DAI Technical Proposal - USAID-Tanzania-10-007-RFA
DAI Technical Proposal - USAID-Tanzania-10-007-RFA
DAI Technical Proposal - USAID-Tanzania-10-007-RFA
Economic
Strengthening for
Households Affected
by AIDS
Technical Application
Submitted to the
U.S. Agency for International Development
in response to
RFA No. USAID-TANZANIA-10-007-RFA
By DAI
Authorized Individual:
June 11, 2010
In association with:
Kenneth P. LuePhang
Agreement Officer
USAID/Tanzania
686 Old Bagamoyo Road
PO Box 9130
Dar es Salaam, Tanzania
Subject: Tanzania: Economic Strengthening for Households Affected by AIDS
RFA No. USAID-TANZANIA-10-007-RFA
Dear Mr. LuePhang:
DAI is pleased to provide an application for the above-referenced RFA. We look
forward to the chance to work with USAID in Tanzania, and to undertake such an
exciting, innovative program.
Should you have any questions about our proposal, please feel free to contact me
directly, and please copy [email protected] on any correspondence.
Sincerely,
Jerry Martin
Managing Director, Health Sector
[email protected]
Tanzania: Economic Strengthening for Households Affected by AIDS i
Contents
Technical Approach 1
STRATEGIC FIT................................................................................................................................................................ 1
OUR VISION ..................................................................................................................................................................... 2
Goals and Requirements to Achieve Objectives ................................................................................................. 2
OUR APPROACH ............................................................................................................................................................ 3
People...................................................................................................................................................................... 3
Partners ................................................................................................................................................................... 3
Process.................................................................................................................................................................... 4
OBJECTIVE 1: INCREASED CAPACITY OF PEPFAR AND USAID IMPLEMENTING PARTNERS ......................... 5
OBJECTIVE 2: ESTABLISHED LINKAGES, STRATEGIC ALLIANCES, AND PILOT PROGRAMS .......................... 7
OBJECTIVE 3: IMPROVED TANZANIAN GOVERNMENT CAPACITY .....................................................................10
OBJECTIVE 4: ENHANCED EVIDENCE BASE THROUGH INCREASED M&E CAPACITY ...................................13
ENVIRONMENTAL COMPLIANCE...............................................................................................................................14
FIGURE
1 IMARISHA Organizational Structure................................................................................................15
Technical Approach
“A patient in health is what we call a farmer. The same donor will separate projects for Geoffrey as a
patient, as a farmer, as a rural road user. These people from the same funder are not even talking; they
don't even know they're all funding Geoffrey. It doesn't make sense.”
—Geoffrey Kirenga, Director of Crop Production, Tanzania Ministry of Agriculture
STRATEGIC FIT
The U.S. Agency for International Development (USAID)/Tanzania and the President’s Emergency
Plan for AIDS Relief (PEPFAR) have made considerable gains in the fight against HIV/AIDS by
expanding prevention, treatment, and care to an astounding number of individuals. USAID and
PEPFAR have also built human and institutional capacity in local and international organizations and
in the Government of Tanzania to actively engage in the fight against AIDS. As the epidemic spread,
treatment and care expanded, and people started to live longer, programs increasingly wrestled with
how to mitigate the huge economic costs to individuals and families coping with HIV/AIDS.
Many programs added interventions to build greater resiliency among HIV/AIDS-affected households
and to mitigate AIDS’s economic impact. Successful activities covered a range of interventions
focusing on household-level asset stabilization through savings, consumption smoothing, and income
and asset growth. These activities helped beneficiaries develop stronger household safety nets to
address health emergencies, put children back in school, expand businesses, employ others, and begin
more robust economic ventures. Apart from programs focused exclusively on clinical treatment,
virtually every AIDS program and organization in Tanzania is either considering or already engaged in
activities to improve beneficiary livelihoods.
Intent has not, however, always translated into outcomes. Economic strengthening activities undertaken
by the health community have had mixed results in Tanzania. A majority of livelihoods activities have
been under-funded, are “one-off,” or are a lower programmatic priority. Interventions have often been
implemented in a vacuum with no engagement with the broader agricultural and business development
community. The implementers—health organizations—lack access to best practices gained from
working with vulnerable farm and off-farm households to improve income and alleviate poverty. The
result has been unsustainable donor-driven private ventures that provided economic opportunities to
only a handful of people, livestock programs where livestock died prior to sale, revolving funds that did
not revolve or were unsustainable from inception, and conditional cash transfer programs that cost
more to administer than beneficiaries received. Where programs succeeded and where they did not,
impact measurement has been anecdotal. Programs also remain small-scale and long-term
sustainability plans are not properly addressed.
Linking TACAIDS and the Ministry of
Today, Tanzania is poised to be a strong partner as PEPFAR Agriculture
shifts its strategy from emergency response to sustainable The RFA lists several key ministerial partners.
country ownership. The Tanzanian Government and local The Ministry of Agriculture, Food Security, and
implementing partners such as Walio Katika Mapambano ya Cooperatives will also be a key partner given the
number of individuals who rely on agriculture for
AIDS (WAMATA), Service Health Development and their livelihoods and the Ministry’s recent revision
Education for People Living With HIV/AIDS (SHIDEPHA), of its HIV/AIDS strategy. In recent discussions
the Dar es Salaam Archdiocese’s PASADA program, and a with DAI, Rustica Tembele, Director of National
Response for the Tanzania Commission for AIDS
host of community-based organizations, faith-based (TACAIDS), identified the Ministry of Agriculture
organizations, hospitals, and health clinics take on the role of as the most critical body to with which stronger
providers of prevention outreach, treatment, and care to links need to be forged, particularly for
marginalized and poor populations that rely on
people living with HIV/AIDS (PLWA), orphans and farming and small-scale livestock- and poultry-
vulnerable children (OVC), and most vulnerable children keeping to survive.
(MVC). This change represents a shift from foreign entities that used to play the primary role in these
interventions. As ownership increases, the Tanzanian Government and its partners must expand their
capacity to implement a public health response that more effectively helps individuals and families
coping with HIV/AIDS rebuild their lives and livelihoods.
OUR VISION
By 2015, the Tanzanian Government and its partners will have the capacity to design, implement,
monitor, and evaluate an effective, systemic, gender-inclusive, and sustainable national response to
mitigate the negative economic effects of HIV/AIDS on households and families.
IMARISHA—Improving the Multi-sectoral AIDS Response to Incorporate Economic Strengthening
for Households Affected by AIDS—is the Kiswahili word for strengthen. This term embodies DAI’s
vision and approach for USAID’s project: IMARISHA will strengthen national coordination efforts,
capacity, and, ultimately, household-level resilience among vulnerable people in Tanzania.
OUR APPROACH
To reach the goal and objectives for IMARISHA as stated in the RFA, and to make our vision a reality,
DAI brings the right people, partners, and process.
PEOPLE
We have convened a team of economic development professionals well-versed in micro-economic and
agricultural development, public health, and HIV/AIDS to help facilitate a national Tanzanian response
to improving economic livelihoods. With over 15 years of experience in microeconomic development
and microfinance and 10 years specifically addressing the economic aspects of HIV/AIDS, our Chief
of Party, Colleen Green, is a global technical leader in designing and managing programs that cross the
complex intersection of economic growth and health. She currently oversees DAI’s global portfolio of
programs that bridge the gap between HIV and livelihoods, helping individuals better cope with
disease, food insecurity, and poverty, including the USAID Roads to a Healthy Future (ROADS II)
project. She has worked in Tanzania for the past 10 years, with the DAI turnaround team engaged with
National Microfinance Bank and with ROADS II’s village savings and loan association (VSLA)
program in Tunduma and Makambako.
Ms. Green will be supported by Tanzanian experts known nationally for their commitment to and
capacity in economic livelihoods, agriculture, business service development, microfinance, and
HIV/AIDS. Our Economic Development Manager, Nsanya Ndanshau, is a respected private sector
development specialist with experience in agricultural development and enterprise development; he has
worked with the Government of Tanzania and the donor community. Deogratius Kapongo, our
Livelihoods Specialist, has worked with HIV/AIDS-affected households and communities to develop
sustainable income generation throughout Tanzania. Khalid Mgaramo, our M&E Specialist, brings a
background not only in M&E and impact assessment, but also in private sector development. All have
experience engaging and working with national and local Tanzanian government.
Commitment to localization from project inception will ensure that competent Tanzanian nationals are
the face of the program. Our staff will be entirely local by Year 4, with Ms. Green identifying and
training her replacement from among project staff during Year 3.
PARTNERS
DAI is no stranger to Tanzania—we understand the complex landscape of government, international
and local health partners, as well as the private sector, with whom we must collaborate for the
successful implementation of IMARISHA’s vision. Our ability to effectively facilitate strong,
sustainable partnerships between health and economic strengthening communities, and to identify what
works in and around Tanzania, comes from our 35-year history in Tanzania, particularly in the
agricultural sector and our more recent decade of experience working specifically in economic
strengthening of HIV/AIDS-affected groups. Moreover, DAI has a 30-year research partnership with
USAID–starting with the GEMINI project work on the dynamics of small, informal enterprises,
through the current Accelerated Microenterprise Advancement Project-Business Development Services
(AMAP-BDS) Knowledge and Practice Project’s work on impact assessment, casual models, and
facilitation. This partnership demonstrates our ability to translate work in microenterprise growth, farm
production, and off-farm employment into valuable lessons for the broader development community.
IMARISHA will form strong, local partnerships from project inception to ensure national ownership
over the program. Our primary Tanzanian implementing partner RUDI embodies the fruits of the five-
year USAID-funded (and DAI-implemented) Tanzania Private Enterprise Support Activity (PESA).
RUDI is now the premier Tanzanian private sector development organization successfully creating
capacity and expanding market opportunities for small and medium enterprises and small-holder rural
farmers. RUDI provides extensive national and local networks within the Tanzanian Government and
private sector, understands the needs and constraints of the rural and vulnerable Tanzanian households,
and is poised to serve as liaison and leader in this multi-sectoral effort. We will actively engage both the
Ministry of Health and the Ministry of Agriculture in IMARISHA project activities as well as local
NGOs and local private sector organizations to ensure local ownership and sustainability after the
project has ended. Tables C-1 and C-2 in Annex C highlight potential partners, relevant activities, and
our illustrative coordination plan.
PROCESS
IMARISHA will employ a dynamic technical approach that DAI has successfully used in HIV/AIDS,
livelihoods and economic growth programs across the globe to establish credibility and launch program
activities in Dar es Salaam, Morogoro, Dodoma, Mbeya, Iringa, Shinyanga, and Mwanza. We will:
COORDINATE. DAI will coordinate through the MVC Implementing Partners Group, TACAIDS,
Multisectoral AIDS Committees, and Most Vulnerable Children Committees (MVCCs). IMARISHA
will serve as Tanzania’s central coordinating body for identifying, measuring, and sharing information,
tools, research, and results about economic strengthening for AIDS-affected households. This
coordination will lead to HIV/AIDS organizations in Tanzania—such as PEPFAR and its
implementing partners, Tanzanian Government counterparts, local NGOs, Global Hunger and Food
Security Initiative (GHFSI), MVCCs, other international donors, economic strengthening partners,
private sector partners, and BDS providers—employing appropriate new methodologies and tools,
using BDS providers to bolster livelihoods support, and sharing results and best practices.
ADAPT. Building a bridge to economic strengthening for PEPFAR and its Tanzanian Government and
implementing partners means identifying and interpreting the frameworks, methodologies, and tools of
economic development and private sector engagement, and adapting it for the context of AIDS-
affected and -vulnerable households. Through adaptation, IMARISHA will establish a common
language and vision for future economic livelihoods capacity strengthening activities, ensuring that
knowledge specifically relates to beneficiaries and results in tangible programming. Not only will
IMARISHA adapt economic strengthening methods across sectors—it will also customize its training
and interventions according to the discrete needs of its beneficiaries and partner stakeholders. We will
use training, grants, and technical assistance (TA) to help our partners interpret the USAID economic
strengthening (ES) Framework for OVC, and give them the tools and knowledge to operationalize the
framework in ways that agree with their current programs and
capacity level. Understand Context, Empower Women
EMPOWER. Creating a national systemic change in the way High rates of functional and financial illiteracy
make accessing business services difficult for
organizations approach the economic burdens of HIV/AIDS female entrepreneurs. They face multiple forms
means that organizations must be empowered to use new of discrimination—a lack of legal literacy means
methods and tools, allocate resources to new programming, women don’t know their rights, or may face
expectations of sexual favors as bribes from
bolster existing livelihood efforts, engage market driven licensing authorities. Transactional sex is also
service providers, and measure results. Equipped with pervasive in some regions. In Shinyanga
knowledge, IMARISHA will empower Tanzanian Region, for example, girls are currently
expected to trade sex for goods, services, or
organizations through competitive grant and TA facilities and money. HIV/AIDS compounds these issues as
strategically built public private partnerships to roll out viable, female caretakers are forced to eke out a living.
sustainable income generating and economic strengthening Female subsistence farmers struggle to access
farmland and maintain their yields after the loss
activities into their own prevention, care, treatment, and of their husbands. Customary inheritance laws
support programming. IMARISHA will mobilize women and dictate that widows face displacement from
men by promoting gender equality in economic opportunity, their homes, loss of all property and
possessions, and, in some cases, loss of
addressing specifically the Tanzanian cultural norms that custody of their children. Wife inheritance by a
disempower women, limit their access to economic resources male relative is also a norm; however, when the
and education, and prevent awareness of legal rights through cause of death is AIDS-related, the widow may
be stigmatized and displaced from the home.
interventions designed to strengthen not only women, but also their male counterparts such as
Engender Health’s Men as Partners Program, a component of the USAID-funded Channeling Men’s
Positive Involvement in the National HIV/Aids Response (CHAMPION) Project.
MEASURE. Sustaining a national response to mitigate the negative economic effects of HIV/AIDS will
require strong evidence of the positive impact that economic strengthening efforts have on increasing
incomes and protecting household assets; improving nutrition and food security; and improving social
wellbeing and health of vulnerable groups. DAI will provide programmatic research, tools, and support
through IMARISHA TA and grant facilities to systematize permanent M&E processes for economic
strengthening activities, including M&E data collection, analysis, feedback, and learning cultures, into
implementing partner programs. We will assess the effectiveness of methodologies, capture results
through key outcome and impact indicators, document lessons learned, track program performance,
and help organizations adapt activities that do not produce results.
These four key actions are incorporated into the following discussion of the program objectives; tables
are included in Annex C.
of implementers interested in the potential benefits of economic strengthening, such as those engaged
in voluntary counseling and testing (VCT), male circumcision, and other prevention initiatives.
TASK TWO: CONDUCT BASELINES AND MAP LOCAL ECONOMIC STRENGTHENING PARTNERS. In parallel to
Task 1, Economic Development Manager Mr. Ndanshau and Livelihoods Manager Mr. Kapongo, with
survey leadership from M&E Specialist Mr. Mgaramo, will roll out two rapid baseline assessments and
one national mapping exercise.
With self-selected implementing partners, DAI will conduct household economic needs assessments
in an estimated 4,000 households, allowing IMARISHA to measure agricultural and non-farm
income, productivity, access to key services (including business, financial, and other services),
finance and savings behavior, household asset levels, household meal frequency and dietary
diversity, and recent and ongoing health concerns. Modified under ROADS for use in Tanzania, and
piloted in Tunduma, Makambako, and Kahama, the assessment will determine the economic profile
of groups and communities, allowing the project and implementing partners to improve
programmatic decision-making on where and how to use limited economic strengthening resources.
Institutional capacity assessments will measure key implementers’ ability to implement, monitor,
and evaluate economic livelihoods activities using DAI’s Institutional Capacity Assessment Tool,
developed for use on USAID-funded programs in Eastern Europe and will update for the Tanzanian
context. The assessments will establish baseline institutional indicators to track expansion and
monitoring of economic livelihoods service portfolios.
A formal cataloguing and mapping of potential economic From Training to Profit: Helping Small
strengthening partners in each of the regions—down to the Farmers Get a Better Deal
district and ward level—will capture Tanzanian Under the Tanzania Private Enterprise Support
Activities (PESA) project, DAI correctly identified
Government, private sector, civil society, and donor-funded the role of associations as key leverage points
programs working in agriculture and food security, for the delivery of training, TA, market
business development, training, financial services including facilitation, and development of policy issues.
Twenty-three thousand farmer families became
informal VSLAs, vocational training, service, input, affiliated through 181 farmer associations.
equipment providers, and trade and industry associations. Participating farmer families enjoyed a fivefold
This dynamic information will be captured in a project increase in average annual income for core
cash crops. USAID/PESA also helped farmers
database for use by implementing partners and PEPFAR, establish or revitalize 55 SACCOS. More
but will be transferred to key Tanzanian Government farmers now have regular access to farm inputs
partners such as the Ministry of Health and Social Welfare, and can balance their annual cash flows. PESA
also advocated to abolish the oversized
TACAIDS, the National Economic Empowerment lumbesa bags that resulted in less cash for
Council, the Ministry of Industry, Trade, and Marketing, farmers. With the collaboration of several
and the Ministry of Agriculture and Food Security so that regional and district governments, the use of
the information is gathered and updated for regular public lumbesas has been reduced dramatically. With
their improved market knowledge, small farmers
use. Table C-1 illustrates the information we will capture. now make greater profits.
IMARISHA will conduct follow-up surveys and mapping
exercises with our partners in Years 3 and 5. By the end of the project, EHSA will have embedded the
capacity to perform these surveys in Tanzanian Government institutions and local implementing
partners interested in developing this skill, so that Tanzanians effectively own the continuation of
regional indicator monitoring.
TASK THREE: ROLL OUT TRAINING. IMARISHA must ensure that PEPFAR, Tanzanian Government, and
implementing partners have access to a broad set of economic strengthening methodologies and tools
designed for the needs of health practitioners. Due to the dynamic range of organizations that will
receive support, IMARISHA will ensure that different levels and kinds of capacity building occur
simultaneously. Some organizations need to start at the beginning, with basic information and
discussion about the feasibility of engaging in economic strengthening programs. Others will need
more advanced support. IMARISHA will offer two sets of training—core and advanced.
Core economic strengthening training will focus on enhancing understanding of specific aspects
of the Framework including the economic and non-economic dimensions of households—how they
prioritize economic activities, manage risk, and cope with changing economic shocks, and monitor
and evaluate ES interventions.
Advanced economic strengthening training will focus on cutting-edge innovations and tools in
household economic strengthening. These courses will vary widely, focusing on topics such as
financial sustainability, public private partnership development, private sector engagement, food
security and climate change, or use of subsidies in service market expansion.
We will publish a list of available training, and post it on RUDI and TACAIDS’ websites, with contact
information for IMARISHA and instructions for enrollment. The IMARISHA team will announce and
distribute training schedules to stakeholders through office visits, at stakeholder meetings, and through
implementing partner networks as noted in Task One. Over the first two years, Ms. Green, Mr.
Kapongo, and Mr. Ndanshau will conduct at least 15 training sessions, which will continue through
Year 5. IMARISHA will draw upon local experts and resource partners to deliver the courses in
Kiswahili, which will also help solidify relationships between and among new organizations that have
never worked together. For example, we will link participating organizations with existing workshops
on basic financial access and financial literacy delivered by organizations promoting GSLAs (such as
Catholic Relief Services [CRS], CARE, PACT, Aga Khan Foundation, and Oxfam), microfinance
(such as Pride Tanzania, FINCA, Opportunity International, and BRAC), or financial literacy at a
macro level (such as Microfinance Opportunities, Financial Sector Deepening-Tanzania, and Femina).
Seminars on the links between food security and economic development will be delivered by
organizations such as RUDI, TechnoServe, Netherlands Development Organisation (SNV), Fintrac,
CRS, CARE, and others. As these organizations and programs “self-select” to join IMARISHA-
sponsored training, we will require that at least 33 percent of trainees are female to align with
Tanzanian Government affirmative action requirements.
TASK 1: LINK HEALTH AND ECONOMIC STRENGTHENING PARTNERS. The first step to successful
engagement is linking PEPFAR partners into existing development, agricultural and food security
initiatives in the seven regions and sub-districts. This includes the ongoing INGO and foreign donor
programs—including the RUDI-led Business Environment Strengthening for Tanzania Advocacy
Component, funded by Kingdom of Denmark, United Kingdom, Royal Kingdom of Netherlands and
Kingdom of Sweden that builds the capacity of private sector organizations in Tanzania—and also the
significant number of Tanzanian Government efforts (for example, activities included in each District
Agricultural Development Plan [DADP], and at the national level [Kilimo Kwanza efforts]). The
IMARISHA team will use the same process that ROADS has, linking each site to district agricultural
offices with MOUs that formalize the relationship and expected inputs from each party, followed by
ward-level workplans that establish training schedules. IMARISHA will also support peer-to-peer
exchanges and demonstration projects to show successful methodologies.
TASK 2: FACILITATE DIALOGUE. In order to promote a sustained, multi-sectoral response, IMARISHA will
support partners and collaborators to host and sponsor quarterly economic stakeholder meetings to
facilitate dialogue on programmatic priorities, challenges, lessons learned, and best practices on
partner-selected themes. For example, a regional meeting in Dodoma hosted by Family Health
International (FHI) may focus on good M&E practices, while a national meeting hosted by the NEEC
may focus on raising awareness on the goals of the National Strategy for Growth and Reduction of
Poverty (MKUKUTA) and how this strategy aligns with IMARISHA goals and priorities. The
meetings will be held in Dar es Salaam to address national level coordination and will rotate across
each of the seven districts where IMARISHA will operate. Stakeholders will share facilitation costs,
while IMARISHA staff will provide guidance and technical leadership to promote ownership, ensuring
that stakeholder meetings and dialogue continue after IMARISHA.
While the landscape of partners addressing MVC and vulnerable households is rich with multi-sectoral
committees including the MVCCs, and TACAIDS’ Multisectoral AIDS Committees, the groups
convened by discrete agencies appear to operate in isolation addressing individual agendas, rather than
working in concert with one another. Thus, beginning in year three, project staff in coordination with
PEPFAR implementing partners will organize local cross-sectoral working groups that include the
MVCCs, CMACs/WMAC, district level agricultural extension officers, community development
officers, and others that will bridge the divide. These working groups will meet quarterly to plan new
joint initiatives or review existing ones, share results, and address obstacles and challenges.
TASK 3: USE TECHNICAL ASSISTANCE TO SUPPORT STRATEGIC ALLIANCES. For some partners, fostering
linkages and building sustained strategic alliances around the economic framework will require more
than training and dialogue. The TA facility launched in Year 1 will be a special vehicle, providing
PEPFAR partners with longer-term access to TA from IMARISHA project staff or local, regional, and,
in rare cases, international consultants. For example, DAI’s agricultural production expert, Chuck
Chopack, has worked for nearly 30 years in Africa and worldwide to address the challenges of food
security. Mary Miller, another DAI expert, has more than 30 years of banking and international
development experience providing expertise in commercial bank and microfinance institution
management, SME credit, and value chain finance. The TA facility will help partners use ES tools and
knowledge to improve economic strengthening programming, design new activities, develop alliances
with other health or BDS providers, or evaluate existing initiatives.
IMARISHA will prioritize TA through a competitive process, selecting recipients using a strict set of
criteria that considers a partner’s economic objectives and planned outcomes; long-term proposed
opportunities for new, especially female, beneficiaries; willingness to share lessons learned with a
broad audience; ability to invest in staff development in economic strengthening; and demonstrated
commitment to gender equity, with targets and indicators clearly defined.
TASK 4: USE COMPETITIVE GRANTS FUND TO SUPPORT INNOVATIONS AND SCALE-UP. Mr. Kapongo, with
support from Finance Manager Jacquesdol Massawe will publicize the IMARISHA innovation grants
fund nationally in Year 1 to support new innovations or take existing activities to scale. DAI
implements grant facilities in many of its multi-year projects to incentivize creative thinking and
catalyze the market. Our grant systems include established standards for managing grant information.
Ms. Massawe will use DAI’s USAID-approved Grants Administration Handbook, which defines roles
and responsibilities of staff, and offers standardized templates. IMARISHA will issue an RFA in Year
2 to allow local and international organizations to submit grant proposals. Livelihoods Manager
Deogratius Kapongo will organize workshops to announce the program and assist potential partners
with the application process. Where specific pilot activities do not reach women or men in a high-
enough proportion, Mr. Mgaramo and the project team will review program design to determine
whether a change in program methodology will improve outreach. Pilot program design must not
include structural barriers to participation by women or men, unless a group clearly demonstrates the
social benefits to both men and women through a gender exclusive program. Mr. Kapongo will help
grantees seek private sector matches to fund more and larger pilots, including:
Improvements in VSLAs that include HIV-affected groups, which may include creating an apex
facility to link more prosperous VSLAs to external sources of funding for loans.
Piloting a community health insurance scheme in a specific community with an organization such as
PharmAccess or linking VSLAs into a community-based health insurance scheme.
Piloting a livelihoods and prevention program for men married to BRAC borrowers/savers through
a partnership with the Engender Health CHAMPION program.
Launching a voucher scheme for input/equipment supply for groups of vulnerable households
engaged in small scale agriculture (for example with KickStart).
Piloting a food security and livelihoods initiative with Pathfinder to address the dire nutritional
conditions in Shinyanga while improving the income of adolescent girls under pressure to return
home with cash in their pockets. In Mwanza and Shinyanga Regions, for example, it is common for
older female caretakers to pressure girls into transactional sex for goods or money for the household.
Improving incentives or compensation for “volunteer” community health workers that link to
income-generating activities, such as with an M-PESA agent or social marketing agent.
Testing new M&E methods and/or supporting strategic M&E efforts, such as gender-sensitive
impact assessments for key causal models.
TASK 5: BUILD AND FACILITATE PUBLIC-PRIVATE PARTNERSHIPS. Some initiatives will be poised to move
beyond small pilots into more advanced commercial activities. For these more advanced initiatives,
IMARISHA will target support led by Economic Development Manager Mr. Ndanshau. These efforts
will focus on building long-term public-private partnerships with BDS providers, trade associations,
multinational corporations, or commercial agriculture companies. In some cases, these will be pure
public-private partnerships; others may be GDAs with USAID involvement, and others may be
activities that could leverage local commercial bank funding backed by a Development Credit
Authority (DCA) facility.
For example, Barrick Gold—which procures the vast majority of the items it needs to operate its mines
(from uniforms and food to highly sophisticated machine parts) from multinational corporations—
recently began a concerted effort to procure from local suppliers from around the mine and the nearby
Shinyanga region and the Lake Zone. It faces tremendous difficulties in finding local producers able to
meet its price, quality, quantity, and timing specifications. Under ROADS, DAI works with Barrick to
identify AIDS-affected micro-entrepreneurs to supply basic commodities to Barrick mines near
Kahama town. IMARISHA could link Barrick to regional implementing partners to publicize tender
will begin a dialogue with the Ministry of Agriculture, Office of Poverty Reduction and Economic
Empowerment, and the Ministry of Community Development, help them articulate needs and
objectives, and secure a commitment to participate in formulating an economic strategy and
undertaking ES activities.
TASK 2: CONVENE TASK FORCE AND IMPLEMENT STOCKTAKING Can “Kilimo Kwanza” Also Support HIV-
AT SUBNATIONAL LEVEL. The initial engagement process will Vulnerable Farmers? Yes, With IMARISHA’s
culminate with IMARISHA project staff formalizing Help
collaboration through a multisectoral task force to link One challenge for IMARISHA is the potential
limitation of the highly-touted Kilimo Kwanza
partners from the health and economic sides by month nine. (“agriculture first”) resolution, which articulates
The taskforce, led by Mr. Ndanshau, will outline a Tanzanian the Tanzanian Government’s desire to
Government-IMARISHA coordination plan; identify pilot transform Tanzanian agriculture into a modern
and commercial sector and “grow Tanzania out
opportunities that can be started and implemented within a of poverty.” While the resolution aims to reduce
12-month timeframe; and devise a mechanism for M&E poverty, its focus on the needs of larger, more
success and a plan for subsequent coordination. Within two commercial farmers and their need for
investment in mechanization, modern irrigation,
weeks of the first task force meeting, members will draft their technologies, formal finance, and infrastructure
first annual workplan. does not address the needs of the poorest of
the poor. IMARISHA can set the framework for
Once engaged, IMARISHA will use the taskforce as a vehicle reaching down to subsistence farmers and
to begin a stocktaking of sub-national committees engaged in addressing needs specific to HIV, such as labor
livelihoods to determine where there is need and desire for conservation techniques, harvesting food crops
for sale and consumption, and reducing stigma.
strengthened capacity. While some of this information will be As in PESA and ROADS, commercial
garnered from the household economic needs assessments agriculture is a continuum from post-
and mapping exercises noted in Objective 1, this activity will subsistence to large agribusiness.
identify common Tanzanian Government interests and
opportunities for coordinated programming. For example, Tanzania’s national agricultural extension
network stretches broadly across the country, but with only 4,000 extension agents, lacks depth.
Extension officers interact daily with farming households, but tend to focus on the more successful
farmers to the exclusion of others working at the subsistence level. The Director of Crop Development
at the Ministry of Agriculture, Geoffrey Kirenga, has expressed desire to incorporate health outreach
into extension officer training. With the assistance of the Ministry of Health and Social Welfare,
extension officers could improve and enhance training by integrating lessons on nutrition and educating
on low-labor intensive, highly nutritious produce.
Other opportunities exist through “community conversations” facilitated by volunteer health workers
such as Salvation Army’s Mama Mkubwa Groups. These village-level meetings may provide the
venue for local economic development and health workers to
jointly receive IMARISHA-sponsored livelihoods training. Improving Agricultural Extension to AIDS-
Moreover, by building these relationships at the local level, Affected Communities
IMARISHA will enable the government’s health, agriculture DAI’s PEPFAR-funded Urban Gardens Program
and community development workers to make informed in Ethiopia currently works at multiple levels to
coordinate health and economic/ agricultural
referrals for services provided in other sectors. activities in the 12 cities in which the project
works. Project agricultural extension officers link
TASK 3: SECOND TANZANIAN GOVERNMENT STAFF MEMBER TO project gardening beneficiaries into community
IMARISHA. Under PEPFAR I, FHI and PACT seconded staff conversations, facilitated by local health
members to the Department of Social Work (DSW) to fill extension officers and the district level AIDS
Coordinating bodies. Community
capacity gaps and provide much needed TA, particularly on conversations, which previously covered health
collection and data management, M&E, and organizational related topics only, now include home and
capacity development. Building off this increased capacity, school based agriculture, improved techniques
for garden maintenance, addressing issues
Ms. Green will work to secure agreement from Tanzanian related to wastewater and other environmental
Government to second staff members from the DSW or issues and crop varieties to grow at home.
Ms. Green will sponsor cross-sectoral working groups that include MVCCs, TACAIDS Multi-Sectoral
AIDS Committees, district agricultural extension officers, community development officers and the
PEPFAR implementing partners group. IMARISHA will help MVC and OVC care implementers
facilitate access for MVCCs to entry points in existing agricultural and food security initiatives (such as
TechnoServe’s SHIFT program in the Iringa Region or CRS’s Great Lakes Cassava Initiative in
Mwanza). New initiatives might prepare secondary school students for post-graduation employment,
linking them with additional vocational training opportunities as DAI did in Indonesia on the
USAID/SENADA program in a public private partnership with CISCO; or agricultural production and
processing initiatives, as DAI did in the USAID/Liberia Community Infrastructure Program.
assessments with each partner. On the USAID/SAHACOM program in Cambodia, for example, DAI
and its local partner, KHANA, used this approach to disseminate and implement two M&E tools in
household economic assessments and household economic profiling in a national network of 39
HIV/AIDS and OVC-supported NGOs. Between March and July 2010, household economic
assessments are being completed nationally in over 1,500 households using only local resources.
Leveraging IMARISHA TA and grant facilities, broader and advanced support will be provided to
implementing partners in developing and integrating economic-focused causal models and M&E
systems and indicators based on the Framework. This effort will also help in conducting evaluability
assessments to establish baselines and measure the appropriateness of ES M&E processes. Aligned
with IMARISHA coordination and linkage activities, IMARISHA will ensure that partners have access
to local resources and service providers that can support their evaluation efforts. DAI will engage
universities, think tanks, NGOs, and consulting firms to provide monitoring, evaluation, auditing,
enumeration, and statistical services.
TASK 3: STRENGTHEN THE EVIDENCE BASE BETWEEN ECONOMIC LIVELIHOODS AND HIV/AIDS. Recent
studies conducted in various countries, including South Africa, Zambia, and Malawi, demonstrate the
positive impact of economic strengthening efforts to increase incomes, protect assets and/or to provide
cash transfers for vulnerable populations. Economic strengthening activities can improve nutrition,
increase school enrollment, improve ability to seek healthcare when needed, and reduce reported
illness. Although encouraging, DAI strongly believes that sustaining a national response to mitigating
the negative economic effects of HIV/AIDS will take stronger, clearer, Tanzania-specific evidence of
the positive impact of economic strengthening efforts on increasing incomes and protecting household
assets; improving nutrition and food security; and improving social well-being and health of groups
including poor HIV/AIDS households, OVCs, adolescent girls, women, and elderly caregivers.
Lead by M&E specialist Mr. Mgaramo, IMARISHA will serve as an important knowledge resource for
strengthening this evidence base for PEPFAR and implementing partners by completing, compiling,
publicizing, and offering various forums for discussing existing and future research on:
Evidence collected from donor-funded health and livelihoods programs;
Research questions that could guide larger, independently-funded impact assessments;
M&E and Knowledge Management challenges, practices, and outcomes;
Indicators, methodologies and tools for measuring and evaluating impact;
Catalogued examples of current/past Tanzanian/global programs that have integrated livelihoods
and HIV/AIDS programming, and their experience with impact measurement;
Documented input from leading health and livelihoods practitioners globally and from multiple
donors on possible impact indicators and their potential as well as limitations; and
Effective approaches for disseminating and utilizing M&E results and other program feedback to
continuously improve ES program performance.
ENVIRONMENTAL COMPLIANCE
DAI fully commits itself to complying with USAID’s Environmental Procedures. Under IMARISHA,
all program proposed activities will be screened against the Mission’s Initial Environmental
Examination (IEE) to determine their threshold, and we will seek Mission guidance on activities that
may not have been included in the IEE. For example, a program working with fisherfolk on Lake
Victoria would need to comply with an IEE. We will prepare an Environmental Mitigation and
Monitoring Plan (EMMP) for all activities with a positive or negative threshold determination. For
activities with positive determination, Environmental Assessments will be prepared as required by IPs
and grantees. We will submit the EMMP to the Mission Environmental Officer for approval.
Chief of Party
Technical Colleen Green Designated DSW
Advisory or TACAIDS
Committee Staff
Economic
Finance Livelihood
Development
Manager Manager M&E Manager
Manager
Jacquesdol Deogratius Khalid Mgaramo
Nsanya
Mussawe Kapongo
Ndanshau
FIELD VISITS
Our team will operate from Dar es Salaam to facilitate interaction with Tanzanian Government and
other donor stakeholders and will coordinate closely with resource partners in the regions, making
frequent visits to project sites. By leveraging the infrastructure and presence of our resource partners,
we will cost-effectively maintain a presence throughout Tanzania.
Ms. Green will lead a “road show” to visit each field location and reach out to local partners in those
regions in the first three months;
Mr. Kapongo will spend approximately 25 percent of his time on field visits to local partners—
RUDI and our resource partners (Technoserve, Pathfinder, and Kickstart) have agreed to provide
temporary office space as needed for IMARISHA staff in each focus region;
Mr. Mgaramo will conduct randomized visits to project sites (at least one site per month) to verify
project reporting and collect feedback on project challenges and successes;
Each organization that hosts a pilot project will be required to host one of the IMARISHA staff for
periodic site visits and might also be asked to host visitors from other IMARISHA-sponsored
programs if their pilot is particularly successful; and
Ms. Green will also attend the launch of pilot projects and will work closely with Tanzanian
Government counterparts to facilitate visits of their staff to IMARISHA field sites.
KEY PERSONNEL
CHIEF OF PARTY – COLLEEN GREEN. Ms. Green, a microenterprise and financial services specialist with a
focus on economic strengthening for HIV/AIDS affected populations, manages DAI’s portfolio of
projects that address the economic strengthening of these groups. Within this portfolio she directly
manages the USAID/Ethiopia Urban Gardens Program, which improves income and nutrition of OVC
and caregivers, and contributes regularly to the East Africa ROADS Project, providing TA on VSLA
training, capacity building and design. Previously, she served as Project Director for the Accelerated
Microfinance Advancement Project (AMAP) Financial Services Knowledge Generation Project. For
this $5.3 million research project, she oversaw 10 subcontractors, coordinated with other donors
undertaking research, ensured quality of research deliverables, and ensured dissemination of lessons
learned. She also provided technical input on and oversight of work to mitigate the financial impact of
HIV/AIDS. This included developing a training course on HIV/AIDS for microfinance institutions
which has been used throughout Africa and providing TA to Mozambican MFIs interested in AIDS
prevention education, market research, and financial monitoring.
During her 10 years at DAI, Ms. Green has been an active member of DAI’s HIV/AIDS Response
Team, focused on addressing the economic obstacles caused by HIV/AIDS. During her tenure at DAI,
Ms. Green provided short-term assistance to the National Microfinance Bank of Tanzania as part of a
turnaround team engaged with the bank prior to privatization. Although her work primarily focused on
credit administration, she also led the bank in undertaking a knowledge, aptitude, and behavior survey
of staff on HIV/AIDS, which led to the creation of workplace prevention and peer education program
that reached more than 4,000 staff and family members. Previously, Ms. Green worked for consulting
organizations on microenterprise development and served as a small business advisor with USAID.
From 2006-2009, Ms. Green was an adjunct faculty member at the Johns Hopkins School of Advanced
International Studies, where she co-taught a course on microfinance and development. Ms. Green has a
master’s degree in economic development from Tufts University.
ECONOMIC DEVELOPMENT MANAGER – NSANYA NDANSHAU. Mr. Nsanya Ndanshau is an agricultural
economist with 20 years of professional experience including more than seven years managing
development projects for international organizations. His expertise lies in improving agricultural
production and raising incomes and generating employment for the poor. He has worked for
international donors including DANIDA and SNV, as well as for the Tanzanian Ministry of
Agriculture and Food Security. Mr. Ndanshau holds a Master of Science in Agricultural Economics
from the University of Reading in the United Kingdom and speaks fluent English and Kiswahili.
LIVELIHOODS MANAGER – DEOGRATIUS KAPONGO. Mr. Kapongo is a livelihoods and community
development specialist with ten years of experience working on community and household economic
strengthening. His work includes facilitating VSLA formation to improve women’s access to credit,
working with community-based organizations to generate capital funds for investment into income-
generating activities; and promoting and expanding use of improved agricultural technologies.
MONITORING AND EVALUATION SPECIALIST – KHALID MGARAMO. Mr. Mgaramo brings 10 years of
experience in M&E with a background in research and income generation. He is currently the M&E
Specialist for the Tanzania Private Sector Cluster Competitiveness Program. Previously, he worked as
the M&E Manager for Kickstart International in Tanzania, where he oversaw the development and
implementation of M&E and impact assessment for Kickstart’s programs. He holds a bachelor’s degree
in Agriculture from Sokoine University and is trained in participatory rural appraisal (PRA), sub-sector
analysis, program design, monitoring, and evaluation, and SPSS.
FINANCE MANAGER – JACQUESDOL MASSAWE. Ms. Massawe has more than 13 years of financial
management experience, including project accounting and grants management. She has extensive
experience working with international organizations and has worked with more than 200 Tanzanian
NGOs as grantees and partners. Mrs. Massawe has a Postgraduate Diploma in Financial Management
from the Institute of Finance Management and is currently finalizing her dissertation for a master’s
degree from Mzumbe University.
Under the USAID-funded Kenya Access to Rural Finance Project, DAI improves access to and
quality of financial services in Kenya, particularly as it relates to rural populations and for agricultural
commodities grown by small farmers. In 2009, Ms. Green designed a financial sector activity to
upgrade the omena segment of the fisheries value chain on Lake Victoria while incorporating women
most at risk for contracting HIV/AIDS, DAI focused on market-based activities to support fisher
women, improve their ability to organize, increase their economic bargaining power, and improve their
access to needed financial services—particularly savings and working capital loans. DAI also
recommended ways to engage financial service providers in the region to better serve this market.
Funded by USAID and PEPFAR, the Urban Gardens
Program for HIV-Affected Women and Children in Linking Economic Growth and HIV/AIDS
Prevention
Ethiopia provides caregivers and OVC with agricultural
Using PEPFAR wrap-around funding, DAI’s
training, inputs, and drip irrigation kits to create community- Market Access, Trade and Enabling Policies
and school-based vegetable gardens. As a result, HIV/AIDS- Project (MATEP) launched a program for
affected households have a more nutritious and reliable diet, delivering HIV/AIDS prevention messages to
workers linked to the Zambia Export Growers
and gardeners are linked with local markets to sell extra Association (ZEGA), Hotel and Caterers
produce and generate income. Urban Gardens has reached Association of Zambia (HCAZ) and District
13,162 households and 38,642 OVC. DAI is now securing Business Associations (DBAs) throughout
Zambia. To date, 264 individuals on ZEGA
private sector partnerships with international and local farms, 390 individuals in HCAZ establishments,
agricultural producers to ensure sustainability. and 453 individuals in Mazabuka have been
trained as HIV/AIDS Awareness Educators. In
addition, over 450,000 individuals have received
TEAMING ARRANGEMENTS prevention messages and brochures as part of
this peer education program. MATEP is a great
SUBCONTRACTORS example of how to integrate HIV/AIDS
Our primary local implementing partner, RUDI, creates messages and activities into export-oriented
capacity and expands opportunities for small enterprise growth programs.
development from the small-holder rural farmer to the
enterprise expanding into international trade. RUDI provides extensive local networks within the
government and private sector, is agriculture-driven, understands the needs and constraints of the
vulnerable Tanzanian households, and is poised to serve as liaison and leader in this multi-sectoral
effort. In 2007, RUDI took over activities from DAI’s Private Sector Support Activities (PESA) project
after it ended, and now supports public-private dialogue in Songea Rural, Mbarali, Kilombero,
Handeni, and Lushoto. Currently, RUDI manages two projects: Building Rural Incomes Through
Associations funded by Norges Vel (Norway) and the Smallholder Horticulture Outgrowers Promotion
project, funded by USAID. RUDI also works with the Tanzania Agriculture Partnership (TAP), a
public-private partnership under the Agriculture Council of Tanzania with 30 partners at district,
national, and international levels.
RESOURCE PARTNERS
We have identified several resource partners who will support IMARISHA activities and help
disseminate information. We have chosen these partners because they bring wide geographic coverage,
a balance between HIV/AIDS and economic strengthening implementing partners, and offer the chance
to forge clear links within the private sector and with the Tanzanian Government. These partners have
concrete ideas for how they can support IMARISHA and what support they need to improve their
programs. They will also be eligible to compete for grants and TA. Letters of association for these
resource partners can be found in Annex F.
Annex A
Performance Monitoring Plan
Project Goal The overall goal of the IMARISHA project is to improve the effectiveness of economic
strengthening approaches to mitigate the (economic, social, and health) impact of AIDS on
vulnerable AIDS-affected households in Tanzania.
Project objectives Increase household Stabilize household Stabilize household Expand household
assets and use of self- incomes in consumption and income and
insurance mechanisms HIV/AIDS-affected management of cash consumption in these
by HIV/AIDS-affected households flow in these households
households households
The overall desired outcome of the President’s Emergency Plan for AIDS Relief (PEPFAR)
economic strengthening activities is to ensure that families meet basic needs of all members of
the vulnerable households, in spite of changes in the family situation due to HIV/AIDS. The
following IMARISHA project objectives will help implementing partners achieve the four
objectives and desired outcome mentioned above. IMARISHA project objectives will be
achieved through project capacity building activities, effective coordination and partnership, and
innovative and sustainable economic strengthening approaches that will be monitored and
evaluated throughout the project. Specifically, IMARISHA will:
Build capacity of PEPFAR Implementing Partners (including PEPFAR and its implementing
partners, Government of Tanzania institutions, local nongovernmental organizations (NGOs)
and community-based organizations (CBOs), and private sector organizations) to successfully
design, implement, monitor and evaluate effective economic strengthening interventions
targeting vulnerable HIV/AIDS-affected households with orphans and vulnerable children
(OVCs), people living with HIV/AIDS (PLWHAs) and/or caregivers in at least seven focus
regions of Tanzania.
Build, clarify and expand linkages of PEPFAR economic strengthening efforts with other
programs targeting poverty reduction, food security, and economic growth.
The PMP will contribute to improving project performance by assuring that comparable data are
collected, reported, disseminated and used on a regular and timely basis for project planning and
decision-making. Because the IMARISHA project has multiple capacity building activities with
several partners and target groups in various regions of the country, it is essential that all project
team members and consultants understand the requirements of the PMP and their respective
contributions. Use of the PMP increases the likelihood that the program will have access to
comparable data over time, even if key personnel change.
IMARISHA will have one full-time staff member devoted to project M&E data collection,
analysis and reporting activities, but other IMARISHA project staff, IPs, and possibly local
research institutions or consultants will also be engaged in elements of project M&E activities.
ILLUSTRATIVE INDICATORS
In collaboration with our ES implementing partners, monitoring data, and periodic household
economic surveys will measure progress and any problems in the implementation of ES
interventions, and to measure improvements in the economic and health status in vulnerable
HIV/AIDS affected households who are receiving ES support. Data for the below indicators will
be collected directly by IMARISHA and our implementing partners. For timely and accurate data
collection, IMARISHA will provide technical assistance to IPs on the design and implementation
of baseline and follow-up household economic strengthening and institutional capacity surveys
of vulnerable HIV/AIDS-affected households and individuals.
Indicators will be pulled from two main sources:
PEPFAR Illustrative Indicators. Several of the following PEPFAR indicators will measure
PEPFAR ES objectives for AIDS affected households and capacity-building for ES
implementing partners:
Number of eligible HIV/AIDS affected adults and children provided with economic
strengthening services (annually);
Number of vulnerable households or individuals reached with at least one economic
strengthening intervention (Years 1, 3, and 5);
Number of vulnerable households or individuals receiving economic strengthening training
(annually);
Number of vulnerable households that have recovered or acquired new assets (Years 1, 3, and 5);
Number of vulnerable households’ members participating in market driven IGA (annually);
Proportion of individuals participating in IGAs who are linked to growth oriented approaches
with EG/NRM initiatives; and
Number of vulnerable households graduating from PEPFAR direct support for basic needs
and school necessities.
ES Output and Impact Indicators. The draft PMP presented as Table A-2 provides an
illustrative list of indicators to measure IMARISHA project activity success, including
information on indicator, unit of measurement, disaggregation variables and data collection
methods, frequency, and reporting schedule.
Performance Indicator Unit of Disaggregated by Targets/Expected Results Data Collection Method &
Measurement Schedule of collection
OBJECTIVE 1 — INCREASED CAPACITY OF PEPFAR AND USAID IMPLEMENTING PARTNERS
Number of vulnerable households reached by Number Organization providing outreach Reach X HH with ES ES implementing partner
IMARISHA ES implementing partners. Type of ES support received outreach activities by the end monitoring records on
of the project. outreach work and training:
Region monthly tallies.
Gender of HH head
Number of vulnerable individual Number Gender of beneficiary Reach X vulnerable ES implementing partner
reached/benefitting from IMARISHA ES Age of beneficiary individuals with ES outreach monitoring records on
activities. activities by project end. outreach work and training:
Type of ES support received monthly tallies.
Region
Organization providing support
Number of key ES concepts/approaches Number Region Introduced broad range of ES implementing partner
introduced to vulnerable households (financial Organization providing ES support ES concepts and monitoring records on
literacy; protection of assets; savings; micro- approaches to target outreach work and training:
insurance; micro-credit mechanisms; Number of ES approaches beneficiaries in all seven monthly tallies.
investment in higher return IGAs, livelihoods, specifically targeting women project regions.
and small holder agriculture).
Number of vulnerable households Number Region X HHs actively using ES ES implementing partner
participating in ES approaches to help Type of ES approach introduced: approaches to stabilize HH monitoring records on
stabilize household income, household (financial literacy training; savings; income, consumption, outreach work and training:
consumption, and/or manage household cash use of micro-credit; micro- and/or cash flow monthly tallies.
flow. insurance mechanisms; investment management by end of the
in higher return IGA / livelihoods project
Number of women benefitting for ES participation in strong social
interventions in vulnerable households, by support networks)
type of ES approach used.
Age of women
Number of ES capacity building trainings Number Region; X trainings conducted with IMARISHA project training
conducted by IMARISHA for ES partner Type of ES training provided ES stakeholder organizations records: monthly tallies.
organizations (Government of Tanzania by end of project; Broad
institutions; NGOs, CBOs; private sector); Name of Organizations receiving range of effective ES
PEPFAR implementing partners. training approaches covered in
trainings by end of project.
Performance Indicator Unit of Disaggregated by Targets/Expected Results Data Collection Method &
Measurement Schedule of collection
Number of ES implementing partner staff Number Region; X staff of ES stakeholder IMARISHA project training
trained in ES by IMARISHA. Gender of trainees organizations trained in ES. records: monthly tallies.
Type of ES training received
Organizational affiliation of trainees
Percent of trainees retaining knowledge of key Percent Region 80%+ of trainees retaining Pre-post training survey; and
ES concepts and methodologies: immediately Gender of trainee; knowledge of key ES one-year trainee follow-up
following training and one year after concepts and/or approaches survey (annually).
completion of training. ES concepts and approaches covered in the trainings.
Organizational affiliation of trainee
Percent of IMARISHA trainees using ES Percent Region 75%+ of trainees actively Pre-post training survey; and
concepts, approaches and / or methodologies Gender of trainees using ES concepts and/or one-year trainee follow-up
in their work with vulnerable communities, approaches learned in survey (annually).
households, and/or individuals, within one IMARISHA trainings.
year after training.
Number of NGO, CBO, and / or private sector Number Name and type of organization; By end of the project the IMARISHA survey of
organizations adopting/introducing/supporting Type ES activity or approach majority of NGO / CBO / PS NGO,CBO and private sector
new ES strengthening approaches learned adopted / supported organizations receiving ES stakeholders: Year 1
from IMARISHA in their work with vulnerable training are using / (baseline),and years 1 and 5;
populations. supporting new ES Also IMARISHA quarterly
approaches learned from project monitoring reports on
IMARISHA . IP ES activities.
OBJECTIVE 2 — ESTABLISHED LINKAGES, STRATEGIC ALLIANCES AND PILOT PROGRAMS
Number of pilot ES programs initiated, by type Number Region X pilot ES programs IMARISHA program
of organizations initiating ES program, type of Type of ES activity piloted introduced in the seven monitoring data; monthly.
ES activity; and region of activity. project regions (combined)
Size of target population by project’s end.
Names of ES implementers
Number of beneficiaries of ES activities in pilot Number Region X vulnerable HH / IMARISHA and ES
ES programs by type of organization Gender of beneficiaries beneficiaries of ES pilot implementing partner
introducing ES activity, type of ES activity programs introduced during program monitoring data;
introduced, and region of activity. Age of beneficiaries IMARISHA , with at least half Household Economic
Type of ES activity of the beneficiaries being Assessment Surveys in Year
female. 1, 3, and 5.
Number of vulnerable households using self- Number Region X vulnerable HHs adopting Household Economic
insurance or community micro-insurance Gender of HH head self-insurance or community Assessment Surveys in Year
mechanisms after one year of exposure to ES micro-insurance mechanism. 1, 3, & 5; ES partner monthly
intervention. monitoring data
Performance Indicator Unit of Disaggregated by Targets/Expected Results Data Collection Method &
Measurement Schedule of collection
Number of vulnerable households whose HH Number and Region X by the end of the project. Household Economic
income has increased after one year of Percent of HHs Gender of HH Assessment Surveys in Year
exposure to ES intervention. 1, 3, and 5.
Type of ES intervention(s) exposed
Number of all targeted households benefiting Number Region X by end of the project. IP and pilot project ES
in at least one measurable way from ES Type of ES intervention(s) exposed monitoring records (monthly)
intervention after one year exposure to ES and Household Economic
intervention (increased income; net increase in Survey in Years 1, 3, and 5.
capital assets, resumption of schooling;
improved nutritional status).
Percent of targeted households benefiting in Percent Region More than 50 percent of all Household Economic Survey
at least one measurable way from ES Type of ES intervention(s) exposed vulnerable HHs exposed to in Years 1, 3, and 5.
intervention after one year exposure to ES interventions, benefitting (conducted jointly by
intervention ( increased income; net increase in at least one measurable IMARISHA and IPs).
in capital assets; resumption of schooling; way after one year.
improved nutritional status).
Percent of all targeted vulnerable households Percent Region More than 50 percent of all Household Economic Survey
benefiting from ES intervention exposure after Type of ES intervention(s) exposed vulnerable HHs exposed to in Year 1, 3, and 5.
one year of exposure to ES intervention as ES interventions, benefitting
measured by stabilization of key HH assets from stabilized HH assets.
(maintaining or net gain in capital assets;
financial assets; land holdings; household
labor).
Percent of all targeted vulnerable households Percent Region More than 50 percent of all Household Economic Survey
benefiting from ES intervention exposure after Type of ES intervention(s) exposed vulnerable HHs exposed to in Year 1, 3, and 5.
one year of exposure to ES intervention as ES interventions, benefitting
measured by increased HH income. in improved household
income.
OBJECTIVE 3 – IMPROVED GOVERNMENT OF TANZANIA CAPACITY
Number of Government of Tanzania ministries, Number Names of Government of Tanzania All targeted Government of IMARISHA project monitoring
departments, institutions, committees, etc. beneficiary organizations or units Tanzania institutions records: monthly tallies.
receiving ES training from IMARISHA. receiving ES capacity
building training by project
end.
Performance Indicator Unit of Disaggregated by Targets/Expected Results Data Collection Method &
Measurement Schedule of collection
Number of Government of Tanzania personnel Number Region At least X Government of IMARISHA project monitoring
receiving ES training from IMARISHA. Gender of trainees Tanzania personnel receiving records: monthly tallies.
ES training from IMARISHA .
Names of Government of Tanzania
organizations
Number of Government of Tanzania Number Name of Government of Tanzania By end of the project the IMARISHA survey of
organizations adopting/introducing/supporting organization or department majority of Government of Government of Tanzania
new ES strengthening approaches learned Type of ES activity or approach Tanzania institutions stakeholders: Year 1
from IMARISHA in their work with vulnerable supported receiving ES training are (baseline),and years 1 and 5;
populations (Note: add a similar indicator for using / supporting ES efforts Also IMARISHA quarterly
NGO, COB PS IPs). targeting vulnerable project monitoring reports on
households. Government of Tanzania ES
activities.
Number of linked and coordinated ES Number Type of organization (Government New intersectoral linkages Quarterly project activity
activities started between health/nutrition, of Tanzania; NGO; CBO; private for ES activities established monitoring data; review of
economic, and/or NRM organizations sector) targeting AIDS affected new ES projects initiated
targeting AIDS affected households. Type of sectors (health; economic households. during project period.
development; NRM)
Type of ES activity supported
OBJECTIVE 4 — ENHANCED EVIDENCE BASE THROUGH INCREASED M&E CAPACITY
ES knowledge management stakeholder Task Date a functioning ES KM ES knowledge management IMARISHA project monitoring
network established, including regular accomplished stakeholder network is established network established and data for KM activity; monthly.
stakeholder info exchange meetings and ES (Yes/No) functioning by year 2 of the
KM website for ES discussion, ES information project.
storage and sharing.
Number of ES stakeholder organizations Number By region Active participation by ES Stakeholder Surveys:
actively participating in ongoing ES knowledge Name of organization NGO; CBO; majority of ES NGOs, CBOs, Years 1, 3 and 5; IMARISHA
management process of sharing ES Government of Tanzania and Government of Tanzania quarterly monitoring
information, knowledge, ideas, experience, institution; Private Sector; donor stakeholders in ES KM information from ES KM
needs. organization) network by end of project. activities.
Type of organization (NGO; CBO;
Government of Tanzania
institution; Private Sector; donor
organization)
Performance Indicator Unit of Disaggregated by Targets/Expected Results Data Collection Method &
Measurement Schedule of collection
Number of ES M&E dissemination and/or Number Organization At least two M&E feedback IMARISHA and ES partner ES
feedback meetings held by ES implementing Region of activity or dissemination meetings project monitoring records.
partners per ES project per year of Review of project quarterly
(Also: qualitative examples of how M&E data Total number of participants in implementation. reports.
used for program planning and decision- M&E meetings
making).
Percent of ES implementing partners ES Percent Organization At least 2.5% of ES project Brief annual survey of ES
project budgets allocated for M&E activities. budgets allocated to M&E implementing partners ES
activities. activities and budget
allocations.
ANNUAL WORKPLANS
Project annual workplans will include M&E indicators linked to key activities and expected
results. The annual workplan will also include a review of the previous year’s achievements,
problems encountered, and progress toward proposed outputs and targets.
Annex B
Key Personnel CVs and Letters of
Commitment
Contents
COLLEEN E. GREEN .................................................................................................................................. B2
Chief of Party
NSANYA NDANSHAU ................................................................................................................................. B7
Economic Development Manager
DEOGRATIUS KAPONGO ........................................................................................................................ B10
Livelihoods Manager
KHALID MGARAMO.................................................................................................................................. B13
Monitoring and Evaluation Specialist
JACQUESDOL NATHAN MASSAWE........................................................................................................ B17
Finance Manager
COLLEEN E. GREEN
Chief of Party
Colleen Green is a microenterprise and financial services specialist with 15 years of experience
working with private sector, not-for-profit, governmental, and donor organizations to address
impediments to fostering microenterprise development. Most recently, her work has focused on
populations affected by HIV/AIDS, specifically addressing the improvement of livelihoods and
household safety nets. During her 10 years at DAI, Ms. Green has been an active member of
DAI’s HIV/AIDS Response Team, which has focused on identifying and developing
development solutions to address the economic obstacles that result from HIV/AIDS. Currently,
Ms. Green is the Technical Area Manager for the HIV/AIDS and livelihoods group in DAI’s
health sector. In this role, she oversees a portfolio of projects aimed at improving the livelihoods
of those affected by HIV/AIDS, namely orphans and vulnerable children, caregivers, women,
and other at-risk groups. Ms. Green serves as the home office project team leader for a five-year
project in Ethiopia that works with local community-based organizations to train HIV/AIDS-
affected women and children in urban gardening techniques.
Other recent assignments include developing the Group Savings and Loan Program for the
Roads to a Healthy Future (ROADS II) project in Makambako and Tunduma, Tanzania, and
designing a new activity that would upgrade the omena segment of the fisheries value chain on
Lake Victoria while incorporating women most at risk for contracting HIV/AIDS. Ms. Green’s
Tanzania experience includes frequent consultancies between 2001 and 2005 with the National
Microfinance Bank of Tanzania, which included standardizing its credit policies and procedures
across the bank and implementing an HIV/AIDS workplace peer education and prevention
program.
Before joining DAI, Ms. Green worked for various nongovernmental organizations (NGOs) and
consulting firms on microenterprise development and served as a small business advisor with the
U.S. Agency for International Development’s (USAID’s) Bureau for Europe and the New
Independent States. For three years starting in 2006, Ms. Green also served as an adjunct faculty
member at the Johns Hopkins School of Advanced International Studies, where she co-taught a
course on microfinance and development. Ms. Green has a master’s degree in economic
development from the Fletcher School of Law and Diplomacy at Tufts University and speaks
Spanish, Russian, and German.
PROFESSIONAL EXPERIENCE
EDUCATION
M.A., Law and Diplomacy, Fletcher School of Law and Diplomacy, Tufts University, 1993
B.A. with Honors, International Studies and German, University of Oregon, 1989
LANGUAGES
SELECTED PUBLICATIONS
Green, Colleen. The Role of Financial Services in the Economic Empowerment of AIDS-
Affected Households: A Review of Practice and Options in Kenya. Financial Sector Deepening -
Kenya. December 2008
Green, Colleen. “Microfinance and HIV/AIDS Note 2: Strategic Partnerships” and Microfinance
and HIV/AIDS Note 6: the Role of Donors and FundersUSAID-funded AMAP Financial
Services Knowledge Generation Project. February 2008 and September 2008.
Fraser, Frances, Colleen Green, and Mary Miller. Microfinance and HIV/AIDS: Tools for
Making Institutional Changes in Response to HIV/AIDS. AMAP Financial Services Knowledge
Generation Project. Washington, D.C.: USAID, January 2005.
Green, Colleen, Mary Miller, Laurie Liskin, and Joan Parker. Microfinance and HIV/AIDS:
Defining Options for Strategic and Operational Change. A Workshop for MFI Staff. USAID
Microenterprise Best Practices Project. Washington, D.C.: USAID, October 2001. Revised
December 2004 under the USAID-funded AMAP Financial Services Knowledge Generation
project.
NSANYA NDANSHAU
Economic Development Manager
PROFESSIONAL EXPERIENCE
national and district Tanzania Ministry officials, including from the Ministry of Agriculture and
Food Security, the Ministry of Finance, and the Ministry of Industry and Trade.
Team Leader, HIMA, DANIDA, Tanzania (January–December 2002)
Provided technical and managerial support to agricultural sector, including environmental
aspects such as soil erosion and use of organic fertilizer and pesticides. Managed 60 technical
staff and 12 support staff. Responsible for project budget management and funding approvals.
Coordinated daily with local government on project implementation.
District Agricultural Advisor, HIMA, DANIDA, Tanzania (July 1998–2001)
Provided technical assistance to District Councils on various administrative and technical issues
pertaining to local government reforms and the effective running of the HIMA program. Piloted
various income-generating activities apart from mainstream agriculture, including rearing of
small animals and indigenous chickens. All of these activities improved women’s economic
empowerment. Introduced technologies for reduction of women’s workload, including draught
animals and energy-saving stoves. Supervised 21 agricultural staff.
Sector Planner, Planning and Policy Division, Ministry of Agriculture, Tanzania
(January 1990–July 1998)
Member of policy analysis and technical advisory team, providing support to the Minister.
Prepared review of sector programs and donor projects. Coordinated external assistance for
bilateral and multilateral funding. Coordinated sector plans, including budget.
EDUCATION
LANGUAGES
DEOGRATIUS KAPONGO
Livelihoods Manager
Deo Kapongo has seven years of experience helping individuals and communities identify way
to improve their lives through income generation, access to credit, and money-saving
opportunities. Mr. Kapongo is currently a Capacity Building Officer with CARE International. In
this position, he assists community-based organizations to develop income-generating activities
and facilitates business skills training. He also conducts outreach to and support of water and
community associations to implement savings and credit activities. Previously and also with
CARE International, he served as a Project Officer working with community leaders and Ward
Development Committees to identify people living with HIV/AIDS and develop a collective
response to improve opportunities for and support of households affected by HIV/AIDS. Mr.
Kapongo has also focused on opportunities for women’s group to access credit for economic
priorities. He has experience promoting and expanding the use of improved agricultural
technologies including labor saving agricultural equipment to support households affected by
long-term illness. Mr. Kapongo has an Advanced Diploma in Community Development from the
Community Development Training Institute in Arusha. He speaks English and Kiswahili.
PROFESSIONAL EXPERIENCE
EDUCATION
LANGUAGES
KHALID MGARAMO
Monitoring and Evaluation Specialist
Khalid Mgaramo has eight years of professional monitoring and evaluation and research
experience in development. He has expertise in the development of monitoring and evaluation
plans and practical experience in participatory rural appraisal (PRA) tools and adult learning
methodologies. In his current position as Monitoring and Evaluation Specialist with the Tanzania
Private Sector Foundation Cluster Competitiveness Program (CCP) he developed and manages
the project monitoring and evaluation system. Previously, he spent three years with KickStart
International as the Monitoring and Evaluation Manager. In this role he managed the Monitoring
and Evaluation Department and implementation of the monitoring and evaluation program. He
was responsible for evaluation updates to the Executive Board and to donors, including analysis
of project implementation progress and impact. In addition to measuring the impact of economic
development activities, he conducted market research and market intelligence for donors and
helped develop success stories. As a Monitoring and Evaluation Technician for ACDI/VOCA on
the SEEGAAD project Mr. Mgaramo trained staff, government field officers and private sector
partners in essentials skills to implement monitoring and evaluation activities. As a Research
Assistant for the Urban Vegetable Promotion Project (UVPP) he supported data collection and
analysis and developed and conducted agricultural trainings for project beneficiaries. Mr.
Mgaramo has B.Sc. in Agriculture from the Sokoine University of Agriculture in Morogoro,
Tanzania. He speaks English and Swahili.
PROFESSIONAL EXPERIENCE
Conducted End Term Participatory Evaluation for CARE international TUMA UMA project in
Kasulu Kigoma, Tanzania (June 6–17, 2005)
Facilitated organic farming training to UNHCR implementing partners from Kigoma, Kasulu,
Kibondo and Ngara Districts in Kigoma (June 11–13 2003).
Participated in CARE International Magu District Livelihood Security Project (MDLSP) and
Misungwi Food Security Project (MIFOSE) - Mid Term Evaluations (29th September to 13th
October 2003)
EDUCATION
LANGUAGES
SELECTED TRAININGS
National Urban Agriculture workshop conducted by Urban Vegetable Promotion Project (UVPP)
and University of Dar es Salaam at Christian Council of Tanzania (CCT) Kurasini Dar es
Salaam, June 2001.
PROFESSIONAL EXPERIENCE
Grants Manager, African Medical and Research Foundation (AMREF), Dar es Salaam,
Tanzania (October 2006–February 2007)
Had overall responsibility for project accounts and approval responsibility for funds requests
from AMREF offices. Provided support to other AMREF projects in Dar office and in Mwanza.
Planned and coordinated review exercises of all partners under the Global Fund and USAID-
funded projects in accordance with assessment and verification tool.
Reviewed and approved financial reports from participating institutions.
Established operational budget for projects by determining available funds and reviewing
planned activities and their associated costs.
Approved and coded project expenditure vouchers (salaries, purchases, claims, and general
journals).
Participated in regular review meetings with Program Managers and Country office
management to discuss project implementations progress and resolve financial and accounting
issues and queries.
Prepared monthly financial statements to reflect the project financial performance.
Reviewed donor financial statements/reports in accordance with the grant agreements.
Participated in internal and external audits as planned, through provision of the necessary
accounting documents, information, and explanation as deemed necessary.
Prepared, reviewed, and compiled all partner budgets receiving global fund (under AMREF)
and participated in budget harmonization process with the Ministries of Health, Finance, and
Defense; and the Prime Minister’s office, Regional Administration and Local Government
(PMORALG), Project Management Unit (PMU -NACP), and TACAIDS
Project Accountant, AMREF, Tanzania (January 1997–September 2004)
Responsible for projects funded by multiple donors including USAID, the Canadian and Swedish
International Development Agencies, the United Nations Population Fund, Joint United Nations
Programme on AIDS, Danish International Development Agency, the Netherlands Embassy,
Family Health International, the European Union, the World Health Organization, the United
Nations Children’s Fund, Irish Aid, Comic Relief, and the U.K, Department for International
Development. Assisted with donor budget preparation according to country office policies,
procedures, and donor contracts.
Provided operational support to project managers on expenditure management.
Assisted project managers to prepare and update operational budgets for the projects.
Instructed project managers to review income and expenditure statement monthly.
Participated in internal and external audits as scheduled and provided auditors with
accounting documents as requested and provided explanations for audit queries.
Ensured all income and expenditure statements were available monthly.
Maintained project budgets in accounting system.
Prepared donors’ financial reports and ensured submission to donors.
Maintained adequate control of project resources and assets.
Ensured proper bookkeeping was maintained at the central and field project offices in Iringa,
Serengeti, Bunda, and Morogoro.
Prepared payment vouchers and control of cash and bank account.
Maintained the project asset register.
Entered vouchers and budgets in the Sun Accounting System.
EDUCATION
Training
USAID Rules and Regulations Training, Nairobi, Kenya, 2008
LANGUAGES
SELECTED PUBLICATIONS
Grant Making for OVC Service Provision in Tanzania: The case of CSOs in Tanzania Presented
in 2008 HIV/AIDS implementers conference in Kampala, Uganda.
www.hivimplementers.com/2008/pdf/E11/E11_1111_Massawe.pdf
Financial Management Practices in Non-Governmental Organization (NGOs) in Tanzania: The
case of NGOs Receiving Donor Funds for Most Vulnerable Children (MVC). Master’s degree
research paper.
Annex C
Tables and Graphics
Annex D
Past Performance
Past Performance
TABLE D-1: RECENT, RELEVANT DAI PROGRAMS
USAID markets;
Piloted innovative approach to increase formal
finance sector options to SMEs;
Worked with clients to integrate HIV/AIDS awareness
and prevention into core of their businesses.
Stamping Out 3/5/07– Worked to minimize zoonotic threats and the risk Murray Trostle
Pandemic and 12/31/10 that HPAI becomes a human pandemic;
Avian Influenza [email protected]
Helped build developing countries’ capacity to
$35,839,343 prevent, detect, respond to, and stop HPAI and
USAID
other zoonotic disease outbreaks and minimize the
resultant economic and nutritional consequences; Alternate contact:
Addressed select human health aspects of HPAI Alisa Pereira
such as exposure during poultry production and
safety measures taken during outbreaks; [email protected]
Helped governments develop protocols for
preparing for and responding to pandemic influenza;
and
Offered a wide range of technical assistance and
training services to regional and national
governments, municipalities, commercial poultry
producers, and NGOs throughout the world to plan
for and prevent outbreaks of HPA.
RESPOND 9/30/2009– Improves training capacity for skills to respond to Rob Henry
9/29/2014 suspected outbreaks by building animal and human
USAID [email protected]
health capacity in the public and private sectors;
$184,895,540 Improves the linkages among animal and health +202 712 0484
organizations, including universities and host
country governments, in responding to outbreaks;
Improves capacity to conduct investigations of
suspected outbreaks;
Introduces technologies to improve capability of field
epidemiologists to conduct surveillance and
outbreak investigations.
Annex E
Illustrative Workplan
Annex F
Letters of Association