National Alliance Partnership Program - Tanzania Baseline Assessment Report

Transcription

1 National Alliance Partnership Program - Tanzania Baseline Assessment Report May 2014 Anne Naggayi, Country Director Tanzania This document was made possible by the support of the American people through the United States Agency for International Development (USAID). The contents are the sole responsibility of the Alliance to End Hunger and do not necessarily reflect the views of USAID or the United States Government.

2 Contents... 1 Executive Summary... 4 Recommendations : General Assessment The Republic of Tanzania The Political Landscape of Tanzania Administrative Divisions The Nutrition Situation in Tanzania Current Policy Framework and Strategy for Improving Food Security and Nutrition in Tanzania Civil Society Operating Environment in Tanzania : Tanzania Alliance Against Hunger and Malnutrition (TAAHM) Mission Statement The Goal of TAAHM Alliance Principles : TAAHM Baseline Assessment and Methods Organization Capacity Assessment Workshop Table 1: Summary of results of the self-assessment workshop Detailed Interview of the TAAHM Coordinator (Donati Senzia) TAAHM Coordinator Interview Results Table 2: Summary of the interview responses Interviews of Key Stakeholders Table 3: Summary of detailed interview with key stakeholders Survey of US alliance member organizations present in Tanzania : Feed the Future Indicators Main Findings Size and Diversity Cohesiveness Organizational Structure Objectives Stakeholders Relationship with the government National Alliance Partnership Program - Tanzania Baseline Assessment 2

3 5.7 Relationship with other civil society organizations Familiarity and interaction with Feed the Future; GAFSP; CAADP Assessment of US Alliance member organization collaboration with TAAHM Coordination Meeting with the Tanzania USAID mission Baseline and Targets Table 4: Baselines and Targets Results Framework Opportunities External Challenges Next Steps The Interim Taskforce Identified Key stakeholders of the Tanzania Alliance Against Hunger and Malnutrition Key Stakeholders Side Meeting Participants(detailed list and contact information in Annex 7) References Annexes Annex 1: List of TAAHM members Annex 2: Organizational Capacity Assessment Results and Actions to Achieve Target Annex 3: TAAHM Action Plan Annex 4: Proposed Organizational Structure of TAAHM Annex 5: Schedule of Activities for Anne Naggayi, Tanzania Country Director, Alliance to End Hunger63 National Alliance Partnership Program - Tanzania Baseline Assessment 3

4 Executive Summary The Tanzania Alliance Against Hunger and Malnutrition (TAAHM) is made up of 20 organizations with a common mission of advocating against hunger and malnutrition in Tanzania. The National Alliance Partnership Program Country Director for Tanzania carried out a baseline assessment of TAAHM from March 23 to April 17, The purpose of the mission was to establish the current organizational capacity of the Tanzania alliance, measure indicator baselines for the National Alliance Partnership Program (NAPP) and determine reasonable targets. Findings of the assessment reveal that the TAAHM is in a nascent stage without basic vital administrative and organizational systems. TAAHM lacks wide geographic representation, with membership from only 5 out of the 26 regions in Tanzania, and it lacks the diversity to integrate various talents to build a sound and firm civil society organization. The Alliance was only five months old at the time of the assessment. Additionally, members met for the first time during the assessment exercise, and had not yet worked together on any group project to test their cohesion. TAAHM has limited connections with similar local/regional organizations, and has no current contacts with the Government of Tanzania (GoT). There is high potential for TAAHM to supplement and contribute positively to the GoT and other Civil Society Organization (CSO) efforts in alleviating hunger and malnutrition, but it does not have the necessary organizational capacity. The operating environment for civil society in Tanzania is good and there is high political will within the GoT to eliminate hunger and malnutrition. Recommendations TAAHM is in the organizing phase, and there is no governing/administrative structure in place. Financial support is needed to hire a coordinator and establish the alliance s secretariat. The best option for TAAHM is to be hosted by an organization in Dar es Salaam, and hire a coordinator to establish systems for resource mobilization, communication/information sharing, and policy analysis and advocacy. Other essential staff like the finance manager and Human Resource manager should be shared with the host organization. The Agriculture Non State Actors Forum (ANSAF) a civil society organization based in Dar es Salaam has agreed to host the alliance. The TAAHM board should be elected after the stakeholders meeting in June to provide oversight of the TAAHM coordinator and activities. Capacity enhancement and technical support in areas of nutrition and malnutrition is required. There is urgent need for the TAAHM to establish contact and connections with key stakeholders. Currently, taskforce members are volunteers. A coordinator could speed up establishing the required networks. National Alliance Partnership Program - Tanzania Baseline Assessment 4

5 1.0: General Assessment The baseline assessment exercise for the Tanzania national alliance started on March 23 and ended on April 17, The National Alliance Partnership Program Country Director (CD) for Tanzania travelled to Tanzania to carry out the assessment. The goal was to establish a baseline and possible targets for the National Alliance Partnership Program (NAPP), a program funded by USAID under the Feed the Future Initiative. The US Alliance to End Hunger is partnering with the Tanzania Alliance Against Hunger Malnutrition (TAAHM) through the NAPP to help raise the Tanzanian alliance s organizational capacity, financial capacity, and to diversify its coalition/network, with particular emphasis on engaging farmers organizations. Additionally, the NAPP will attempt to increase the Tanzanian alliance s capacity for advocacy and policy analysis in the areas of agriculture, food security, and nutrition. Beyond these sector-specific goals, the US Alliance to End Hunger through NAPP will work with the TAAHM to create space for civil society to engage with the Tanzanian government at all levels in order to encourage responsiveness, transparency, and accountability in all human development activities. The baseline assessment aimed to determine the current effectiveness of the Tanzania Alliance Against Hunger and Malnutrition, including: 1. Cohesiveness 2. Organizational structure 3. Strategic objectives 4. Relationship with identified key stakeholders 5. Relationship with the Tanzanian government 6. Relationship with other Civil Society Organizations 7. Familiarity/interaction with Feed the Future and/or Global Agriculture Food Security Program (GAFSP) and/or Comprehensive Africa Agriculture Development (CAADP) 8. Extent to which US Alliance s membership contacts in Tanzania are currently involved in TAAHM During the baseline assessment exercise, the CD attempted to hold coordination meetings with the Tanzania USAID mission. National Alliance Partnership Program staff conducted a baseline assessment with the KAAHM for five Feed the Future indicators. 1.1 The Republic of Tanzania The republic of Tanzania is found in East Africa in the Great Lakes region. The head of state is President Jakaya Mrisho Kikwete, who was elected in The capital city is Dodoma, but Dar es Salaam is the principal commercial city and main port for the country. Dar es Salaam is also the main location of many government institutions of Tanzania. National Alliance Partnership Program - Tanzania Baseline Assessment 5

6 The economy is heavily based around agriculture, which accounts for more than 25% of gross domestic product (GDP), provides 85% of exports, and employs 80% of the workforce. Only 12.25% of the land is arable, and only 1.79% of that land is planted with permanent crops. Main crops are maize, cassava, rice, millet, sorghum, and coffee. 1.2 The Political Landscape of Tanzania The political system of Tanzania is a unitary presidential democratic republic. The president is both head of state and head of government. Executive power is exercised by both the president and the parliament. Furthermore, the judiciary is independent of the executive branch and legislature. From 1961 until the mid-1980s, Tanzania was a one-party state with a socialist model of economic development. In 1994, Tanzania adopted a multi-party system which has survived to this day but is dominated by the Chama Cha Mapinduzi political party. The Tanzanian president is elected by direct popular vote for a 5-year term. The president appoints a prime minister who serves as the government s leader in the national assembly. The president selects ministers from among National Assembly (Parliament) members. The constitution also empowers the president with the ability to nominate 10 non-elected members of parliament, who are also eligible to become cabinet members. 1.3 Administrative Divisions Tanzania is divided into 26 regions 21 on the mainland, 3 on Zanzibar, and 2 on Pemba. Ninety-nine districts have been created to further increase local authority. These districts are also now referred to as local government authorities. Currently there are 114 councils operating in 99 districts (22 are urban and 92 are rural). The 22 urban units are classified further as city (Dar es salaam and Mwanza), municipal (Arusha, Dodoma, Iringa, Kilimanjaro, Shinyanga, Tabora, and Tanga), and town councils. 1.4 The Nutrition Situation in Tanzania Despite improvements in many health indicators over the last decade, there has been poor progress in the improvement of the nutritional status of women and children in Tanzania. High levels of stunting in the country affect over 3 million children under the age of five and constitute a silent emergency 1. Chronic malnutrition represents the highest burden for Tanzania. Stunting currently affects 42% of children under the age of five only 2 percent lower than it was in Children in deprived households have significantly higher levels of stunting compared to children from households that are more affluent. Furthermore, there is a great variation in nutritional status, feeding, and caring practices for young children, and access to 1 Tanzania Demographic and Health Survey2010 National Alliance Partnership Program - Tanzania Baseline Assessment 6

7 nutrition services by region. Vitamin and mineral deficiencies cost Tanzania US$ 518 million in lost revenue each year, around 2.65% of the country s GDP 2. About two-thirds of the losses are in the agriculture sector where physical stature and body strength are critical to productivity. Children age under 5 years Women age years Stunting 1 42% Underweight 1 16% Low body mass index 11% Anaemia 2 59% Anemia 41% Iron deficiency 2 35% Iron deficiency 30% Vitamin A deficiency 2 33% Vitamin A deficiency 37% (Source: TDHS 2010; TDHS) 1.5 Current Policy Framework and Strategy for Improving Food Security and Nutrition in Tanzania The National Nutrition Strategy (NNS) ( ) and Implementation Plan (IP) With a budget of US$ 520 million, an IP was developed and endorsed by the Government of Tanzania (GoT) in The NNS highlights a multi-sectorial approach strategy on nutrition and defines an array of interventions that various sectors should provide. Presidential Call for Action in Nutrition On May 16th 2013, President Kikwete launched a Call to Action in Nutrition. The goal was to improve nutrition in order to reduce childhood stunting, underweight children, and maternal anemia. The event brought representatives from sector ministries, policy makers, development partners (DPs), international and national NGOs, the media, and the private sector. The president advised all stakeholders to increase awareness of nutrition in Tanzania as the foundation for national development. High level political commitment to nutrition was re- affirmed and momentum for Scaling up Nutrition (SUN) increased. In addition, the president tasked Regional Commissioners and District Commissioners to ensure that nutrition interventions were planned and budgeted for in district plans and that awareness on nutrition was enhanced. The National Agriculture Policy National Agriculture Policy aims at developing an efficient, competitive, and profitable agricultural sector. Its mission is to improve livelihoods and accomplish broad-based 2 World Bank United Republic of Tanzania National Alliance Partnership Program - Tanzania Baseline Assessment 7

8 goals of economic growth and poverty alleviation. It highlights transformation of agriculture from subsistence farming towards commercialization and modernization through crop intensification, diversification, technological advancement, and infrastructural development. Tanzania Agriculture and Food Security Investment Plan (TAFSIP) Tanzania-adapted CAADP The Tanzanian Agriculture and Food Security Investment Plan (TAFSIP) is a product of a broad collaborative process involving different key stakeholders. The goal is to contribute to national economic growth, household income, and food security in line with national and sector development aspirations. TAFSIP builds on the MKUKUTA and MKUZA goals of improving nutrition. The objective is to rationalize the allocation of resources to achieve an annual 6% percent agricultural GDP growth. This is consistent with national objectives to reduce rural poverty and improve household food and nutrition security, and is in line with CAADP pillars and principles. It recognizes (i) that increasing food production alone does not necessarily translate into improved nutrition outcomes and has adopted a multi-sector approach to dealing with the nutrition challenge, and (ii) the need to give special focus to supporting vulnerable groups and those with special needs. Big Results Now Program (BRN) The BRN initiative focuses on 4 objectives; increased agriculture-driven GDP growth, increased smallholder income, increased food security, and reduced poverty. These will be achieved through commercial farming and smallholder aggregation of three priority crops: rice, sugar cane, and maize. Interventions are focused on agricultural commodities that have been selected on the basis of commercialization, increasing incomes, and economic growth. While nutrition is not a key consideration of the BRN initiative, the program may potentially have an impact on nutrition. There is substantial evidence that links nutrition, productivity, and the contribution that nutrition has on economic growth. However, there is no proof that increased income translates to improved food security and nutrition. Agriculture Sector Development Program I, (ASDP) The Agriculture Sector Development Program (ASDPI) aims to develop an agricultural sector that by the year 2025 will be modernized, commercialized, highly productive, and profitable. It will utilize natural resources in an overall sustainable manner and act as an effective basis for inter-sector linkage. It prioritizes raising land and labor productivity through improved provision of public goods (research, extension, and inputs), improved rural infrastructure, improved market and trade development, and improved institutional strengthening. The ASDPI s objectives include creating and enabling and favorable environment for improved productivity and profitability in the agricultural sector, and increasing farm incomes to reduce poverty and ensure household food security. National Alliance Partnership Program - Tanzania Baseline Assessment 8

9 1.6 Civil Society Operating Environment in Tanzania According to the Tanzania State of Civil Society document 2011 (Tanzania Association of NGOs, 2011), Civil society s assessment is that multilateral and bilateral donors are the most powerful actors in setting and influencing the public policy agenda. Second, but much less influential are multinational and transnational corporations, followed by local business tycoons and the wealthy politicians who command the ruling party, Chama Cha Mapinduzi (CCM), which has been in power since independence [in 1962], followed then by the government s coercive machinery, the media and, least influential, civil society. The Tanzania CD s discussion with several civil society organizations led to similar sentiments It is the government and the donor behind policies. The policy process in Tanzania is donor led not citizen led. Tanzanians need policies that are run by citizens. For example, Food is a privilege in Tanzania as the government has no duty to supply the food and does not take it as its own obligation to feed its people narrates one of the informants. There are 228 civil society coalitions in Tanzania, 59% of which are defined by specific themes while the rest are more general. 170 of these coalitions are specific to districts, 25 subnational and 33 national networks (Tanzania civil society profile, 2011). Space for civil society engagement with government is limited. In 2010 civil society representatives were invited by government to participate in the Strategy for Growth and Reduction of Poverty. Previously, CSOs were selectively invited to take part in reviewing policy reforms such as Local Government Reform Program, (Civil Society Profile, 2011). The CD s discussion with active CSOs had similar findings. The operating environment has improved substantially in the last two to three years. Civil society organizations are invited in policy formulation meetings and discussions but there are still gaps. The civil society working environment has changed in recent years. Currently, the CSO environment is good. We are free to engage the government on policy issues. The only problem is that the government has a weakness in updating records on policies and policy implementation plans. It is hard to get current information on the government s website, making it very hard to even sue the government where necessary, narrates a key informant. Yet another informant had concerns that in Tanzania, policy is not a problem, There are so many policies and the government is quick to pass a policy when advocates push for it, the main problem is implementation. So many good policies are gathering dust on shelves without an implementation plan. The government sometimes passes policies just to make citizens happy. The informant went on to describe the working environment as good. Tanzanians are free to speak up and to advocate for any issue of interest. Recently, social auditing on the government s public accountability has become a popular function of CSOs in Tanzania, with CSOs engaged in such activities as budget monitoring, public expenditure tracking surveys, public service delivery assessments, and corruption National Alliance Partnership Program - Tanzania Baseline Assessment 9

10 Perception surveys. These activities have provided essential stimulus to CSO advocacy activities. A third CSO informant confirms that, The government s attitude has changed greatly. We have come a long way to be accepted and allowed in policy-making meetings. This sounds impressive and appears to be a major achievement on the part of civil societies, but the CD s discussion with two other key stakeholders uncovered negative feelings on the part of civil societies. A new USAID project (Pamoja Twajenga), implemented by Chemonics, is designed to monitor the activities of CSOs and the government. This new project s goal is to train both parties to self-monitor in order to reduce corruption and to increase compliance in US funded projects. This four-year accountability project is still in its start-up phase. When asked about his perception of the civil society working environment, another informant responded; civil societies are confident, but there are concerns of corruption. Controlling corruption is the biggest challenge in Tanzania. This is key baseline information, and since the Tanzania Alliance Against Hunger and Malnutrition is in its nascent stage, caution is required to avoid the threat of corruption. National Alliance Partnership Program - Tanzania Baseline Assessment 10

11 2.0: Tanzania Alliance Against Hunger and Malnutrition (TAAHM) The TAAHM is a coalition made up of 20 organizations. It was mobilized in November 2013 after the East Africa Regional Alliance Against Hunger and Malnutrition workshop in Nairobi in July of TAAHM is still in a nascent stage. The two-day assessment workshop was held to assess the current capacity of the alliance and to establish a baseline for the National Alliance Partnership Program (NAPP), and also served as the first TAAHM members meeting. TAAHM does not have a secretariat, nor any basic organizational structure/systems. However, both great enthusiasm and talent of the member organizations were displayed (See Annex 1: Members List). Tanzania is a very large country with a total of 26 regions. Current membership covers only 5 regions (Morogoro, Kilimanjaro, Mbeya, Dar es Salaam, and Iringa). All TAAHM members share a common commitment to the eradication of hunger and malnutrition within Tanzania. By joining together in this alliance, they aspire to attain the capacity to advocate together for a Tanzania free from hunger and malnutrition. 2.1 Mission Statement Tanzania Alliance Against Hunger and Malnutrition serves as a national platform for stakeholders engagement in tackling hunger and malnutrition in Tanzania through networking, advocacy, capacity building, documentation, and communication. 2.2 The Goal of TAAHM Bringing together existing organizations, institutions, and individuals with a common interest and providing them with a forum to speak with a unified voice, build political will, and advocate for policy support in the fight against hunger and malnutrition in Tanzania. 2.3 Alliance Principles The principles of the Tanzania Alliance Against Hunger and Malnutrition are designed to support the growth of a dynamic voluntary organization. The core business of TAAHM is building partnerships between civil society organizations and government in order to adapt and set strategies, policies, and programs that: Facilitate dialogue on the most effective measures to reduce hunger and malnutrition; Contribute to meeting the Millennium Development Goals (MDGs) and the target of the World Food Summit by strengthening national commitment and action to end hunger and malnutrition; Promote mutually supportive action involving government and other stakeholders in the fight against hunger and malnutrition; National Alliance Partnership Program - Tanzania Baseline Assessment 11

12 Engage and empower grassroots organizations and individual beneficiaries as full partners in the Alliance to participate in finding and implementing solutions that will make a real difference to their lives and the lives of generations to come. National Alliance Partnership Program - Tanzania Baseline Assessment 12

13 3.0: TAAHM Baseline Assessment and Methods Five methods were employed to gather information to determine the effectiveness of the Tanzania Alliance Against Hunger and Malnutrition. 3.1 Organization Capacity Assessment Workshop. A workshop was planned and coordinated by the US Alliance to End Hunger Country and the interim Focal Point and Coordinator of the alliance in Tanzania, Mr. Donati Senzia. There were 24 participants, 17 of which were organizational representatives. The workshop was held at Kebby s Hotel in Dar es Salaam from April 3 to 4, Participants were active and contributed great ideas through presentations, brainstorming sessions, group discussions, and plenary sessions. The main purpose was to assess current capacity of the Tanzania Alliance Against Hunger and Malnutrition. The workshop started with member organization representatives introducing themselves and their current field activities. Mr. Senzia introduced the Tanzania Alliance to the participants and explained the main objective of the workshop. He gave a brief account of the events that occurred during the East African Regional Alliance Against Hunger and Malnutrition workshop which was held in Nairobi, Kenya in July Subsequent to the Nairobi event, Mr. Senzia mobilized the current member organizations to form the Tanzania Alliance. Participants introduced themselves by stating their names, organizations, and positions. TAAHM Members A self-assessment workbook (SAW) a modified tool adapted from USAID s Organizational Capacity Assessment (OCA) tool was used for the participants to assess TAAHM in eight major capacities: governance, administration, human resources, financial management, organizational management, program management, network capacities, and policy analysis and advocacy. Each of these major areas had several sub-areas. For each component and its sub-components, National Alliance Partnership Program - Tanzania Baseline Assessment 13

14 an assessment was conducted and a score from 0-3 was decided upon: 0= Non-existent/less than basic capacity; 1= Basic; 2= Moderate; and 3= Robust. A local consultant, Mr. Djax Biria, facilitated the process both in Swahili and English with the help of the TAAHM coordinator, Donati Senzia and the NAPP CD for Tanzania, Anne Naggayi. A note taker, Rebecca Andrew compiled the discussions. A detailed report of the assessment can be found in Annex 2. Group discussion during the selfassessment workshop Small group brainstorming sessions National Alliance Partnership Program - Tanzania Baseline Assessment 14

15 Table 1: Summary of results of the self-assessment workshop Major Component Current rating Justification Comments Governance 0 = Nonexistent The vision and mission are there, but not shared with members Mission is there but known to few of the members. Legal status still in guidelines There is no board nor board selection criteria There is no secretariat, structure and employees for TAAHM. Administration 0 = Nonexistent There is an informal organization structure There are no policies Documents are filed as a practice not as a system Human resources 0 = Non- There is no structure Alliance documents are filed, but no system in place National Alliance Partnership Program - Tanzania Baseline Assessment 15

16 existent to 1= Basic No staff and staff systems in place No current staff and personnel policy Neither salaries, stipends nor benefits exist There is one volunteer, but no documented policy for recruiting volunteers No structure and policies to identify volunteers and interns, nor guidelines in place Financial Management 0 = Nonexistent No financial systems and policies in place The TAAHM is in a nascent stage Organizational Management 1= Basic There are no initiatives to mobilize resources The organization already engages with donors on a lower scale but not systematically No formal communication system Communication is by practice but not as policy and strategy No formal documentation policy i.e. files are disorganized No management structure National Alliance Partnership Program - Tanzania Baseline Assessment 16

17 The organization knows the basic stakeholders but no stakeholder analysis has been undertaken There is technical linkage exist but is not formal Program management 0 = Nonexistent to 1= Basic Activities are happening but with no guidelines No work plan and budget developed Some mobilization activities are taking place, but no guidelines Monitoring and Evaluation systems do not exist Quality Assurance does not exist No strategic plan TAAHM Network capacity 1= Basic Criteria for recruiting members is not yet developed Development of procedures and system for diverse membership recruitment is in process Membership Process and Outreach not yet developed Mapping and analysis of stakeholders is in process for Organization is in the formation stage National Alliance Partnership Program - Tanzania Baseline Assessment 17

18 Policy analysis and advocacy 0 = Nonexistent coordination purposes There is Coordination of alliance activities but not members activities Knowledge/ information is available but not shared Advocacy issue has been included in the mission and vision of the alliance Member staff have skills and knowledge but there is no Alliance staff No advocacy and policy analysis priorities yet No position paper developed or presented related to advocacy No advocacy strategy and implementation in place No advocacy priorities There is no engagement with the government The alliance is in contact with East African Regional Alliance Against Hunger and Malnutrition See detailed workshop results and action points, Annex 2 Member staff have skills and knowledge but there is no Alliance staff National Alliance Partnership Program - Tanzania Baseline Assessment 18

19 3.2 Detailed Interview of the TAAHM Coordinator (Donati Senzia) The CD met with the TAAHM coordinator for two days (12 hours total) to understand the current status of the Alliance and its beginnings, the current hosting organization (PELUM- Tanzania), and to review key organizational documents. Documents reviewed and collected include: The mission; Vision; and List of current members and their geographical locations. Topic areas covered in the interview included: Organization: office, mission/vision, legal status, structure, staffing, leadership, board Finances: banking, budget, funding, fundraising Membership: size, diversity, criteria, geographic coverage, activities, etc. Cohesiveness: history, member retention, meetings, communications Policy analysis and advocacy: issues, plan, process, methods External relations: government, other networks, USAID, CAADP, GAFSP, US alliance members, others 3.3 TAAHM Coordinator Interview Results Genesis of TAAHM Mr. Donati Senzia is the Country coordinator for PELUM-Tanzania (Participatory Education Land Use Management), based in Morogoro. Mr. Senzia was invited to attend the July 2013 launch of the East African Regional Alliance Against Hunger and Malnutrition in Nairobi by his PELUM- Uganda colleague. During the conference, Donati represented Tanzania. After the conference, he was tasked with mobilizing and assisting the start-up of the Alliance Against Hunger and Malnutrition in Tanzania basing it on similar principles to those of the Global Alliance Against Hunger and Malnutrition headquartered at the FAO in Rome. In November of 2013, Donati started mobilizing the current member organizations. Together, they drafted the current mission and vision and have been communicating via and phone. Currently, there are 20 member organizations. National Alliance Partnership Program - Tanzania Baseline Assessment 19

20 TAAHM Coordinator Interview. Left: Donati Senzia (TAAHM). Right: Anne Naggayi (Country Director, National Alliance Partnership Program). Table 2: Summary of the interview responses Questions on Major Components Organizational capacity (address, phone #, mission, registration, leadership) Responses TAAHM has no address and its own space; it is hosted by PELUM Tanzania. TAAHM has no phone, fax, , website, Skype and Facebook Mission and vision are available The Alliance is not registered No leadership or board, and the coordinator is a volunteer. No employees, but one volunteer (the coordinator). Financial Capacity (bank account, fundraising plan) Membership size and diversity (membership and retention, membership diversity and geographical location) TAAHM does not have a bank account and currently no source of funding There is no fundraising plan for this year TAAHM has 20 registered member organizations, but there are no written procedures for membership recruitment. Information on member profiles is not yet computed, thus it is hard to analyze the diversity of membership. Current member organizations are from 5 of National Alliance Partnership Program - Tanzania Baseline Assessment 20

21 the 26 regions of Tanzania. Cohesiveness (Membership retention, subscription fees, communication within and out of the network) TAAHM was organized in November 2013 and it is not registered. Membership retention: The alliance is about five months old; it is hard to evaluate the retention rate. No member organizations have left yet. There are no membership subscription fees, no board and secretariat. Members have never met, they will meet at the two day workshop for the first time Communication with member organizations is by e mail. The vision and some information-sharing have taken place, but not much. There is no external communication with other entities in Tanzania; for example, with FTF, USAID, CAADAP. There is some communication with the East Africa Regional Alliance Against Hunger and Malnutrition (EARAAHM), but not much. Advocacy and policy analysis (policy issues TAAHM has worked on, plan for advocacy, what issues are central for the alliance, what advocacy issues are implemented) External relations (alliance relationship with government, networks and coalitions TAAHM belongs to, TAAHM has not addressed any policy issues, and there is no current work plan for advocacy. Issues central to the alliance: Food access and availability, malnutrition, advocating for nutritious foods. Currently, the government focuses only on cereals. The alliance has not engaged in any advocacy work nor prepared a position paper. The opportunity to work with the government is there, but not yet exploited. There are no contacts with the government officials National Alliance Partnership Program - Tanzania Baseline Assessment 21

22 familiarity with FTF, CAADAP, GAFSP, SUN, EARAAHM, and US alliance members) TAAHM belongs to the East Africa Regional Alliance Against Hunger and Malnutrition and the Global AAHM. We occasionally share information. We are only familiar with the regional EARAAHM, and we share information sometimes. The relationship with the regional alliance is faint, and we share information very rarely. There is no relationship with USAID, FTF, CAADP, GAFSP or SUN. We have no relationship with US alliance members; we didn t know they even existed. 3.4 Interviews of Key Stakeholders A key stakeholder interview guide was drafted by NAPP staff for meetings with non-alliance members (UN agencies, USAID, CAADP, GAFSP, SUN, Government ministries and other government entities, etc.). The interview guide is meant to collect information on: The operating environment of civil society in Tanzania Events currently taking place or planned around public policy in agriculture/food security How civil society can get involved in these processes/events The Country Director met with the following government officials to discuss the Tanzania Alliance Against Hunger and Malnutrition and to find out whether the government officials were aware of the alliance and its activities. Government officials met with included: 1. Mr. Karimu B. Mtambo Director, National Food Security Ministry of Agriculture, Food Security and Cooperatives 2. Mrs. A.P Njombe, Director of Animal Production and Marketing Ministry of Livestock and Fisheries Development 3. Mr. Benedict Jeje Acting Director, Food and Nutrition Center 4. Dr.Wilbald Lorri Personal Assistant to the President of Tanzania and Nutrition advisor. National Alliance Partnership Program - Tanzania Baseline Assessment 22

23 The CD also interviewed: 1. The Deputy Country Director, World Food Programme Mr. Jerry Bailey 2. Deputy Chief of Party Pamoja Twajenga, Ms. Mwanahamisi Singano 3. Ms. Jacqueline Mkindi, Chief Executive Officer- Tanzania Horticulture Association (TAHA) 4. Ms. Elizabeth Misioka Executive Director, Hacki Elimo (a prominent CVO advocating for quality education and nutrition in schools) CD meeting with the President s Advisor on Nutrition, Dr. Lorri, in Dar es Salaam. Table 3: Summary of detailed interview with key stakeholders Questions on Major components How is the operating environment of civil society in Tanzania? Events currently taking place or planned around public policy in agriculture/food security Responses All 8 respondents perceived the operating environment of civil society in Tanzania as good. They are confident, but there are concerns of corruption among the civil society. Controlling corruption is the biggest challenge in Tanzania, narrates one respondent. The government is not sure what policies will continue after the 2015 elections. We don t know what is going on medium term, narrates a key informant. Elections will take place in September of We have to pass the election before we can move forward. Politicians may pass policies that may not be implemented because of the elections coming up. National Alliance Partnership Program - Tanzania Baseline Assessment 23

24 How can civil society get involved in these processes/events? Civil societies are invited at the policy review and discussion meetings Knowledge of the Tanzania Alliance Against Hunger and Malnutrition, None of the stakeholders interviewed had ever heard of the TAAHM. The Director for Food Security had heard of the Alliance to Eliminate Hunger in Brazil, but not the one in Tanzania. 3.5 Survey of US alliance member organizations present in Tanzania The US Alliance to End Hunger, the NAPP implementing partner with USAID, has many international NGO s in its own coalition. Some of these members are present in NAPP target countries. The CD collected information using a survey questionnaire for US Alliance to End Hunger members in Tanzania. As part of the data collection for NAPP, the survey questionnaire collected information on US organizations in Tanzania that were also members of the Alliance to End Hunger (in the US) to gauge the level of knowledge and collaboration between US Alliance members and the TAAHM, and to get an additional perspective on the capacity and needs of TAAHM. Catholic Relief Services (CRS) and Heifer International completed the survey. The CD also visited and interviewed individuals at World Vision. The common theme among responses by the US Alliance member organizations operating in Tanzania is that there is slight knowledge of TAAHM, but there is no knowledge of financial or organizational capacity of the TAAHM. There was, however, interest in learning more about TAAHM and considering opportunities to partner with it. National Alliance Partnership Program - Tanzania Baseline Assessment 24

25 4.0: Feed the Future Indicators In accordance with the Feed the Future initiative, the National Alliance Partnership Program is tracking six Feed the Future indicators. To collect baseline data on these indicators for Tanzania, the CD conducted an interview session with the TAAHM coordinator. This section presents the baseline data for each indicator. The NAPP will report on these FtF indicators on an annual basis as required. Indicator Number of Policies/Regulations/Administrative Procedures in each of the following stages of development as a result of USG assistance in each case: 1. Analyzed 2. Drafted and presented for public/stakeholder consultation 3. Presented for legislation/decree 4. Passed/approved 5. Passed for which implementation has begun For this indicator, the CD asked the TAAHM Coordinator to list all the policies/ regulations/ administrative procedures/ pieces of legislation that TAAHM is currently working on; and then for each one to identify the stage in the policy process at which the policy / regulation/ procedure / bill currently stands; and what the focus sector is. Results of the interview revealed that there is no policy/regulation or administrative procedure that has been undertaken by the TAAHM. The alliance is in formation stage. Indicator and CBLD-5 Score, in percent, of combined key areas of organization capacity amongst USG direct and indirect local implementing partners For this indicator, the CD facilitated a process - described fully in section 3.1 of this report to conduct an organizational capacity assessment of the TAAHM using the Self-Assessment Workbook for Network Organizations (SAW) tool developed for the NAPP. The SAW results include TAAHM self-assessment scores on 36 sub-capacity areas grouped under eight major capacity areas: Governance; Administration; Human Resources; Financial Management; Organizational Management; Program Management; Network Capacities; and Policy Analysis and Advocacy. 17 TAAHM members participated in a two-day workshop for the organizational capacity assessment using the SAW to reach consensus ratings on the 36 items, using a four-point scale National Alliance Partnership Program - Tanzania Baseline Assessment 25

26 of 0 (zero) to 3 with zero indicating no capacity; 1 indicating basic capacity; 2 indicating moderate capacity, and 3 indicating robust capacity. The TAAHM rated itself 4 points out of a total of 108 points yielding a baseline score of 3.7% on the organizational capacity assessment. Indicator Number of food security private enterprises (for profit), producers organizations, water users associations, women s groups, trade and business associations, and community-based organizations (CBOs) receiving USG assistance. According to the FtF Indicator Handbook Definition: Organizations assisted should only include those organizations for which implementing partners have made a targeted effort to build their capacity or enhance their organizational functions. The only organization that the NAPP has assisted thus far in Tanzania is TAAHM through the organizational Capacity Assessment workshop that the CD with the help of TAAHM coordinator organized. The NAPP assumes that the TAAHM would be considered an organization to be counted under this indicator, although as a network organization it does not fit neatly into any of the listed types. Results of the baseline assessment indicate that the number of organizations receiving USG assistance thus far this year from the NAPP in Tanzania is one (1) - TAAHM. The project does not count the member organizations that were represented by individuals at the workshop because it was not a targeted effort to build the capacities or enhance the organizational functions of those member organizations. Future NAPP assistance may assist other organizations as well, and it will be counted and recorded accordingly. Indicator assistance Number of public-private partnerships formed as a result of FtF The number of public-private partnerships formed thus far in Tanzania as a result of FtF assistance through the NAPP is one (1): the partnership between the US Alliance to End Hunger and the Tanzania Alliance Against Hunger Malnutrition. The Alliance to End Hunger as a USAID implementing partner forms the public part of the partnership and the TAAHM as a CSO forms National Alliance Partnership Program - Tanzania Baseline Assessment 26

27 the private part of the partnership. No other public-private partnerships have been formed thus far. Indicator Number of members of producer organizations and community based organizations receiving USG assistance Given the nascent stage of TAAHM, current member profiles are not computed yet. It was unclear who of the member organizations were from producer organizations and community based organizations. This information will be reported in future reports. Indicator Number of individuals who have received USG supported short-term agricultural sector productivity or food security training. The NAPP in Tanzania has not financed any short-term agricultural sector productivity or food security training. Therefore, the count for the NAPP thus far on this indicator is zero (0). National Alliance Partnership Program - Tanzania Baseline Assessment 27

28 5.0 Main Findings After reviewing results from the various baseline assessment methods employed in this study, below is the synthesis of the current/baseline status of TAAHM: 5.1 Size and Diversity The Tanzania alliance is small with only 20 member organization from 5 out of 26 regions in Tanzania. Results of the assessment cannot reveal the diversity of membership as such information is not yet computed by the alliance coordinator. It was also not possible to tell how many of the member organizations represent farmer organizations and/or rural constituencies. 5.2 Cohesiveness Results from the self-assessment workshop and the interview with the alliance coordinator indicate no trace of cohesiveness or lack thereof in TAAHM. The coalition itself is still new (only five months old), and has not taken on any work under the supervision and management of the Alliance to test the Alliance s cohesiveness. The Alliance is still in the formation stage. The mission of the organization exists, but not all members are aware of it. As the NAPP Country Director observed during the assessment workshop, members are not familiar with each other. They met for the first time at the workshop and some of them were learning about the alliance and its history for the first time. 5.3 Organizational Structure Results from all methods employed in the baseline assessment reveal an alliance lacking in organizational structure. There is no board and secretariat to provide structure and put in place policies and systems for the management of the TAAHM. The volunteer who is also the coordinator, together with the Alliance members, came up with a mission and vision, but this is not shared widely among all the members. Current activities of the alliance are commencing with no guidelines or strategic plan. 5.4 Objectives The TAAHM s overarching objective is to bring together organizations, institutions and individuals with a common interest and provide them a forum to speak with a unified voice, build the political will, and advocate for policy support in the fight against hunger and malnutrition in Tanzania. This objective alone without a clear plan for resource mobilization cannot be achieved and sustained. 5.5 Stakeholders The current stakeholders of TAAHM are the 20 member organizations and their own members. They also mentioned the communities where these members work on their respective projects. National Alliance Partnership Program - Tanzania Baseline Assessment 28

29 5.6 Relationship with the government The Country Director s discussion with the five government officials confirmed that there is no government knowledge of the Tanzania Alliance Against Hunger and Malnutrition. During the detailed interview on the capacity of the alliance, the TAAHM coordinator confirmed that the opportunity to work with the government exists, but has not yet been exploited. The alliance has no current contacts within the government. 5.7 Relationship with other civil society organizations The Partnership for Nutrition in Tanzania is an umbrella organization with over 300 member organizations advocating for nutrition issues in Tanzania. The CD had a detailed discussion with the coordinator, Ms. Joyce Ngegba, who stated that she had never heard of the TAAHM. The CD got the same sentiments when she had a discussion with Hack Elmu, a CSO advocating for education and school feeding. The TAAHM coordinator also confirmed that there is no relationship with any other CSO other than the CSOs that are also members of the alliance. As noted previously, TAAHM members are not familiar with each other and their corresponding activities. 5.8 Familiarity and interaction with Feed the Future; GAFSP; CAADP The TAAHM coordinator confirmed that there is no relationship with FTF, USAID, CAADP, GAFSP or SUN. The Alliance has a faint relationship with the East Africa Regional Alliance, whereby they occasionally exchange information, and there is also some contact with the Global AAHM at the FAO in Rome (see responses from the detailed interview with the TAAHM coordinator in table 2 above). 5.9 Assessment of US Alliance member organization collaboration with TAAHM All US Alliance member contacts in Tanzania expressed slight knowledge of the TAAHM, but there have not been any interactions, partnerships, or collaboration with the TAAHM. National Alliance Partnership Program - Tanzania Baseline Assessment 29

30 6.0 Coordination Meeting with the Tanzania USAID mission As a requirement under the NAPP grant agreement, the NAPP CD is to coordinate with the USAID mission in Tanzania throughout the National Alliance Partnership Program processes. Unfortunately, due to scheduling conflicts within USAID, the CD was unable to secure a meeting with USAID mission staff in Tanzania during this initial baseline assessment trip; and USAID mission staff was unable to attend any of the coordination meetings. Additional meetings will be arranged in future field visits. National Alliance Partnership Program - Tanzania Baseline Assessment 30

31 7.0 Baseline and Targets Table 4: Baselines and Targets. Component Baseline Target Governance There is no governance structure. Establish a strong TAAHM secretariat with a strong leader Mobilize resources and recruit staff Develop selection criteria to recruit board members Develop an organization structure Administration There is an informal organization structure. There are no policies in place TAAHM elected a seven-member interim taskforce headed by Rev. Johnson Chinyong ole (ACT Diocese Morogoro). The taskforce will carry out functions of the secretariat for 6 months beginning April, 2014; and will do the following: 1. Organize a stakeholders meeting in June Legally register the alliance 3. Develop procedure and systems (administrative, financial) of the alliance 4. Develop a resource mobilization strategy 5. Develop an advocacy plan Human resources Organizational Management No staff, no structure, and no human resource systems in place. No organizational management in place. Identify and establish champions in the government and media sectors. Identify a TAAHM hosting organization in Dar es Salaam and work out a resource-sharing system. Develop the organization structure (see proposed structure Annex 6) Institute human resource guidelines Develop job descriptions for each position Recruit staff Elect a strong board Hire a strong leader with the oversight of the board. National Alliance Partnership Program - Tanzania Baseline Assessment 31