocation up to end December 2007. Foundation’s core activity of providing grants and capacity building services cost USD 3,407,174 which forms 70% of the total funds spent during the period amounting to USD 4,947,227. This under performance of the Budget was due to unavailability of funds in the first two quarters as the Foundation encountered challenges in the grants making processes. This issue was promptly addressed and necessary corrective measures were taken. In the fourth quarter, the Foundation successfully organised the Annual Forum and CSOs Exhibition held in Arusha in November 2007. This event brought together CSO stakeholders to interact and give feedback about the Foundation, its activities and future plans to ensure quality services to the civil society sector. As commented by the President of the Foundation, Alias Ole Morindat during the event “ We are on track working with CSOs.”

RECURRENT ExPENDITURE

During the period the overall recurrent expenditure was USD 774,055 which is within the annual budget of USD 782,000. This is 15% of the funds made available during the period and is within the overall allocated budget.

CAPITAL ExPENDITURE

Capital items purchased during the period totaled USD 151,453. The two major items purchased were the replacement of five years old computers and up grading of the servers to accommodate net work for grants management information system and motor vehicle.

SERvICES AND PRODUCTS

The total commitment to grantees as at end of December 2007 stands at USD 5,108,084 in the following categories:

• Rolling Small Grants 32,862

• Medium grants 2,675,748

• Strategic grants 2,399.474 5,108,084

Table 5.1: Budget Performance for the Year 2007Budget Code Description Budget

2007Actual 2007 Variance % Variance

A Company Functions 538,000 435,759 102,241 19%

B Foundation recurrent 782,000 774,055 7,945 1%

C Foundation Capital 200,000 151,453 48,547 24%

D Service and Products 6,926,000 3,407,174 3,518,826 51%

E Human & Inst. Development 244,000 178,786 65,214 27%

8,690,000 4,947,227 3,742,773 43%


FINANCIAL REVIEW FOR 2003-2007

FUNDS RECEIvED

Over the last five years, 2003 – 2007, the Foundation received a total of USD 17,928,675 from its funding partners. In general, the trend shows an increasing amount of funding support provided to the Foundation both in terms of amount of funds received and the number of partners contributing to the Foundation. During the first year, 2003, only three partners, namely DFID, SDC and Irish Aid provided financial support to the Foundation. The cumulative number of partners who have provided support to the Foundation over the five year period has increased from three to seven. Details of the funding support received by the Foundation from the various partners is as shown in the table below.

Table 5.2: Income from Donors for the period 2003 to 2007

Actual Funding Contributions during the period 2003 to 2007 (figures in US $)

Year DFID SDC Irish Aid Netherlands Norway SIDA DANIDA CIDA Total

2003 1,900,000 516,300 69,647 - - - - - 2,485,947

2004 441,900 615,600 68,365 399,950 210,680 - - - 1,736,495

2005 1,659,271 1,000,000 235,153 291,000 233,367 - - - 3,418,791

2006 2,311,818 892,308 729,300 200,000 239,597 214,981 839,176 - 5,427,180

2007 - 692,308 1,077,300 2,000,000 262,307 - - 828,347 4,860,262

Total 6,312,989 3,716,516 2,179,765 2,890,950 945,951 214,981 839,176 828,347 17,928,675

ExPENDITURE

During the period 2003 – 2007 the Foundation has spent a total of USD 17,901,059 from the funds received during the period. Out of these funds, a total of USD 11,209,148 was disbursed as grants to our grantees and USD 2,226,323 was spent for other capacity building interventions to our grantees. The two categories of expenditure make up about seventy five percent of the funds received during the period being spent on core mission of the Foundation; grants and other capacity building interventions.

Table 5.3: Expenditure for the period 2003 to 2007 (Figures in US$)

YEAR A

– COMPANY ExPENSES

B – RECURRENT ExPENDITURE

C – CAPITAL ExPENDITURE

D-GRANTS D- CAPACITY

DEVELOPMENT

E – INSTITUTIONAL DEVELOPMENT

TOTAL

2003 71,892 304,000 176,098 831,908 138,476 17,571 1,539,945

2004 56,305 366,290 64,888 1,141,564 117,252 136,153 1,882,452

2005 216,256 486,767 12,768 2,869,005 267,427 195,528 4,047,751

2006 145,755 584,786 24,024 4,010,920 651,745 66,454 5,483,684

2007 435,759 774,055 151,453 2,355,751 1,051,423 178,786 4,947,227

TOTAL 925,967 2,515,898 429,231 11,209,148 2,226,323 594,492 17,901,059


FINANCIAL STATEMENTS AND INDEPENDENT AUDITORS’ REPORT

REPORT OF THE DIRECTORS FOR THE YEAR ENDED 31 DECEMBER 2007The directors are pleased to submit their report together with the audited financial statement for the year ended 31 December 2007.

INCORPORATION The Foundation for Civil Society Limited was incorporated on 24 September 2002 under the Companies Ordinance CAP 212 as a company limited by guarantee.

PRINCIPAL ACTIvITIES The principal activity of the Company is to contribute to poverty alleviation through:• Fund raising and the provision of grants to civil society organizations engaged in the relief of

poverty and distress.• The provision of education and skills training, including advocacy and lobbying, to civil society

organizations and other members of the public engaged in the relief of poverty and distress.• The advancement of the education of civil society organizations and the public by conducting or

promoting research into the causes of poverty and dissemination the results of such research.• Developing public knowledge and understanding, including support to advocacy and information

campaigns, about the plight the poor find themselves in and the means whereby poverty can be eliminated.

SOLvENCy The Company’s state of affairs at 31 December 2007 is set out on page 8 of these financial statements. The Company relies on donations from donors organizations to pursue its activities. The company has commitments from Swiss Agency for Development and Cooperation (SDC); Department for International Development (DFID); Embassy of Ireland; Royal Netherlands Embassy; Canadian International Development Agency (CIDA); Norwegian Embassy to finance the activities of the Company in the forthcoming year as per the Foundation for Civil Society Strategic Plan 2005-2008

EMPLOyEES’ wELFARE

(i) Training FacilitiesA training programme is drawn up every year to cater for all grades of staff. Training is mainly conducted through local training institutions. Overseas training is pursued only in the limited number of cases where relevant training is not available locally.

(ii) Medical Facilities The Company provides medical insurance to each employee and his or her immediate family.

(iii) Staff LoansThis is available to all employees depending of the assessment by management of the need and according to the Foundation regulation.


(iv) Disabled PersonsIt remains the Company’s policy to accept disabled persons for employment for those vacancies that they are able to fill.

DIRECTORS

During the year, the Board of Directors voluntarily resigned on 6th March 2007 due to differences of opinion in the management of the Company.

Following resignation of the Board, the Council of Members, which is the principal organ of the Company, managed the affairs of the Company up to 7 September 2007 when the new Board of Directors was appointed. In accordance with section 6.2 of the Articles of Association, the Council is responsible for the general policy and direction of the Company and ensures proper functioning of the Company.

The Directors of the Company during the year and as at the date of approval of this report were:

Name Nationality Position Date appointed/ResignedDr. Stigmata Tenga Tanzanian Chairperson Appointed 7 September 2007Prudence Kamugisha Kaijage Tanzanian Member Appointed 7 September 2007Gertrude Kokumanya Mugizi Tanzanian Member Appointed 7 September 2007Eng. Herbert J. Kashililah Tanzanian Member Appointed 7 September 2007Heri Bomani Tanzanian Member Appointed 7 September 2007Thea Mushi Tanzanian Member Appointed 7 September 2007John Ulanga Tanzanian Secretary Appointed 14 November 2005

Chris Maina Peter Tanzanian Chairperson Resigned 6 March 2007Kaushi Shah Tanzanian Member Resigned 6 March 2007Khalfan Khalfan Tanzanian Member Resigned 6 March 2007Salum Shamte Tanzanian Member Resigned 25 January 2007Hellen Kijo Bisimba Tanzanian Member Resigned 6 March 2007Pascal Assey Tanzanian Member Resigned 6 March 2007

AUDITORS Deloitte & Touche were appointed as auditors of the Foundation at the annual General Meeting held on 7 September 2007. Deloitte & Touche have expressed their willingness to continue in office.

BY THE ORDER OF THE BOARD

……………………………………

EXECUTIVE DIRECTOR SECRETARY TO THE BOARD AND TO THE COUNCIL

…………………………………… DATE


STATEMENT OF DIRECTORS’ RESPONSIBILITIES

The Companies Act 2002 requires the directors to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the company as at the end of the financial year and of the results of the company for that year. It also requires the directors to ensure that the company keeps proper accounting records, which disclose with reasonable accuracy at any time, the financial position of the company. They are also responsible for safeguarding the assets of the company. The directors are responsible for the preparation and fair presentation of these financial statements in accordance with International Financial Reporting Standards. This responsibility includes: designing, implementing and maintaining internal controls relevant to the preparation and fair presentation of financial statements that are free from material misstatement, whether due to fraud or error, selecting and applying appropriate accounting policies, and making accounting estimates that are reasonable in the circumstances.

The directors accept responsibility for the annual financial statements, which have been prepared using appropriate accounting policies supported by reasonable and prudent judgments and estimates, in conformity with International Financial Reporting Standards and in the manner required by the Companies Act 2002. The directors are of the opinion that the financial statements give a true and fair view of the state of the financial affairs of the company and of their operating results. The directors further accept responsibility for the maintenance of accounting records, which may be relied upon in the preparation of financial statements, as well as adequate systems of internal financial control. Nothing has come to the attention of the directors to indicate that the company will not remain a going concern for at least the next twelve months from the date of this statement.

_________________________ _________________________Dr. Stigimata Tenga John UlangaDirector Director

____________________2008 ______________________2008



INCOME STATEMENT FOR ThE yEAR ENDED 31 DECEMbER 2007

Notes 2007 2006Tshs’ 000 Tshs’ 000

Income Restated

Accountable grants 4 6,046,676 6,911,798Other income 14,913 5,529

Total income 6,061,589 6,917,327

Expenditure

Grants expensed 5 3,698,753 4,034,715Other grants expenses 6 1,812,465 1,160,048Central administration expenses 7 1,162,209 864,199

Total expenditure 6,673,427 6,058,962

(Deficit)/surplus of income over expenditure (611,838) 858,365

__________________________________ __________________________________Dr. Stigimata Tenga John UlangaDirector Director


bALANCE ShEET

AS AT 31 DECEMbER 2007Notes 2007 2006

Tshs’ 000 Tshs’ 000

Restated Non current assets

Equipment 8 221,129 73,965

Current assets

Staff advances 21,026 22,777

Prepayments 9 1,153,940 2,177,701

Bank and cash balances 685,426 252,710

1,860,392 2,453,188

TOTAL ASSETS 2,081,521 2,527,153

RESERVES AND LIABILITIES

Reserves

Capital grants - -

Revenue grant - -

Accumulated surplus 1,807,362 2,419,200

1,807,362 2,419,200Current liabilities

Payables 10 274,159 107,953TOTAL RESERVES AND LIABILITIES 2,081,521 2,527,153

The financial statements on pages 7 to 21 were approved by the Board of Directors on………………. 2008 and were signed on its behalf by:

Financial statements and independent auditors’ report



STATEMENT OF ChANgES IN RESERvES

FOR ThE yEAR ENDED 31 DECEMbER 2007

Capital grantRevenue

grantAccumulated

surplusTotal

Tshs’ 000 Tshs’ 000 Tshs’ 000 Tshs’ 000

Balance at 1 January 2006 –As previously stated

78,546 9,180 1,193,081 1,280,807

Prior year adjustment * (78,546) (9,180) 367,754 280,028Balance at 1 January 2006- As restated - - 1,560,835 1,560,835

Surplus for the year - - 858,365 858,365

Balance at 31 December 2006 - - 2,419,200 2,419,200

Balance at 1 January 2007 - - 2,419,200 2,419,200

Deficit for the year - - (611,838) (611,838)

At 31 December 2007 - - 1,807,362 1,807,362


*The prior year adjustments relate to the first time adoption of IFRS and are explained further in notes 1 to 3.


CAShFLOw STATEMENT

FOR ThE yEAR ENDED 31 DECEMbER 20072007 2006

Tshs’ 000 Tshs’ 000

RestatedCash flow from operating activities

(Deficit)/surplus for the year (611,838) 858,365

Adjustments for:

Depreciation 36,715 39,022

Net cash flow before working capital changes (575,123) 897,387

Changes in working capital:

Decrease/(increase) in staff advances 1,751 (11,887)

Decrease/(increase) in prepayments 1,023,761 (1,034,516)

Increase in payables 166,207 18,279

Net cash flow from operating activities 616,596 (130,737)

Cash flow from investing activities

Purchase of equipment (183,880) (27,689)

Net cash outflow from investing activities (183,880) (27,689)

Increase/(decrease) in cash and cash equivalents during the year

432,716 (158,426)

Cash and cash equivalent at the beginning of the year 252,710 411,136

Cash and cash equivalent at the end of the year 685,426 252,710


NOTES TO ThE FINANCIAL STATEMENTSFOR ThE yEAR ENDED 31 DECEMbER 2007

1. PRINCIPAL ACCOUNTING POLICIESThe company pursues charitable objectives and its constitution requires that the income and property of the Company shall be applied solely towards promotion of the objects of the Company as set forth in the Memorandum of Association and no portion thereof shall be paid or transferred, directly or indirectly, by way of dividend, gift, division, bonus or otherwise by way of profit to the members of the Company.

FIRST TIME ADOPTION OF INTERNATIONAL FINANCIAL REPORTINg STANDARDS These financial statements are the first financial statements of the Company prepared in accordance with International Financial Reporting Standards (IFRS). Reconciliations and descriptions of the effect of the transition to IFRS on the Company’s equity and its net income are given in notes 2 and 3 following these accounting policies.

The preparation of financial statements in accordance with IFRS requires the use of estimates and assumptions that affect the reported amounts of assets and liabilities. Although these estimates are based on management’s best knowledge of current events and actions, actual results may ultimately differ from those estimates.

The principal accounting policies adopted are set out below:

ADOPTION OF ThE NEw AND REvISED STANDARDS AND INTERPRETATIONS

At the date of authorisation of these financial statements, the following new and revised standards and interpretations were in issue but not yet effective:-• IFRS 8 - Operating Segments• IFRIC 11 - Group and Treasury Share Transactions• IFRIC 12 - Service Concession Arrangement• IFRIC 13 - Customer Loyalty Programmes• IFRIC 14 - The Limit on a Defined Benefit Asset, Minimum Funding Requirements and their Interaction.

The company is in the process of evaluating the effects of these new standards and interpretations but they are not expected to have a significant impact on the company’s results and disclosures.

FINANCIAL INSTRUMENTS

Financial assets and liabilities are recognized on the company’s balance sheet when the company becomes party to the contractual provisions of the instrument.

Trade receivablesTrade receivables are carried at anticipated realized value. An estimate is made for doubtful receivables based on the review of all outstanding amounts and are recognized in the income statement. Bad debts are written off when all reasonable steps to recover them have failed.

Trade payablesTrade payables are stated at their nominal value.


NOTES TO ThE FINANCIAL STATEMENTSFOR ThE yEAR ENDED 31 DECEMbER 2007 (CONTINUED)

EqUIPMENT

Equipment is stated at cost less accumulated depreciation and accumulated impairment.

Depreciation is calculated in the straight-line method to write off the cost of each asset, to their residual value over its estimated useful life as follows: Motor vehicle 4 yearsFurniture and fittings 8 yearsComputer equipment 3 yearsOffice equipment 8 years

Where the carrying amount of an asset is greater than its estimated recoverable amount, it is written down immediately to its recoverable amount. Gains and losses on disposal are determined by comparing proceeds with carrying amount and are included in operating profit.

Repairs and maintenance expenses related to equipment are charged to the Income Statement of the year in which they are incurred, while maintenance expenses that increase the value of equipment are capitalised.

IMPAIRMENT

At each balance sheet date, the company reviews the carrying amounts of its assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the asset’s recoverable amount is estimated and an impairment loss is recognized in the income statement whenever the carrying amount of the asset exceeds its recoverable amount.

PROvISIONS

Provisions are recognised when the company has a present legal or constructive obligation as result of a past event, it is probable that an outflow of resources embodying economic benefits will be required to settle the obligation, and reliable estimate can be made.

The Company recognises the present obligation arising when the asset is delivered or it enters into an irrevocable agreement to acquire the asset. Values of purchase orders and other agreements that are under execution during the end of the period, and are irrevocable, are provided for.

The company provides 5% of basic salary as gratuity payable to staff after successful completion of contract. The amount recognised at the end of the period is based on the number of months an employee has worked with the Company before expiration of the present employment contract.

Employee leave days that remain outstanding at the end of the period, are provided for based on an employee’s monthly salary in the month in which the accounting period ends.

TRANSLATION OF FOREIgN CURRENCIES

Transactions in foreign currencies during the year are converted into Tanzania Shillings at rates ruling at the transaction dates. Monetary assets and liabilities at the balance sheet date, which are expressed in foreign currencies, are translated into Tanzania Shillings at rates ruling at that date. The resulting differences from conversion and translation are dealt with in the income statement in the year in which they arise.


NOTES TO ThE FINANCIAL STATEMENTSFOR ThE yEAR ENDED 31 DECEMbER 2007 (CONTINUED)

CASh AND CASh EqUIvALENTS

Cash and cash equivalents are carried in the balance sheet at cost. For the purposes of the cash flow statement, cash and cash equivalents comprise cash on hand and deposits held at call with banks.

PENSION AND OThER POST-EMPLOyMENT bENEFITS

The organization contributes in a statutory pension scheme (National Social Security Fund) to which the employer and the employee contribute 10% respectively. The employer’s contributions are charged to the income statement as they fall due.

REvENUE RECOgNITION

Revenue is recognised to the extent that it is probable that the economic benefits will flow to the Company and the revenue can be reliably measured.

Accountable grant recognised during the period is determined by agreement between the Company and the pledging donor. It is measured at the fair value of the contractual amount received or receivable during the year taking into account the surplus amount from the previous year that is returned to the donor.

Accountable grant pledged by donor(s) for a period(s) beyond the accounting period is not recognised.

Capital grants received in the form of fixed assets are capitalised at their fair value and correspondingly credited to capital grants, less subsequent depreciation.

ExPENSES

Expenses are recognised on an accrual basis.

When economic benefits are expected to arise over several accounting periods and the association with income can only be broadly or indirectly determined, expenses are recognised in the income statement on the basis of systematic and rational allocation procedures.

An expense is recognised immediately in the income statement when an expenditure produces no future economic benefits or when, and to the extent that, future economic benefits do not qualify, or cease to qualify for recognition on the balance sheet as an asset.

Grant disbursement expense is based on the actual amount spent by the fund recipient and charged in the period actually spent. An amount of fund disbursed to grantee that remains unaccounted for, is treated as prepayment until when the same is fully accounted for as actually spent.

vALUE ADDED TAx (vAT)The company is not registered for VAT and the practice has been to apply for VAT exemption for specific procurement of goods and services from the taxation authority. Where VAT exemption is not obtained from taxation authority on purchases of specific supplies to the company, in which case cost of the supplies will include the VAT element.

INCOME TAx

The company is exempted from Income tax as it is engaged solely in charitable activities without profit motive.


NOTES TO THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 31 DECEMBER 2007 (CONTINUED)

2(a).RECONCILIATION OF EQUITY AT 1 JANUARY 2006

Note Previous GAAP

Effect of adoption

of IFRSRestated amount

Non current assets

Equipment 85,298 - 85,298

Current assets

Staff advances 10,890 - 10,890

Prepayments 1 863,157 280,028 1,143,185

Bank and cash balances 411,136 - 411,136

1,285,183 280,028 1,565,211

TOTAL ASSETS 1,370,481 280,028 1,650,509


Reserves

Capital grants 2 78,546 (78,546) -

Revenue grant 2 9,180 (9,180) -

Accumulated surplus 3 1,193,081 367,754 1,560,835

1,280,807 280,028 1,560,835

Current liabilities

Payables 89,674 - 89,674

TOTAL RESERVES AND LIABILITIES 1,370,481 280,028 1,650,509

Notes to the reconciliation of equity at 1 January 20061. Prepayment account includes grant disbursements that were expensed under previous practice; the

advances are reversed and transferred to prepayment account. They are charged to grant expense account upon receipt of grantee financial report and indication of execution of the activities for which the grant advances were intended.

2. The capital and Revenue grants have been transferred to accumulated surplus. 3. Accumulated surplus is increased by the amount of grant disbursement reversed as noted in Note 1

above.



2(b). RECONCILIATION OF EQUITY AT 31 DECEMBER 2006

NotePrevious

GAAP

Effect of Adoption of

IFRSRestated amount

Tshs’000 Tshs’000 Tshs’000

Non current assets

Equipment 73,965 - 73,965

Current assets

Staff advances 22,777 - 22,777

Prepayments 1 1,752,253 425,448 2,177,701

Bank and cash balances 252,710 - 252,710

2,027,740 425,448 2,453,188

TOTAL ASSETS 2,101,705 425,448 2,527,153


Reserves

Capital grants 2 78,546 (78,546) -

Revenue grant 2 9,180 (9,180) -

Accumulated surplus 3 1,906,026 513,174 2,419,200

1,993,752 425,448 2,419,200

Current liabilities

Payables 107,953 - 107,953

TOTAL RESERVES AND LIABILITIES 2,101,705 425,448 2,527,153

Notes to the reconciliation of equity at 31 December 20061. Prepayment account includes grant disbursements that were expensed under previous practice; the

advances are reversed and transferred to prepayment account. They are charged to grant expense account upon receipt of grantee financial report and indication of execution of the activities for which the grant advances were intended.

2. The capital and Revenue grants have been transferred to accumulated surplus. 3. Accumulated surplus is reduced by the amount of grant reversed as in noted in note 1 above.



3. RECONCILIATION OF SURPLUS/DEFICIT FOR 2006

NotePrevious

GAAP

Effect of adoption of

IFRSRestated amount

Tshs’000 Tshs’000 Tshs’000

Income

Accountable grants 1 6,911,798 - 6,911,798

Other income 5,529 - 5,529

Total income 6,917,327 - 6,917,327

Expenditure

Grants disbursements 2 4,180,135 (145,420) 4,034,715

Other grants expenses 1,157,310 - 1,157,310

Central administration expenses 866,937 - 866,937

Total expenditure 6,204,382 (145,420) 6,058,962

Surplus of income over expenditure 3 712,945 (145,420) 858,365

Notes to the reconciliation of equity at 31 December 2006

1. There are no changes in the accountable grant account. This is attributed to the timely receipt of grant pledges; thus it leaves no receivable grant at the year end.

2. Grant disbursements that are not yet accounted for are recognized as prepayment and classified under debtors.

3. Surplus of income over expenditure is thus reduced by the amount of grant amount adjusted in Note 2 above.



2007 2006 Tshs’000 Tshs’000

Restated4 ACCOUNTABLE GRANTS

Accountable grants - DFID - 2,931,803 Accountable grants - SDC 880,754 1,120,222

Accountable grants - Ireland Aid 1,348,962 920,114

Accountable grants - Royal Netherlands Embassy 2,463,500 251,400

Accountable grants - Royal Norwegian Embassy 317,960 316,005

Accountable grants - DANIDA - 1,095,543

Accountable grants - SIDA - 276,711

Accountable grants - CIDA 1,042,451 -

Return of Accountable Grants

Accountable grants - DANIDA (6,951) - 6,046,676 6,911,798

5 GRANTS ExPENSED

Small rolling grants 544,120 1,037,051

Medium grants 2,209,137 1,887,939

Strategic grants 945,496 1,109,7253,698,753 4,034,715

6 OTHER GRANTS ExPENSES

Salaries: Programmes and grants staff 229,640 194,576

Publishing and printing 155,995 128,156

Training and capacity building 406,640 375,544

Regional outreach and networking 154,050 92,791

Public policy dialogue and monitoring 90,490 140,189

Selection committee - remuneration and expenses 40,871 64,773

Audit fees for grants 233,077 2,738

National facilitators’ costs and annual forums 217,372 100,807

Other grants expenses 284,330 60,474 1,812,465 1,160,048

7 CENTRAL ADMINISTRATION ExPENSES

Board meeting expenses 29,009 23,961

Payroll and related costs 336,072 282,047

Audit fees for company 20,679 10,093

Rent 55,581 48,538

Depreciation 36,715 39,022

Loss on exchange 119,628 35,572

Other administration costs 564,525 424,9661,162,209 864,199


NOTES TO FINANCIAL STATEMENTSFOR THE YEAR ENDED 31 DECEMBER 2007 (CONTINUED)

8. EQUIPMENT

Furniture and Fittings

Motor Vehicles

Computers Office

Equipment

Capital Works in Progress

Total

Tshs’000 Tshs’000 Tshs’000 Tshs’000 Tshs’000 Tshs’000

COST

As at 1 January 2006 35,011 66,906 87,300 34,419 - 223,636

Additions - - 22,298 5,391 - 27,689

As at 31 December 2006 35,011 66,906

109,598 39,810 - 251,325

As at 1 January 2007 35,011 66,906 109,598 39,810 - 251,325

Additions 7,533 - 38,817 927 136,602 183,880

As at 31 December 2007 42,544 66,906 148,415 40,737 136,602 435,204

DEPRECIATION

As at 1 January 2006 11,405 39,817 75,313 11,803 - 138,338

Charge for the year 4,376 13,545 16,619 4,482 - 39,022

As at 31 December 2006

15,781 53,362 91,932 16,285 - 177,360

As at 1 January 2007 15,781 53,362 91,932 16,285 - 177,360

Charge for the year 4,528 13,544 13,425 5,034 - 36,716

As at 31 December 2007 20,309 66,906 105,357 21,319 - 214,075

NET BOOK VALUE

As at 31 December 2007 22,050 - 43,058 19,418 136,602 221,129

As at 31 December 2006 19,230 13,544 17,666 23,525 23,525 73,965

9 PREPAYMENTS 2007 2006

Tshs’000 Tshs’000

Restated

Grants disbursement-Strategic Grants 388,020 607,613

Grant disbursement - Medium Grants 482,451 1,234,247

Grant disbursement - Rolling Small Grants 226,011 319,525

Grant disbursement – Registration Grants 44,975 11,890

Other prepayments 12,483 4,426 1,153,940 2,177,701


10 PAYABLES 2007 2006


Restated

Accrued expenses 180,242 10,980

Sundry creditors 33,489 24,829

Leave pay provision 30,409 27,786

Provision for gratuity 30,019 44,358 274,159 107,953

11 DONOR COMMITMENTSAt 31 December 2007, the Company had outstanding donor commitment valued at Tshs 24,450,391,560 (2006: Tshs 21,006,396,533).

The commitments are as follows:2007 2006


Department for International Development (DFID) 9,056,720 -

Swiss Agency for Development and Co-operation (SDC) 783,754 1,746,886

Ireland Aid 3,313,627 4,697,274

Embassy of the Kingdom of the Netherlands 6,792,540 10,093,120

Norwegian Embassy 1,718,809 330,938

Canadian International Development Agency (CIDA) 2,784,942 4,138,179 24,450,392 21,006,397

12 COMMITMENTS TO GRANTEESAt 31 December 2007, the company had commitment of approved and contracted grants disbursement amounting to Tshs 5,782,810,000 (2006: Tshs 5,936,382,000).The commitments are as follows:Grant Category 2007 2006


Strategic grants 2,928,290 3,653,891

Medium grants 2,818,050 2,064,334

Rolling small grants 36,470 218,157 5,782,810 5,936,382

13 CURRENCY RISKThe company wholly operates in Tanzania and its assets and liabilities are reported in the Tanzania shilling which is the reporting currency. Grants are received in foreign currency and converted into Tanzanian shillings on transaction date.

14 REPORTING CURRENCYThe financial statements are prepared in Tanzania shilling (Tshs’000).

15 INCORPORATIONThe Company is incorporated in Tanzania under the Companies Ordinance (CAP 212) which has been replaced by Companies Act 2002, as a company limited by guarantee. The liability of members is limited to the maximum of TZS 100,000 each. The Company has no share capital.


Appendix I - ORGANIZATIONS FUNDED IN THE YEAR 2007

No Name Of The Organization Project Description Project Area Amount Granted

Advocacy TSHS

1 Tanzania Chamber of Commerce, Industry and Agriculture, Dodoma Region, P.O. Box 693, Dodoma

Capacity Building to TCCIA Leaders and Formation of District Commercial Councils

Dodoma 30,979,680

2 See Development Organization, P.O. Box 1186, Dodoma

Sensitization on Cassava Planting - Hombolo

Dodoma 4,973,200

3 People’s Voice for Development Sensitization of community on water resources management

Dsm 35,000,000

4 Developers of Sustainable Community Based Activities (DESCOBA), P.O. Box 104606, Dar es Salaam

Entrepreneurship Skills to Women and youth.

Dsm 34,832,750

5 Water & Environmental (Sanitation) Projects Maintenance Organization (WEPMO)

Capacity strengthening of water users networks on management of water projects.

Dsm 33,766,800

6 Pugu Poverty Alleviation and Development Agency, P.O. Box 17079, Dar es Salaam

Educating Stakeholders on the National Water Policy (2002).

Dsm 24,845,000

7 Tanzania Marginalized Areas Community Services Foundation, P.O. Box 79802, Dar es Salaam

Sensitization on Management of Bee-keeping Schemes

Dsm 24,821,000

8 Movement of Men Against AIDS In Tanzania

Awareness of organization members on organizational development, lobbying and advocacy

Dsm 5,000,000

9 Tanzania Action for Development, P.O. Box 19962, Dar es Salaam

Educating Women and youth on Entrepreneurship.

Dsm 5,000,000

10 youth Empowerment Tanzania Combating violence against children

Dsm 4,978,500.00

11 Changanyikeni Initiative, P.O. Box 35025, Dar es Salaam

Sensitization on Environmental Resources Care and Management.

Dsm 4,956,200

12 Tandale Market Grain Sellers Association, P.O. Box 67548, Dar es Salaam

Improving Welfare of Small Scale Business People.

Dsm 4,922,870

13 Lwika Women Development Group

Building Managerial and organizational capacity of the organization Leaders.

Dsm 3,006,500



14 Tanzania Association of Non-Governmental Organizations (TANGO)

CSO capacity enhancement for effective poverty monitoring and local government reforms

Dsm/National 300,000,000

15 Tanzania Chamber of Commerce, Industry and Agriculture, Njombe District, P.O. Box 601, Njombe

Capacity Building to Farmers and Entrepreneurs on the Property and Business Formalization Programme

Iringa 34,304,010

16 Mufindi Non-Governmental Organization Network

Capacity Building to Civil Society Organizations within Mufindi district

Iringa 5,000,000.00

17 Kikundi cha Upendo Mavanga, P.O. Box 54, Njombe

Educating the Community on the Importance of Girl Child Education.

Iringa 4,999,900

18 Union of Liwale District Non-Governmental Organization

Capacity Building to member organisations of Liwale Civil Society network

Lindi 5,000,000.00

19 Lubana Corridor Environmental Development Strategy, P.O. Box 188, Bunda

Capacity Building on Environmental Issues to Village Environmental Networks

Mara 34,613,100

20 Small Enterprises Foundation To enhance the growth of social capital as a prerequisite for poverty alleviation.

Mbeya 80,509,190

21 Mbeya Older Persons Care, P.O. Box 559, Mbeya

Establishment of Councils for the Elderly.

Mbeya 4,999,400

22 Kikundi cha Ushirika cha Heri Ifakara, P.O. Box 624, Ifakara

Capacity Building to School Committees on Secondary Education Development Program’s (SEDP) Funds Management.

Morogoro 4,999,850

23 Greenbelt Schools Trust Fund, P.O. Box 1287, Morogoro

Education on Soil and Environmental Conservation.

Morogoro 4,999,600

24 Chema Arts Promotion, P.O. Box 1830, Morogoro

Planning and Implementation of Development Projects.

Morogoro 4,999,200

25 The Southern Zone Confederation for the Conservation of Marine Environment

To strengthen the capacity of marine conservation networks

Mtwara 4,993,800.00

26 Union of Tanzania Press Club, P.O. Box 314, Mwanza

Awareness Raising to the Public on the Importance of Information and Communication Technology.

Mwanza 4,775,000

27 Pemba Investment & youth Development Organization, P.O. Box 343, Pemba

Sensitizing the youth on Entrepreneurship.

Pemba 5,000,000



28 The Pemba Association for Civil Society Organization

Capacity Building to member organisations of Pemba Civil Society network.

Pemba 4,998,000.00

29 Jumuiya ya Wasioona Zanzibar (ZANAB) - Tawi la Pemba

HIV/AIDS training to blind people in Pemba.

Pemba 4,956,400.00

30 Shirikisho la Mabaraza ya Mikopo Kibaha, P.O. Box 30156, Kibaha

Sensitizing Women on Land Rights and Poverty Reduction.

Pwani 4,978,600

31 Nyakitasi Foundation Trust, P.O. Box 9, Ikwiriri, Rufiji

Educating Co-operative Members on Product Pricing.

Pwani 4,975,300

32 Songea Network of Non-Governmental Organizations, P.O. Box 88, Songea

Capacity Building to Civil Societies

Ruvuma 34,999,900

33 Kahama Civil Society Organization Forum, P.O. Box 1061, Shinyanga

Empowering Small Scale Farmers.

Shinyanga 4,904,500

34 Singida Region Non-Governmental Organisation Network

Formation and support to district networks

Singida 5,000,000

35 Chama cha Viziwi Tanzania, Tawi la Tabora, P.O. Box 507, Tabora

Sign Language training to Deaf and Non-Deaf members of the community

Tabora 29,338,400

36 Chama cha Walemavu wa Viungo Tanzania - Nzega Branch

Mobilizing and sensitizing the community on the rights of disabled

Tabora 5,000,000.00

37 TCCIA - Muheza Entrepreneurship skills to local orange farmers / small scale orange business groups

Tanga 5,000,000.00

38 Tanga Civil Societies Coalition To improve provision and acquisition of socio economic services through civil societies

Tanga 4,821,240.00

39 White Star Society Capacity Building to Members of White Star Society Board and Executive Committee

Unguja 5,000,000.00

40 Zanzibar Environmental Conservation and Social Affairs Centre (ZECOSAC)

Capacity Building to members of ZECOSAC Executive committee

Unguja 4,997,300.00

41 Chumbuni Ward Development Social Health Development, P.O. Box 4196, Zanzibar

Network Strengthening in Chumbwe.

Unguja 4,990,084

42 Zanzibar Solar Energy Association, P.O. Box 1957, Zanzibar

Capacity Building to the Executive Committee of Zanzibar Solar Energy.

Unguja 4,557,800



43 Zanzibar youth Vision Centre Capacity building to ZyVC executives and other members.

Unguja 3,750,050

44 Zanzibar Association of Information Against Drug Abuse and Alcohol (ZAIADA)

Empowering peer educators to play an active role in educating youths on HIV/AIDS and effects of drug abuse

Unguja 34,999,000

45 Mtandao wa Wasanii Morogoro, P.O. Box 5272, Morogoro

Awareness Raising of Women and Children’s Rights at the Community Level

Morogoro 33,258,664

46 Tanzania Network of Women Living with HIV/AIDS, P.O. Box 77704, Dar es Salaam

Building the Capacity of Women on their rights

Dsm 18,798,850

47 Women Skills Initiative Centre, P.O. Box 1622, Dar es Salaam

Building Capacity to Women on their rights

Dsm 34,857,400

48 Zanzibar National Association of the Blind, P.O. Box 3441, Zanzibar

Capacity Building to the Blind in the Islands of Unguja and Pemba

Unguja 30,016,250

Governance

1 Osotwa Mt. Meru Community - Based Conservation Organization

Awareness through women and youth groups on proper utilization of organic waste so as to eradicate rural poverty.

Arusha 34,900,000

2 Women Wake-up, P.O. Box 128, Dodoma

Legal and Human Rights of Women and Children

Dodoma 104,938,250

3 Ushirika wa Wauza Mboga na Matunda Kibaigwa Sokoni Ltd. (UMMAKISO)

To equip members of UMMAKISO with knowledge on good governance and financial management strategies

Dodoma 19,000,000

4 Lawyers’ Environment Action Team (LEAT)

Citizens Awareness and Enforcement of Environment, Constitutional and Legal Rights in Tanzania


5 Southern Africa Extension Unit (SAEU)

Empowering the community with knowledge and skills to fight against corruption.

Dsm 35,000,000

6 Movement of Povery Eradication, P.O. Box 80181, Dar es Salaam

Capacity Building of the Health Committees, Health Governing Boards and Popularizing Health Policy

Dsm 34,869,627

7 Tanzania youth Team for Campaign Against AIDS, P.O. Box 77483, Dar es Salaam

Public Expenditure Tracking in the Health Sector

Dsm 34,788,960



8 Tupendane Women Group Awareness in nine wards of Kinondoni Municipality on entrepreneurship and roles of women in the health governance system

Dsm 34,696,927

9 Dar es Salaam Public Health Delivery System Boards Association, P.O. Box 75053 Dar es Salaam

Leadership Skills to Public Health Boards

Dsm 34,203,000

10 Mwananyamala Women Development Group, P.O. Box 5008, Dar es Salaam

Capacity Building and Public Budget Expenditure Tracking

Dsm 33,222,000

11 Community Life Improvement Foundation, P.O. Box 95072, Dar es Salaam

Good Governance Training to Village Leaders, Extension Officers and Community Based Organizations.

Dsm 32,697,500

12 Muungano Development Association

To promote civic engagement at the village and ward levels.

Dsm 18,993,000

13 Community Development Planning and Project Initiatives

Awareness on good governance and human rights to the citizens

Dsm 5,000,000

14 Community Health Care Services in Van, P.O. Box 5918, Dar es Salaam

Campaign against Corruption.

Dsm 4,995,540

15 Capacity Building and Network Associates, P.O. Box 4068, Dar es Salaam

Civic Engagement as a Tool for Creating Knowledge and Information Sharing Network.

Dsm 4,971,334

16 Umoja wa Maendeleo ya Vijana Mwananyamala, P.O. Box 12831, Dar es Salaam

Leadership and Good Governance.

Dsm 4,928,500

17 Iringa Civil Society Organizations (ICISO)

To empower citizens in knowing their rights so as to have access to quality services from relevant government authorities.

Iringa 95,387,116

18 Rural Advancement Development Association, P.O. Box 208, Njombe

Educating Citizens on Tracking of Local Government Budget

Iringa 30,670,050

19 CHAVITA - Iringa Capacity building on Good Governance and Leadership among CHAVITA Leaders.

Iringa 21,815,400

20 The Community Support and Development Network

Dissemination of National Land Policies and land Laws

Iringa 5,000,000

21 Kagera Women Empowerment Facility

Introducing paralegal services in Bukoba and Missenyi districts

Kagera 4,995,000



22 Ndela Kituo cha Maendeleo ya Vijana, P.O. Box 1360, Kigoma

Sensitizing the Society on Environmental Conservation.

Kigoma 34,999,400

23 Hai Maendeleo Kata (Hai Ward Development Fund)

Capacity building to HAMAKA ward executive committees on good governance.

Kilimanjaro 5,000,000

24 Kilimanjaro Wizard Arts Group,P.O. Box 10105 Moshi

Eradication of Corruption in the Society.


25 Kiteto Paralegal Centre To provide training on Legal and Human Rights in Kiteto district

Manyara 5,000,000.00

26 Shangwe Counseling Centre Capacity building to women on good governance to increase their participation in decision-making processes.

Mbeya 34,947,047

27 Mbeya Paralegal Unit, P.O. Box 1761 Mbeya

Provision of Legal Assistance and Education to Women.

Mbeya 4,991,250

28 Mapinduzi Culture Group, P.O. Box 5189, Morogoro

Educating Civil Society on Good Governance, Human Rights, and Capacity Building

Morogoro 33,158,500

29 St. Maria Magdalene Ifakara Women Group, P.O. Box 624, Ifakara

Building the Capacity of Village and Ward Leaders on Good Governance

Morogoro 16,102,500

30 Chama cha Walemavu Tanzania - Tawi la Morogoro

To educate and mobilize the public and people with disabilities on their rights

Morogoro 5,000,000

31 Tanzania League for the Blind - Ulanga District

Leadership and Good Governance to blind people

Morogoro 5,000,000

32 Juhudi Arts Focus Centre, P.O. Box 5040, Morogoro

Educating Local Government Leaders on Leadership Ethics.

Morogoro 4,999,750

33 Union of Non Governmental Organisation Kilosa

Training of Kilosa based NGOs to effectively track public funds.

Morogoro 4,984,875

34 Chama cha Viziwi Tanzania, Mkoa wa Mwanza, P.O. Box 6085, Mwanza

Sensitization on Good Governance.

Mwanza 5,000,000

35 The Poultry Framers Development Organisation, P.O. Box 373, Chake Chake, Pemba

Building Capacity to Ward Councilors’ Committees on Good Governance

Pemba 21,028,200

36 Zanzibar Poverty Alleviation Trust Fund Organization (ZAPATO)

Capacity building to Members of ZAPATO leadership team

Pemba 4,995,000



37 Ushirikiano wa Vijana Mwandege, P.O. Box 10, Mkuranga

Capacity Building to youth and Ward Development Committees

Pwani 31,486,650

38 Kidimu One Arts Group, P.O. Box 30112, Kibaha

Training Citizens on Good Governance and Democracy.

Pwani 4,989,162

39 Ruka Motors Training Network youths awareness on rights to participate in development processes in Sumbawanga

Rukwa 5,000,000

40 Kahama Women Economic Activities Organization, P.O. Box 649, Kahama

Educating the Society on Gender Balance and Good Governance

Shinyanga 32,390,670

41 Chama cha Viziwi Tanzania, Tawi la Mkoa wa Shinyanga, P.O. Box 36, Shinyanga

Leadership and Good Governance.

Shinyanga 5,000,000

42 Chama cha Maalbino Tanzania - Tawi la Shinyanga

Leadership and Good Governance

Shinyanga 5,000,000

43 Tanzania Disabled Persons Movement

Training on good governance accountability and transparency to the community.

Shinyanga 4,999,000

44 Tanzania Economic Revival and Environmental Protection Association

Building capacity of the community to track expenditures of Public funds in education sector

Shinyanga 4,982,600

45 Tabora Advocacy Centre for Development

Good Governance at ward and village levels

Tabora 4,995,000

46 Women and Children Legal Aid Trust, P.O. Box 406, Tanga

Legal Rights Education for Women of Tanga District.

Tanga 69,710,160

47 The Registered Trustees of Share and Care Foundation

Training the community on development report analysis and interpretation

Tanga 32,589,400

48 Angeninge Theatre Group, P. O. Box 89, Pangani

Educating the Society on their legal rights when confronted by Police and in the court.

Tanga 11,090,360

49 Association for Community Empowerment and Development, P.O. Box 5536, Tanga

Formation and Strengthening of Ward and Villages Child Labour Intervention Committees and Ward Children Council.

Tanga 5,000,000

50 Tanzania Livelihood Skills Development And Advocacy Foundation

Advocating and addressing rights of the vulnerable.

Tanga 5,000,000

51 Tanga youth Development Association - Lushoto

Capacity building to village and ward executive officers on participatory development planning

Tanga 4,968,420



Policy

1 Kamamma Intergrated Development Initiatives, P.O. Box 2371, Arusha

Education Policy Advocacy, MKUKUTA, Good Governance & Leadership Accountability in Arumeru District

Arusha 93,513,000

2 Monduli Women Action Trend Sensitization on the Women and Gender Development Policy

Arusha 5,000,000

3 Mtandao wa Wanamazingira Mkoa wa Dododma (DONet)

Formation and capacity strengthening of village/ward environmental committees and networks

Dodoma 284,992,136

4 Coalition of Teachers Resource Centre, P.O. Box 79865, Dar es Salaam

Sensitization on The Importance of Teachers’ Resource Centres.

Dsm 45,845,751

5 Guluka Kwalala youth Environment Group, P.O. Box 6500, Dar es Salaam

Sensitization on the National Environment Policy (1997)

Dsm 34,989,500

6 Centre for Widows and Children Assistance, P.O. Box 60202, Dar es Salaam

Training for Women’s Land Rights and other Laws at Community Level

Dsm 34,222,250

7 Tanzania Journalists Association, P.O. Box 7447, Dar es Salaam

Revision of the Freedom of Press Draft

Dsm 28,264,500

8 CHAVITA – Dsm Building capacity of Local Government leaders to recognize deaf participation in policy analysis

Dsm 22,817,200

9 Ubungo Development Initiative Enhancing access to development information to residents of Ubungo districts and its vicinities

Dsm 4,993,800

10 Tegemeo Arts Group Tanzania Imparting youth with civic education so as to enhance their participation in decision making process

Dsm 4,932,000

11 Kiungi Women Development Educating general public on women rights at local and national level

Dsm 4,810,350

12 Foundation for Promoting Peoples Awarness and Development

Awareness on small business policy of 2003, and to address the issue of accountability to leaders at different levels.

Dsm 4,670,009

13 Tanzania Education Network (TEN/MET)

Advocacy for Quality Education for All (Strategic Plan 2007-2010)




14 Periphery Areas Development Association, P.O. Box 158, Njombe

Women and Widows Empowerment on Rights to Own Land and Property Inherintance.

Iringa 34,995,000

15 Mama hope Organization for Legal Assistance

Protection of rights of women in Land properties and ownership

Kagera 5,000,000

16 Kigoma Disabled Survival Group

Awareness on the National Policy on Disability (2004) to disabled people and government executives of 3 in Kigoma

Kigoma 34,974,900

17 Kigoma Vijana Development Association, P.O. Box 91, Kigoma

Educating the youth on the youth Development Policy and the National Development Strategy Programme

Kigoma 34,666,400

18 Baraza la Kuratibu na Kukuza Maendeleo na Mahusiano ya Jamii Kijinsia, P.O. Box 287, Kigoma

Popularization of Land Policy

Kigoma 33,470,580

19 National youth Information Centre, P.O. Box 1340, Kigoma

Sensitization about the National Policy for youth Development.

Kigoma 5,000,000

20 Same Non-Governmental Organization (SANGO) Network, P.O. Box 108, Same

Incorporating Citizens in the Implementation of National Strategy for Development Programme


21 Community Development Torch Tanzania

Training on land & livestock policy to farmers & pastoralists at bashnet ward in manyara region

Manyara 4,994,600

22 Pendo Orphans and Widows Association

Awareness to local leaders, orphans caretakers and older people on children policy and rights t

Mbeya 4,799,500

23 Morogoro Women Focussed Afforestation Project, P.O. Box 5431, Morogoro

Sensitizing the Community on Conservation of Uluguru Mountains.

Morogoro 31,285,800

24 Umoja wa Wazee Morogoro, P.O. Box 5414, Morogoro

Training of the Elderly People at the Community Level on Family Laws especially the Inheritance Law

Morogoro 24,469,000

25 Boma One Group, P.O. Box 6476, Morogoro

Women Rights in land laws Morogoro 10,277,000

26 Kilombero Group for Community Development, P.O. Box 624, Ifakara

Educating the youth on the National Policy of youth Development.

Morogoro 5,000,000



27 Kilombero Valley Environment and Development Organization, P.O. Box 332, Ifakara

Sensitization on the National Environment Policy.

Morogoro 4,999,900

28 Kikundi cha Kuhifadhi Mazingira-Nyanguge

Community awareness on land, water and environmental policies.

Mwanza 5,000,000

29 Mila Co-Op. Society Awareness to youth on youth Policy so as to enable them to know their rights and responsibilities in development

Pemba 5,000,000

30 Islamic Social Services Organization

To create awareness on the Zanzibar Education Policy (2006)

Pemba 4,333,650

31 Songea Older Person’s Forum, P.O. Box 1144, Songea

Educating the Public on the National Ageing Policy (2003).

Ruvuma 34,428,850

32 Tanzania Media and youth Development Association, P.O. Box 384, Songea

Raising Awareness of youth on the National Policy for youth Development

Ruvuma 28,381,800

33 youth Empowerment Tanzania Capacity building on MKUKUTA and the MDGs

Ruvuma 5,000,000

34 Paralegal Aid Centre Shinyanga, P.O. Box 2019, Shinyanga

Sensitization on the Land Act and the National Land Policy.


35 Bukombe Non-Governmental Organization Network

Dialogue on achievement, problem, weakness and challenge in implementation of MKUKUTA in their District

Shinyanga 4,999,995

36 East Africa Communities Organization for Management of Lake Victoria Tanzania, P.O. Box 278, Shinyanga.

Training on The National Environment and Forestry Policies.

Shinyanga 4,774,730

37 Chama cha Walemavu Tanzania, Tawi la Tabora, P.O. Box 1091, Tabora

Sensitization on the National Policy on Disability

Tabora 6,304,950

38 Old Nguvumali Women Centre Capacity Building to Ward executive Officers ( WEOs) in 5 wards of Tanga Municipality

Tanga 5,000,000

39 Chumbageni Asili Tanga Awareness on protection of the beach and slope areas from environmental destruction.

Tanga 4,994,200

40 Communication and Transport Workers’ Union of Zanzibar

Capacity Building to trade union workers on labour regulations

Unguja 5,000,000



41 Kamati ya Maendeleo Shehia ya Kilimani Kaskazini ‘A’ Unguja, c/o P.O. Box 573, Zanzibar

Educating Members of Kilimani Ward on Environmental Conservation.

Unguja 4,992,100

42 Jumuiya ya Kuwaendeleza Wakulima, Wafugaji na Wavuvi Zanzibar, P.O. Box 149, Zanzibar

Educating Farmers and Fishermen in Zanzibar on the Agricultural and Livestock Policy.

Unguja 4,999,700

Safety Nets

1 Evangelical Lutheran Church in Tanzania, P.O. Box 3033, Arusha

Abstinence and be Faithful Project

Arusha 34,779,160

2 youth Against Drugs Tanzania Awareness on effects of drugs and alcohol use among teenagers specifically secondary school students

Arusha 4,990,700

3 Simba Masai Group, P.O. Box 190, Karatu

Eradication of Outdated Traditional Norms and Customs.

Arusha 4,983,129

4 CHAVITA - Dodoma Sign language amongst deaf people in Dodoma for easy communication

Dodoma 3,500,000

5 Women Development and Child Health,P.O. Box 2110, Dodoma

Training on Entrepreneurship to People Living with HIV/AIDS.

Dodoma 4,997,000

6 Chama cha Wasioona Wilaya ya Kondoa

Network Strengthening of Tanzania League of the blind - Kondoa branch.

Dodoma 4,525,000

7 Chimaba Sanaa Group, P.O. Box 3123, Dar es Salaam

Life Skills Education to the youth

Dsm 34,910,000

8 Tanzania young Positive Ambassadors Living with HIV/AIDS Organization (TAyOPALIHO)

Sensitizing secondary school students on voluntary testing of HIV

Dsm 34,897,000

9 youth Serve Tanzania Trust, P.O. Box 7593, Dar es Salaam

youth Entrepreneurship Project

Dsm 34,242,188

10 Family Life Action Trust, P.O. Box 34056, Dar es Salaam

Entrepreneurship, Business Management and Life Skills Training Program

Dsm 32,194,000

11 Chang’ombe youth Theatre, P.O. Box 45043, Dar es Salaam

youth Empowered Staying Safe

Dsm 28,846,700

12 Dhahabu Arts Group, P.O. Box 12129, Dar es Salaam

Educating the youth on the Effects of Drug Abuse

Dsm 13,467,972

13 Jumuiya ya Watengenezaji Wa Vikoi Na Nguo Zanzibar

Prevention of new infections of HIV/AIDS amongst youth aged 10 – 24 in 6 Sheia of Kusini Unguja district.

Dsm 5,000,000



14 Live (Livelihood Initiative Support)

Reducing high risk of infection with HIV Virus to Maasai youth specifically who are working in DSM as night watchmen.

Dsm 5,000,000

15 Tanzania Development and Environment Friends Association youth, P.O. Box 23008, Dar es Salaam

Fight Against Drug Abuse. Dsm 4,999,800

16 National Life Development Association, P.O. Box 129, Dar es Salaam

Training on Consenquences of Drug Abuse.

Dsm 4,997,350

17 Chama Cha Juhudi Kijitonyama Awareness to women and girls on millennium development goals which focus on girl child education and maternal health

Dsm 4,989,500

18 Bokolani Upendo Group (BUG) Sensitization of the community on the need to support OVCs.

Dsm 4,986,846

19 Tanzania Women For Self Initiatives

Awareness on rights and accessibility of social services to Ward Development Committees, widows and women living in difficult conditions

Dsm 4,984,636

20 Tanzania National Network People With AIDS

Advocacy campaign to village leaders on the rights of girls to education and health.

Dsm 4,976,000

21 Mamas Concern Trust Sensitizing the community on eradication of drug abuse

Dsm 4,970,480

22 youth Networking and Development Association

Prevention of HIV/AIDS infections among youth

Dsm 4,954,918

23 Tanzania Health Care and Career Awareness Program

Capacity building to ward health committees and ward health governing bodies on prevention of mother to child transmission of HIV/AIDS (PMTCT)

Dsm 4,922,870

24 Activities in Community Development and AIDS Concern

Life skills for youths in Secondary Schools

Dsm 4,899,000

25 Kigamboni Peer Educators Network, P.O. Box 45998, Dar es Salaam

Entrepreneurial Skills to Kigamboni youth Groups.

Dsm 4,867,915

26 Women Legal Aid Centre Advocating for Recognition of Women and Children Human Rights in Tanzania




27 Mazombe Mahenge Development Association, P.O. Box 776, Iringa

Improving community understanding of conflicts resolution and HIV/AIDS

Iringa 34,256,800

28 Makete Support for People Living with HIV/AIDS, P.O. Box 73, Makete

Educating PLHA on Preparation of Nutritious Food

Iringa 26,469,600

29 Shirika la Walemavu, P.O. Box 327, Njombe

HIV/AIDS Education to the Disabled in Wanging’ombe and Imalinyi Wards.

Iringa 21,129,400

30 Jitegemee Women Group, P.O. Box 250, Njombe

Educating the youth in Kifanya Ward on Prevention of HIV/AIDS

Iringa 15,000,000

31 Chama cha Kupambana na UKIMWI, P.O. Box 243, Njombe, Iringa

Educating the youth on Prevention of HIV/AIDS.

Iringa 5,000,000

32 Union of Orphans Njombe, S.L.P. 201, Njombe

Prevention of HIV and STD Infections In Igosi and Imalinyi Wards.

Iringa 5,000,000

33 Mlangali Development Association, P.O. Box 312, Njombe

Educating the youth on Reproductive Health and Prevention of HIV/AIDS.

Iringa 4,996,550

34 Saidia Wazee Karagwe Psychosocial support to orphans and vulnerable children

Kagera 52,760,000

35 Matumaini Women and Care of Children

Mobilizing community development committees at village and ward levels to actively engage in supporting orphans and vulnerable children

Kigoma 34,994,400

36 Alliance for AIDS Control Creating awareness and provision of legal assistance so as to reduce incidences of sexual and gender based violence in Kibondo district

Kigoma 34,976,800

37 Kigoma Network Living With HIV/AIDS

Home based care trainings to women living with HIV/AIDS who in turn will be taking care of those already in bed.

Kigoma 5,000,000

38 White Orange youth, P.O. Box 6968, Moshi

Imparting youth out of School with HIV/AIDS Education and Life Skills


39 Sauti ya Akina Mama na Watoto Mbuyuni

Reducing HIV/AIDS related deaths and its effects, by involving infected people in the fight against HIV/AIDS,

Mbeya 4,999,700



40 Neema Resource Foundation, P.O. Box 5395, Morogoro

Training of the Community Home Based Care in Mvomero District

Morogoro 33,983,400

41 Kikundi cha Sanaa za Maonyesho Kilombero

Community sensitization on effects of child labour in Kilombero District.

Morogoro 4,999,990

42 Mtimbira Save Life AIDS Combat

Life skills to youth in Ulanga district to combat HIV/AIDS.

Morogoro 4,998,895

43 The Registered Trustees of Haki Afya Tanzania Trust

Reducing death rates of PLWHA in 25 wards of Morogoro Rural District.

Morogoro 4,998,400

44 Telecoms and Electoronics Technicians Association, P.O. Box 5269, Morogoro

Help Orphans from Grassroots - HOFG

Morogoro 4,987,900

45 Tawi la CHAVITA Mkoa wa Mtwara, P.O. Box 81, Mtwara

Educating the youth on HIV/AIDS and Sign Language.

Mtwara 5,000,000

46 Shirika la Kupambana na Ukimwi Mkoa wa Mtwara

HIV/AIDS awareness to community members and leaders in Mtwara district

Mtwara 4,927,130

47 JEMUUZA Eradication of Child Labour in Pemba

Pemba 4,998,400

48 Baraza Kuu la Waislamu wa Tanzania (BAKWATA), Wilaya ya Mkuranga, P.O. Box 42, Mkuranga

Capacity Building to Religious Leaders, Imams, Madras Teachers, and youth Groups.

Pwani 4,997,100

49 The African Benedictine Sisters of St. Agnes

Developing skills of women and youth development groups.

Rukwa 33,000,000

50 Post Test Society for PLWHA Prevention of new infections of HIV/AIDS amongst people living with HIV/AIDS

Rukwa 4,979,000

51 Ruvuma Orphans Association Promoting community participation supporting orphans and vulnerable children

Ruvuma 25,500,000

52 Nature Conservation and Sustainable Development Trust, P.O. Box 31932, Dar es Salaam.

Empowerment of Victims of Drug Abuse in Kinondoni District.

Ruvuma 4,776,650

53 Tanzania Scouts Association - Bariadi, P.O. Box 304 Bariadi

Reducing the rate of HIV Infections amongst the youth


54 Tanzania Association for Mentally Handicapped, Shinyanga Branch, P.O. Box 206, Shinyanga

Educating Parents of Disabled Children on the Basic Rights of the Disabled.

Shinyanga 4,999,800

55 Songwa Women, Gender and Development, P.O. Box 204, Shinyanga

Sensitization on HIV Prevention to Miners and Owners of Pubs and Hotels.

Shinyanga 4,999,500



56 Kahama Community Development Association

Sensitization of the community members to fight stigma

Shinyanga 4,998,375

57 Tanzania Association of Women Leaders in Agriculture and Environment (TAWLAE), Shinyanga Branch, P.O. Box 797, Shinyanga

Educating Community Members on Environmental Conservation.

Shinyanga 4,980,960

58 Mfuko wa Maendeleo ya Wilaya ya Iramba

To educate on prevention of HIV/AIDS

Singida 4,979,000

59 Jikomboe Integral Development Association, P.O. Box 21, Sikonge

Awareness on HIV/AIDS Stigma so as to Eradicate Stigma against PLWHA.

Tabora 34,996,800

60 Chama cha Maalbino Tanzania, Tabora Branch, P.O. Box 1967, Tabora

Sensitizing the Community on Health Issues relevant to Albinos.

Tabora 30,221,200

61 Chama cha Walemavu Tanzania

Community awareness on the human rights by focusing on the rights of disabled persons.

Tabora 5,000,000

62 Sikonge Organisation Network, P.O. Box 21, Sikonge

Advocacy and Awareness Creation on Risky Sexual Behaviour among young People in Sikonge District.

Tabora 4,999,980

63 Chama cha Utafiti wa Magonjwa Sugu na UKIMWI kwa Tiba Asilia.P.O. Box 1535, Tabora

HIV/AIDS Education to Traditional Healers.

Tabora 4,994,700

64 Mategemeo Group Mlalo, P.O. Box 27, Mlalo

Sensitization on the Rights of Orphans and HIV/AIDS.

Tanga 5,000,000

65 Service, Health and Development for People Living Positively with HIV/AIDS (SHDEPHA+) - Muheza, P.O. Box 318, Muheza

Training on Entrepreneurship to People Living with HIV/AIDS.

Tanga 5,000,000

66 Orphans and Vulnerable Children Care Centre

Building capacity of various committees in the communities to consider so that the OVC in planning

Tanga 5,000,000

67 Kikundi cha Maendeleo ya Jamii Handeni, P.O. Box 317, Handeni

Eradication of Outdated Traditional Norms and Customs.

Tanga 4,991,443

68 Chama cha Uzazi na Malezi Bora Tanzania

Prevention of HIV/AIDS, STIs, drug use and teenage pregnancies to youths in 5 Shehias of Urban West.

Unguja 4,853,500


Appendix II - MEMBERS AS AT 31ST DECEMBER 2007

Alais MorindatPresident

Amritlal Jivraj Shah Member

Salum Shamte Member

Rakesh Rajani Member

John UlangaSecretary to Members

Mary RusimbiMember

Prof. Samuel Mwita WangweMember


Appendix III - BOARD OF DIRECTORS AS AT 31ST DECEMBER 2007

Dr. Stigmata Tenga Board Chairperson

Prudence K. KaijageBoard Member

Thea MushiBoard Member

Heri BomaniBoard Member

John UlangaSecretary to the Board

Gertrude K. MugiziBoard Member

Eng. Herbert J. KashililahBoard Member


Appendix IV - SECRETARIAT AS AT 31ST DECEMBER 2007

Marilyn ElinewingaHead of Monitoring and Evaluation Unit

Robert MgeniProgram Office Monitoring

and Evaluation Unit

Onali SalemAdministration and Finance Manager

Thadeo LupembeSenior Accountant

Rose Maro Accountant

Evanerda Minja Administrative Secretary

Lola LemaHuman Resources Officer

Francis MligaAdmin Asst./Driver

Joseph MzingaPolicy and Development

Manager Manager

Neema YobuProgram Officer

Research and Documentation

Bernard Kindoli Program Officer Capacity Building

Omar Jecha Program Officer

Capacity Building

Deogratius Mlay Program Officer Research and Documentation

Marilyn ElinewingaActing Grants Manager

Walter LuandaProgram Officer Grants

Fridah MwakasyukaProgram Officer Grants

Philemon ChiputaProgram Officer Grants

Christabella LadilausProgram Officer Grants

Rose KyandoProgram Officer Grants

Rose KihulyaProgram Officer Grants

Redimna GinwasProgram Officer Grants

Sitta PeterPersonal Assistant to ED

Sunday MtegaIT and Database specialist

John UlangaExecutive Director

1�0 | Five Years of Building Capacity of Civil Society in Tanzania |

The Foundation for Civil SocietyHaidery Plaza, Fifth Floor, Upanga/Kisutu Street

P. O. Box 7192, Dar es Salaam, Tanzania Tel: +255 22 2138530/1/2

Fax: +255 22 2138533 Email: [email protected]

www.thefoundation-tz.org

Date post:	03-Feb-2022
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THE FOUNDATION FOR CIVIL SOCIETY

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