DAI Technical Proposal - USAID-Tanzania-10-007-RFA

Tanzania:
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:
Gary Kinney Rural Urban Development Initiatives

Director, Office of
Contracts, Pricing, and
Procurement
This proposal includes data that shall not be disclosed outside the Government and shall not be duplicated, used, or disclosed—
in whole or in part—for any purpose other than to evaluate this proposal. If, however, a contract is awarded to this offeror as a
result of—or in connection with—the submission of this data, the Government shall have the right to duplicate, use, or disclose
the data to the extent provided in the resulting contract. This restriction does not limit the Government’s right to use information
contained in this data if it is obtained from another source without restriction. The data subject to this restriction are contained in
all sheets in this document.
DAI Washington 7600 Wisconsin Avenue Tel: 301 771 7600
Suite 200 Fax: 301 771 7777
Bethesda, Maryland www.dai.com
20814 USA
June 11, 2010
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
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 contracts@dai.com on any correspondence.
Sincerely,
Jerry Martin
Managing Director, Health Sector
jerry_martin@dai.com
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
Management and Staffing and Key Personnel 15

MANAGEMENT AND STAFFING STRUCTURE .........................................................................................................15
Appropriate Technical, Managerial, and Financial Staff ....................................................................................15
Sustainability and Country Ownership................................................................................................................16
Use of Tanzanian Staff .........................................................................................................................................16
Field Visits..............................................................................................................................................................16
Technical Advisory Committee............................................................................................................................17
KEY PERSONNEL..........................................................................................................................................................17
MONITORING AND EVALUATION ...............................................................................................................................18
Institutional Capacity and Past Performance 19

CORE COMPETENCIES ...............................................................................................................................................19
TEAMING ARRANGEMENTS .......................................................................................................................................20
Subcontractors .....................................................................................................................................................20
Resource Partners ................................................................................................................................................20

Use or disclosure of the data contained on this page is subject to the restrictions on the title page of this proposal
Tanzania: Economic Strengthening for Households Affected by AIDS ii
Annex A: Performance Monitoring Plan

Annex B: Key Personnel CVs and Letters of Commitment
Annex C: Tables and Graphics
Annex D: Past Performance
Annex E: Illustrative Workplan
Annex F: Letters of Association
Tables and Figures

TABLE
1 IMARISHA Implementation Framework ............................................................................................ 2
2 Key Personnel Roles and Responsibilities......................................................................................15
FIGURE
1 IMARISHA Organizational Structure................................................................................................15

Tanzania: Economic Strengthening for Households Affected by AIDS 1
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.
GOALS AND REQUIREMENTS TO ACHIEVE OBJECTIVES

Realization of our vision will require that stakeholders replace the current piecemeal, health-siloed,
donor-driven approach to reducing economic burden of HIV/AIDS on government, society,
households, and individuals with an integrated, community-driven strategy of national scope based on
enhanced economic coordination, engagement, empowerment, and measurement. Using the approach
outlined below, we will achieve USAID’s goal of improving the effectiveness of economic
strengthening approaches to mitigate the impact of HIV/AIDS on vulnerable households in Tanzania
by focusing on four major requirements. Table 1 outlines the goal and requirements for IMARISHA,
and how they connect to support USAID’s desired outcomes.
TABLE 1: IMARISHA IMPLEMENTATION FRAMEWORK
GOAL: IMPROVE THE EFFECTIVENESS OF ECONOMIC STRENGTHENING APPROACHES TO MITIGATE THE
IMPACT OF HIV/AIDS ON VULNERABLE HOUSEHOLDS IN TANZANIA
Requirement One: Requirement Two: Requirement 4: Enhanced
Requirement Three:
Increased capacity of Stronger linkages, evidence base through increased
Improved Tanzanian
PEPFAR and USAID strategic alliances, Monitoring and Evaluation (M&E)
Government capacity
implementing partners and pilot programs capacity
Additional Requirements
Technical Leadership Technical Leadership
Strategic Alliances
Knowledge Management Knowledge Management Knowledge Management
Strengthen and support Strengthen and support
Facilitation Tactics
MVCC MVCC
Technical Advisory Collaboration with Technical Advisory Technical Leadership
Committee USAID Committee
Outcomes
Increased government

Increased household assets and use of self- leadership and capacity to
M&E frameworks and methods
insurance mechanisms build confidence in economic
sustain an effective
strengthening strategies
Stabilized household income response to the pandemic
Stabilized household consumption and Advances in integrating
Expanded evidence base shows
how and when economic
managed cash flow vulnerable populations
strengthening helps mitigate the
Expanded household income and consumption into economic growth and
HIV/AIDS impact
social welfare policies

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.
OBJECTIVE 1: INCREASED CAPACITY OF PEPFAR AND USAID

IMPLEMENTING PARTNERS
USAID, PEPFAR, and their home-based care and OVC implementing partners, along with the
Tanzanian Government, are at the forefront of the fight against HIV/AIDS in Tanzania. IMARISHA
will build both Tanzanian Government and NGO IPs’ understanding and technical capacity in
providing ES services to vulnerable populations through training in ES concepts and appropriate tools
and methodologies. IMARISHA capacity strengthening activities will enable health practitioners to
understand, adopt, revise and/or expand appropriate economic strengthening activities in their
programs. IMARISHA will take the concepts already developed—from established economic
strengthening tools to the Household Economic Strengthening Technical Guidance for PEPFAR II
Programming (the Framework), among others—and use them to develop and create a common
language between the health and economic strengthening communities, leading to better programming,
more innovation, smarter partnerships, more appropriate services, and common indicators for impact
measurement. We will start with broad engagement and assessment, narrow our focus to provide
training to interested organizations, and finally, to provide TA and grants for pilot programs, which
provide a base from which our partners can replicate successful activities.
TASK ONE: CONVENE PARTNERS IN INFORMATIONAL DIALOGUE. To establish a common language and
vision for future economic strengthening capacity-building activities, IMARISHA, at the outset, will
convene different health audiences around the PEPFAR Tanzania economic framework. IMARISHA
will introduce and translate its main concepts, dissect jargon, demystify objectives, and expound on
challenges so that they are understood by the layperson or health or child-protection professional.
IMARISHA will lead partners in a discussion of how the framework relates to their beneficiaries,
explaining how the economic strengthening pathway can be operationalized as tangible programming;
identifying possible entry points for their beneficiaries; and acknowledging constraints and gaps that
may limit the approach. IMARISHA will also introduce its technical approach and support
mechanisms and how it relates to the overall framework and discuss implementing partners’ priorities.
Specifically, we will introduce the IMARISHA TA and grants facilities, along with criteria for
participation (see Objective 2).
Chief of Party Colleen Green will lead these events, drawing on her expertise and extensive
professional networks in Tanzania, with support from Mr. Ndanshau and Mr. Kapongo. The meetings
will start in Dar es Salaam to reach a core group of PEPFAR, home-based care and OVC organizations,
INGOs, government, and key local NGOs. The meetings will then expand to include a broader group

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.
OBJECTIVE 2: ESTABLISHED LINKAGES, STRATEGIC ALLIANCES, AND

PILOT PROGRAMS
DAI realizes that training must work in tandem with broader
The Link: Food Security and IMARISHA
long-term access to services, support, and partners to be
Some FAO estimates put undernourishment in
effective. Accordingly, the full realization of the Objective 1 Tanzania as high as 35 percent of the total
methodology transfer into sustainable programming will only population. The new GHFSI aims to reduce
occur if implementing partners can access and build strong reliance on food aid and improve local food
production. Tanzania is a Phase 2 GHFSI
linkages between themselves and the broader agricultural, country, meaning assistance in FY 2011 will
economic and business service provider community. Over move directly to supporting interventions that
Years 2–5, IMARISHA will build on its knowledge platform improve local food production. Similarly,
with partners and serve as a matchmaker between local health PEPFAR and PL 480 Title II programming have
initiated cooperative programming since 2005,
implementing partners and relevant economic strengthening and PEPFAR is in the process of finalizing a
partners. DAI has already done this on ROADS in Tanzania, series of indicators for improving the food
linking the ROADS project beneficiaries—low income security of HIV patients as well as food-
insecure-families. IMARISHA can help facilitate
women, people living with HIV/AIDS (PLWHA), and at-risk coordination to help these two sets of plans
youth—to the Technoserve-managed Sustainable work collaboratively.
Horticulture for Incomes and Food Security (SHIFT) project.
Led by Mr. Ndanshau, IMARISHA will introduce potential partners and identify opportunities to work
together. The project will use its grants and TA facilities to support pilots that foster innovation,
develop or expand strategic partnerships, or push existing programming to scale.

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

opportunities and supplier standards, spreading information to

a large number of PEPFAR beneficiaries and potential Real Success: Supporting the Private Sector
Can Help the Poor
suppliers. Barrick could then provide business skills and
Under the USAID-funded Zimbabwe Linkages
supplier requirement training, giving PEPFAR beneficiaries for the Economic Advancement of the
the knowledge and skills to grow their businesses. Disadvantaged project, DAI built strategic
alliances between the Women Lawyers
Association and local legal services providers,
OBJECTIVE 3: IMPROVED TANZANIAN leading to a successful voucher program. The
GOVERNMENT CAPACITY program expanded access to and reduced
prices of wills, guardianships, and property
As PEPFAR shifts its strategy from emergency response to transfers to AIDS-affected households.
sustainable country ownership, it is imperative that the In Zambia, the DAI-implemented Market Access
Tanzanian Government continue to expand its capacity to and Trade Enabling Policies Project built a very
facilitate, promote, and monitor public health responses that successful strategic alliance between ZATAC
Investment Fund and the commercial banking
help individuals and families coping with HIV/AIDS rebuild sector that provided $1.7 million in finance for
their lives and livelihoods. We will help the Tanzanian small farmers.
Government develop strategies that enable economic The DAI-implemented USAID/SENADA
strengthening, rather than attempting to provide it directly, Economic Competitiveness Project in Indonesia
used a Business Innovation Fund to
based on the Framework. institutionalize its key training services in local
service providers. By project end, five SENADA
A host of different Tanzanian Government programs work to technical services were privatized sustainably in
meet the needs of vulnerable populations in Tanzania, the automotive, garment, and sustainable
including the HIV-affected, but results to date have been furniture consulting industries, and 16 market-
limited and activities have been largely uncoordinated. driven ITC business solutions were developed
and available in the market.
IMARISHA must identify the right levers and Tanzanian
Government bodies—health/HIV, agriculture, and economic.
We will work through the existing systems and programs set up in coordination with PEPFAR and the
Global Fund as it relates to MVC and PLWA, and engage a myriad of other economic, social and
health bodies within the Tanzanian Government that address the needs of poor families, widows and
caregivers. Ultimately, IMARISHA’s success will depend on its ability to facilitate regular engagement
among government actors, help them establish a workable strategy for coordination, and create a plan
for activities to be implemented in the medium and long term at various levels. These tasks will be
challenging, particularly at the local level, where many committees are weak or non-functioning.
TASK 1: ENGAGE TANZANIAN GOVERNMENT HEALTH AND ECONOMIC ENTITIES AND FOSTER COORDINATION.
Ms. Green and Mr. Ndanshau will lead engagement with Tanzanian Government. Ms. Green will take
the lead on engaging various Tanzanian Government HIV and social welfare bodies, while Mr.
Ndanshau engages the Tanzanian Government on the economic and agricultural side. Ms. Green’s
background in both the HIV and economic strengthening fields and her recent work experience in East
Africa have given her professional networks she can leverage to bring the right people to the table.
Similarly, Mr. Ndanshau’s 20 years of experience and strong relationships with the Tanzanian
Government, particularly in integrated rural economic development and stakeholder coordination, will
give him credibility to access key partners.
Ms. Green will reach out to the DSW and the Implementing Partners Group (IPG) through their
monthly meeting process. However, given that this body works exclusively on issues related to
children, Ms. Green will also work with TACAIDS and the Multisectoral AIDS Committees at the
community (CMACs), ward (WMACs), and village (VMACs) level. IMARISHA will help them
articulate their needs and objectives, and secure a commitment for regular engagement. TACAIDS is a
key stakeholder within Tanzania’s national HIV/AIDS strategy, and was one of PEPFAR’s key
partners in drafting the Five-Year Partnership Framework in Support of the Tanzanian National
Response to HIV and AIDS, and can become a coordination point for other agencies. Mr. Ndanshau

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.

TACAIDS—or both—to IMARISHA in six month intervals.

By reversing the secondment and embedding DSW and/or Putting Impact Assessment Methodology
and Causal Models Into Practice
TACAIDS experts into the IMARISHA project team, the
Under the USAID AMAP-BDS Knowledge and
Tanzanian Government will gain a unique opportunity to Practices Private Sector Development Impact
build staff capacity in managing, monitoring, and evaluating Assessment Initiative Task Order (BDS-K&P),
programming to mitigate negative economic effects of DAI has published a dozen cutting-edge articles
and guides on conducting longitudinal impact
HIV/AIDS. Moreover, by participating, the government assessment and economic causal modeling.
demonstrates its commitment to breaking its donor IMARISHA will leverage DAI’s extensive M&E
dependency and reliance on sitting fees, and taking leadership experience in measuring economic livelihoods
and draw upon the growing body of empirical
for coordinating economic strengthening programs for evidence, demonstrating the positive impact of
vulnerable populations. IMARISHA will not pay sitting fees economic-strengthening interventions on the
or the salary of these individuals, but any travel or business well-being of HIV/AIDS-affected households.
related costs will be covered. This will demonstrate the
government’s commitment to improving overall capacity in economic strengthening and participating
as a full partner to IMARISHA.
TASK 4: DEVELOP AND ROLL OUT NATIONAL GUIDELINES ON ECONOMIC STRENGTHENING AND HIV/AIDS.
Under PEPFAR I, Tanzanian Government capacity building focused on harmonizing training materials
and curricula across Tanzania from ministries to line staff at the district level. Training topics focused
on health-related topics—Caregiving Skills, Para-Social Work Training, and Support and Protection for
MVC for example—not economic strengthening. Under PEPFAR II’s country ownership mandate,
Tanzanian Government must expand its understanding of a public health response that more effectively
helps individuals and families coping with economic burden of HIV/AIDS.
Ms. Green will engage DSW and TACAIDS starting in Year 2 to develop Tanzania’s first national
guidelines on economic strengthening for HIV/AIDS households. These guidelines will communicate
the Framework in simple, easy to understand frameworks for how community health and social
workers can identify, engage, and implement economic programming with organizations in their
communities. The Government of Tanzania has made a firm commitment to advance the role of
women in society, and the National Strategy for Gender Development (2005) calls for gender
mainstreaming as a core strategy along with the equal inclusion of women and men in the development
process. Therefore, the guidelines will also give concrete suggestions for mainstreaming gender
concerns into economic strengthening activities. Guidelines will also explain impact evaluation;
appropriate uses of subsidy to stimulate and incentivize activities without crowding out private players;
and types of activities appropriate for different beneficiary groups (youth, PLWA with low CD4 counts
versus those whose viral load is low and well-managed, and women of varying ages). This approach
has been successful in Cambodia, where DAI, on the USAID Community Based HIV/AIDS
Prevention and Care Program SAHACOM, works with the Khmer HIV/AIDS NGO Alliance
(KHANA) to develop national economic strengthening guidelines for 39 local NGOs that provide
primary care and prevention support to PLWA and OVC.
TASK 5: STRENGTHEN AND SUPPORT MVCCS. Village-, ward-, and district-level MVCCs coordinate local
MVC responses, ensure the provision of essential services to MVC, and ensure flow of data to the
national government, donor agencies, and implementing partners. While the national response is clearly
charted, with a coordinated structure for management and data flow, MVCC activities are funded by a
diverse range of donors and programs. TACAIDS’ Multi-sectoral AIDS Committees, which feed into
the reporting and response structure of the NCAP and MVCCs, add a layer of complexity. Before
IMARISHA can build a bridge between MVC and economic strengthening stakeholders, we must first
create a platform for coordination. IMARISHA will invite members of the National Steering
Committee and its advisory arm, the National Technical Committee for MVC, to participate in the
TAC to ensure complementary approaches.

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.
OBJECTIVE 4: ENHANCED EVIDENCE BASE THROUGH INCREASED M&E

CAPACITY
Links between livelihoods development activities and household asset stabilization are clear, but
practitioners that integrate livelihoods interventions into HIV/AIDS programming to improve health
status and economic resilience are only beginning to develop M&E systems and indicators to measure
the health impact of integrated economic strengthening programming. The challenges to measuring this
impact underscore fundamental differences between mainstream HIV/AIDS interventions and
livelihoods programming. Rather than simply asking partners to track economic numbers better, we
will teach them how to systematize permanent economic strengthening M&E feedback and learning
systems, track household economic performance, and bolster sustainability by using this information
and data for outcome-oriented course correction to activities that do not produce results. In addition to
requiring grantees and pilot project co-funders to disaggregate M&E data by gender, IMARISHA will
disaggregate all relevant data in the project PMP by gender to identify where our efforts most
effectively assist different groups.
TASK 1: ENSURE THAT FEEDBACK AND LEARNING PROCESSES INTEGRATE INTO PROJECT FRAMEWORKS.
Typically, health program ES activities in Tanzania are tracked only in terms of outputs (number of
people receiving assistance or trained), and rarely in terms of their overall impact on reducing
household economic vulnerability. DAI’s most recent BDS K&P work, Assessing the Effectiveness of
Economic Growth Programs, offers strong examples of how measuring economic impact through
causal modeling can tangibly relate project prevention and care activities to specific economic-related
outputs, outcomes, and impacts. IMARISHA will help implementing partners integrate basic levels of
economic causal modality into project frameworks, including training in basic concepts of causal
models and knowledge management on how the economic strengthening Framework affects
HIV/AIDS mitigation, and sharing empirical evidence. This sharing will demonstrate the positive
impact of different multivariate causal models designed and implemented in Tanzania.
TASK 2: EXPAND AND INTEGRATE M&E PROCESSES AND SYSTEMS. IMARISHA and its partners will use a
common set of tools and guidelines to guide M&E design, develop and monitor progress toward
economic strengthening goals, verify assumptions, and measure results. This will allow partners to
observe changes in livelihoods over time, demonstrating the effectiveness of their programs in
achieving long-term objectives. Such rigor is standard in Tanzania for evaluating health-specific
outcomes, but revolutionary in measuring the longer-term impact of improved livelihoods.
Mr. Mgaramo will develop and disseminate a comprehensive series of M&E guidelines for identifying
and monitoring key household economic, food security, and nutrition indicators. We will adapt field
research methodology, sampling strategies, and questionnaires; inventory methods and survey
instruments for measuring priority indicators; and provide clear criteria and guidance to help partners
decide how and when to use them. We will also provide Household Economic Assessment and
surveying methodology and tools to partners, and conduct broad baseline and follow-up household

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.

Management and Staffing and Key Personnel

MANAGEMENT AND STAFFING STRUCTURE
FIGURE 1: IMARISHA ORGANIZATIONAL STRUCTURE
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
Office Manager Bookkeeper
APPROPRIATE TECHNICAL, MANAGERIAL, AND FINANCIAL STAFF

DAI has built a staffing structure that allows us to draw on best practices in economic strengthening
from different angles. Mr. Kapongo’s expertise lies in local-level economic strengthening; Mr.
Ndanshau’s in public and private sector capacity building and support for economic and agricultural
development; and Ms. Green’s in BDS and financial services. Together, these three technical staff
bring truly complementary expertise. With Mr. Mgaramo’s experience in both economic development
and M&E, the DAI team will not only make an impact—we’ll be able to measure it. Ms. Green, as the
Chief of Party, will play the role of “Super Facilitator.” She has worked closely with DAI’s finance,
Human Resources (HR), and contracts teams to ensure project success, including backstopping multi-
million dollar projects, directly managing the Accelerated Microenterprise Advancement Project
(AMAP) Financial Services Knowledge Generation (FSKG) project for three years, and leading one of
DAI’s key health practice areas. Ms. Green is a doer and a problem solver, working with all sides to
address issues as they arise. In the Key Personnel section that follows, we provide descriptions of the
qualifications of each of our core staff. Table 2 highlights each person’s major roles.
TABLE 2: KEY PERSONNEL ROLES AND RESPONSIBILITIES
Position/Name Roles & Responsibilities

Chief of Party Serve as principal liaison with USAID/PEPFAR and develop partnerships with the Government of
Colleen Green Tanzania; private sector counterparts; grantees; and community stakeholders;
Provide technical and intellectual direction and leadership;
Hold ultimate responsibility for all financial and administrative matters;
Build capacity of Tanzanian staff and oversee transition to a Tanzanian Chief of Party in Year 4;
Provide timely and accurate reporting to USAID on all program areas; and
Coordinate regional program activities with other donors.
Economic Create linkages between economic strengthening activities and broader EG programming;
Development Coordinate closely with Tanzanian Government staff to improve policy and strategy around ES
Manager activities;
Nsanya
Ndanshau Develop content for training materials focused on market access, market information, and linkages to
broader economic growth activities; and
Visit and review grantees and/or pilot projects to monitor progress and identify issues.

Position/Name Roles & Responsibilities

Lead IMARISHA-Tanzanian Government coordination task force
Lead efforts to build public-private partnerships
Livelihoods Oversee household economic assessment surveys
Manager Develop content for training materials focused on livelihoods activities;
Deogratius
Kapongo Coordinate with partners to identify livelihoods interventions and pilot projects;
Visit and review grantees and/or pilot projects to monitor progress and identify issues; and
Work with IPs to identify ways to integrate women into IMARISHA activities.
Monitoring & Develop final PMP with input from other Key Personnel and USAID;
Evaluation Formulate operational plans to monitor milestones and report on indicators;
Specialist
Khalid Mgaramo Design a reporting format that is acceptable to USAID, PEPFAR, and GHFSI
Develop a reporting schedule that provides USAID and IMARISHA staff with timely information;
Support project partners by developing reporting templates and ensuring proper use, and consulting
on M&E strategies and approaches as needed.
Finance Analyze budget estimates for allowability, allocability, reasonableness, and consistency;
Manager Review and audit field expense reports, monthly/quarterly project budgets, project pipeline, and other
Jacquesdol required financial information;
Massawe
Provide guidance and interpretation for program staff and grantees to ensure adherence to grant
management policies during application and implementation stages;
Ensure post-award management is provided in accordance with the relevant regulations—including to
reporting, audits, and more—in accordance with USAID directives and policies.
SUSTAINABILITY AND COUNTRY OWNERSHIP

As described in Objective 3, we propose to negotiate with DSW and/or TACAIDS to second a rotation
of staff members to IMARISHA in six-month intervals to support project activities. This approach
promotes sustainability by requiring a Tanzanian Government commitment to a long-term coordination
role from the start. By seconding a staff member to IMARISHA, the Tanzanian Government will:
Improve its internal capacity to develop and promulgate economic strengthening approaches;
Mitigate the risk of losing that capacity after IMARISHA finishes;
Provide a trusted conduit into the IMARISHA project itself; and
Develop a platform for long-term leadership on economic strengthening activities and approaches.
We will also promote ownership of new ideas and approaches from the private sector. Our Grants and
Technical Assistance Facilities will help entrepreneurial early adopters from the private sector take
initiative to create replicable approaches and improve their ability to absorb future donor funding. We
will link our approach to PEPFAR II strategies for country ownership to create internal capacity.
USE OF TANZANIAN STAFF
Four of our five key personnel are Tanzanian. Rather than rely on international advisors, our team will
bring perspectives from Tanzania and will work with counterparts and other stakeholders to identify
when and how to engage international expertise. In addition, DAI commits to turning the project over
to a Tanzanian Chief of Party at the beginning of Year 4. By transitioning IMARISHA to Tanzanian
leadership, we will not only talk about a commitment to local ownership—we will demonstrate it.
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.
TECHNICAL ADVISORY COMMITTEE

DAI is committed to the idea of a Technical Advisory Committee that advises and reviews
IMARISHA’s technical methodology. The TAC should draw upon expertise from PEPFAR and
USAID/Tanzania, the USAID microenterprise office, PEPFAR’s OVC and nutrition working groups,
and practitioners and development organizations such as Livelihood and Food Security Technical
Assistance, ROADS, and Food and Nutrition Technical Assistance. We propose participation from
TACAIDS’ Rustica Tembele, Director of National Response, and the DSW National Technical
Committee members. DAI also proposes the inclusion of Zan Northrip and Don Snodgrass, authors of
key economic strengthening approaches and causal models and long-time DAI staff. Mr. Kikoka, the
RUDI Chairman, will also be invited to participate. The TAC will meet virtually twice per year with
the option for overseas members to attend an annual workshop at their own expense.
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.
MONITORING AND EVALUATION

Mr. Mgaramo will launch M&E activities during start-up, starting with finalization of the performance
monitoring plan (PMP) (see Annex A). In Year 1, IMARISHA will conduct baseline assessments of IP
and Tanzanian Government economic strengthening capacity and needs, and will provide technical
support to IPs in conducting baseline household economic assessments for AIDS-affected target
populations in project areas, as discussed in Objective 1. Regular monthly monitoring will track
progress on project activities and indicators. Quarterly and annual M&E reports will report on
quantitative and qualitative results for key indicators, document challenges or obstacles encountered in
project implementation, and detail solutions and lessons learned. We will conduct mid-term and final
evaluations in Years 3 and 5 that will include follow-up assessments of improvements in IP and
Tanzanian Government economic strengthening capacity, and household economic surveys (to be
implemented by IPs with technical support from IMARISHA). Project M&E data will be disseminated
regularly to key stakeholders and used to improve program performance and document outcomes,
impact, and lessons learned.

Institutional Capacity and Past Performance

CORE COMPETENCIES
For 35 years, DAI has worked on the cutting edge of
economic development. From integrated rural agricultural Thought Leadership in Microenterprise
development programs in East Africa in the early 1970s to Development and HIV/AIDS
today’s focus on improving food security in the face of For more than a decade, DAI served as the lead
climate change and disease, we have been implementers and researcher and partner with the USAID
microenterprise office in addressing and
thought leaders on more than 500 projects. Since 1975, we researching the integration of HIV/AIDS with
have supported farmers and cooperatives, banks, businesses, microenterprise development. Under the
NGOs, and the Tanzanian Government. The project Accelerated Microenterprise Advancement
Program-Financial Services Knowledge
descriptions that follow detail our experience not only in Generation (AMAP-FSKG) Project and the
Tanzania, but in HIV/AIDS and economic strengthening AMAP Business Development Services
throughout the region. A list of our recent, relevant projects Knowledge and Practice project, DAI has
generated new research about appropriate non-
can be found in Annex D. financial and financial services for HIV/AIDS-
affected clients.
Currently, DAI leads implementation of the livelihoods
Our work included a research paper on
component under ROADS II, under which we are a Strengthening the Role of Productive Small
subcontractor to FHI. ROADS II works in nine countries in Enterprise in Affected Markets and MicroNotes
East Africa; DAI currently supports activities in Tanzania, series that highlighted programmatic
Rwanda, Burundi, Zambia, and Uganda. DAI has conducted recommendations for topics including:
HIV/AIDS Workplace Policies and Programs for
detailed economic assessments of ROADS II cluster MFIs; Microfinance and HIV/AIDS Strategic
members and surrounding communities, designs and rolls out Partnerships, as well as analysis of how savings
tailored livelihoods programs based on these assessments, and and health insurance products can be
effectively developed for AIDS vulnerable
links groups into existing market- or donor-led activities. DAI communities. Publications on HIV/AIDS and
facilitated the creation of informal group saving and loan microenterprise development can be found on
associations (GSLAs) and will reach more than 6,000 cluster www.microlinks.org.
and community members in eight sites by the end of 2010,
linking affected households with mainstream industrial and agricultural value chains and improving
financial literacy and business management.
Under the USAID-funded PESA, DAI promoted the development of producer associations in 11
districts within a six-region zone of Tanzania, providing TA to 170 associations with a combined
membership of 24,000. The team facilitated access to capital and linkages between small farmers and
markets, and promoted district-level all-stakeholder alliances that embraced direct
economic/commercial and crosscutting issues, such as HIV/AIDS mitigation, youth unemployment,
gender imbalance, and environmental balance. Project staff worked with selected government agencies
to promote public–private dialogue and disseminate market information over radio and internet. The
PESA team recognized the impact of HIV/AIDS early in the project and responded by integrating
HIV/AIDS programming into its activities and leveraging outreach in rural areas to deliver a training
program that integrated bio-intensive sustainable agricultural practices, nutrition, HIV/AIDS
prevention, and positive living training.
From 1999 to 2005, DAI supported the National Microfinance Bank of Tanzania (NMB), providing
TA in bank management, driving a roll-out of a new microfinance product to reach poor and
underserved clients, and helping NMB become a profitable commercial bank that provides a range of
financial services to poor and middle-income customers. From 2001-2005, proposed IMARISHA
Chief of Party Colleen Green assisted NMB in upgrading its credit administration and in implementing
a workplace prevention and peer education program to respond to the growing prevalence of
HIV/AIDS among staff.

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.

Tanzania: Economic Strengthening for Households Affected by AIDS
Annex A
Performance Monitoring Plan

Tanzania: Economic Strengthening for Households Affected by AIDS A1
Performance Monitoring Plan

Monitoring and evaluation (M&E) is an essential activity of the IMARISHA project to track
ongoing performance and measure progress towards IMARISHA proposed targets. M&E will
include monitoring of all project activities, including project inputs, processes, and outputs;
documenting achievements and identifying any problems in implementation of activities;
evaluating project outcomes and impact through periodic collection of survey data on key project
outcome indicators; disseminating M&E results and providing feedback on M&E data to
IMARISHA staff and partners to improve program planning through evidence-based decision-
making; and documenting lessons learned for the future. Project monthly program activity
monitoring data, qualitative methods (focus groups and in-depth interviews), and quantitative
sample survey methods will be used to collect information on key project M&E indicators,
including conducting baseline and follow-up assessments of implementing partners (IPs)
economic strengthening capacity and current economic strengthening (ES) activities; and, in
collaboration with ES implementing partners, conducting baseline and follow-up household
economic surveys of vulnerable households receiving services to measure ES intervention
impact. The PMP described below serves as a guide for the implementation of M&E activities of
the IMARISHA project.
TABLE A-1: IMARISHA GOAL AND OBJECTIVES
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.

Enhance capacity of organizations implementing PEPFAR economic strengthening

interventions. Build an evidence base and sound M&E processes for program decision-
making and evaluating program impact and effectiveness. Build a knowledge management
system for stakeholders to access, share, and use ES program information, results, and lessons
learned.
In addition to the above project objectives, the following intermediate results are expected:
Improvements in protecting, recovering, or acquiring new assets in AIDS-affected
households;
Increased use of microcredit, self-insurance, or community micro-insurance mechanisms;
Improved financial literacy; improvements in financial management and saving practices;
Stabilized household income;
Increased investment in and participation in higher returns IGAs, including macro-enterprises;
Maintaining or increasing school attendance of vulnerable school-age children; and
Increased household income and consumption.
PERFORMANCE MONITORING PLAN (PMP)

A detailed performance monitoring plan will be submitted to the AOTR within 90 days of
signing award. The PMP will outline the program activities, indicators (including key economic,
household nutrition, health and social support, and gender sensitive indicators), and expected
results that support PEPFAR targets. The IMARISHA Chief of Party and M&E staff will
collaborate with the Agreement Officer’s Technical Representative (AOTR) in finalizing
indicators and targets to be included in the final PMP.
The performance monitoring plan (PMP) contains information on the key indicators IMARISHA
will use to monitor project activities, performance and results. These indicators measure
progress, outputs, and outcomes necessary to achieve main IMARISHA project objectives,
which contribute to a number of higher-level indicators of the U.S. Government’s PEPFAR
program. The PMP also describes methods we will use to collect data on project M&E indicators
and the system for reporting and using results. Thus, the PMP will help us manage and document
IMARISHA ’s performance, enabling timely and consistent collection of comparable
performance data to assess progress, but also to identify potential problems and make evidence-
based management decisions.
As noted above, the M&E framework and indicators for IMARISHA ES capacity building
activities for implementing partners, and for monitoring the impact of ES interventions will be
finalized, in consultation with local IPs and the USAID AOTR.
The PMP serves to:
Define specific indicators to be monitored a monthly basis. Plan for the M&E baseline
assessment in Year 1, and benchmark assessments on key outcome indicators in Years 3 and 5;
Describe the system, methods, and frequency of project M&E data collection and reporting;
Incorporate relevant data collection requirements into specific project activities; and
Communicate expectations to partners responsible for producing outputs and outcomes.

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.

TABLE A-2: IMARISHA DRAFT PERFORMANCE MONITORING PLAN
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.

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

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.

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)

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.

PROGRAM REPORTING, MONITORING AND EVALUATION
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.
MID-TERM AND FINAL EVALUATIONS

The IMARISHA IP capacity assessments and household economic survey data collected in
Years 3 and 5, supplemented by project monitoring data and qualitative data collection, will be
used for mid-term and final project evaluations, planned for Years 3 and 5. The mid-term and
final evaluations will identify challenges faced in the implementation, success stories, and
lessons learned; document progress in achieving project objectives as measured by key project
outputs, outcomes, and impact indicators; and identify future needs.
ASSESSMENTS OF IP ES CAPACITY AND VULNERABLE HOUSEHOLD ECONOMIC SURVEYS

Data collection for M&E will begin during the first three months of the project, starting by
mapping of IP ES activities, capacity, and training needs, and with a baseline household
economic assessment sample survey for AIDS affected households in selected target areas in
project regions.
The IMARISHA project will complete the ES capacity assessment of IPs within the first three
project months. Working with the IPs, the IMARISHA project will complete two rapid baseline
assessments and one national mapping exercise across the seven regions within the first nine
months.
Interviewers / enumerators will be hired and trained to conduct household economic needs
assessments, 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. Additionally, the assessment will determine a
specific economic profile of groups and communities, allowing the project and implementing
partners to improve 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, which we 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 strengthening partners in each of the
regions—down to the district and ward level—will capture Government of Tanzania, private
sector, civil society, and donor funded programs working in agriculture and food security,

business development, training, financial services including informal VSLAs, vocational

training, service, input, equipment providers, and trade and industry associations.
The IMARISHA project will analyze assessments and write a baseline report to be disseminated
to IPs, USAID and the Government of Tanzania. Statistically valid sample populations for each
region will be drawn from ES intervention sites using rosters of vulnerable households of
PEPFAR implementing partners working with OVCs and PLHAs around the country. The result
of this work will be a powerful monitoring tool that PEPFAR and its local partners can use to
track key indicators across the five-year life of the project. Follow-up capacity assessments of
IPs and household-based surveys will be performed twice after the baseline: once in Year 3, and
once toward the end of Year 5 to obtain qualitative information and quantitative data on key
indicators of project outcomes and impact. By the end of the project, the IMARISHA project will
have embedded the capacity for institutional capacity and household economic strengthening
surveys in Government of Tanzania institutions and/or local implementing partners interested in
developing this skill, so that Tanzanians can own the continuation of ES indicator M&E into the
future.

Annex B
Key Personnel CVs and Letters of
Commitment

Tanzania: Economic Strengthening for Households Affected by AIDS B1
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
DAI, Bethesda, Maryland (February 2000–present)

Technical Area Manager, HIV/AIDS and Livelihoods, Health Sector
(October 2008–present).
Principal Development Specialist, Economics, Business and Finance Group
(April 2004–October 2008).

Senior Development Specialist, Economics, Business and Finance Group

(February 2000–April 2004).
Responsible for building and managing DAI’s work at the intersection of HIV/AIDS and
economic development including building linkages with partners and piloting new projects
that serve AIDS-affected communities in the sphere between food security and livelihoods,
and providing technical assistance to micro, small, and medium-sized enterprise (MSME)
development and health projects, donor organizations, and financial institutions. Select
assignments include:
Urban Gardens Program, USAID, Ethiopia (October 2008–present). Provides
technical direction as the home office project team leader for a five-year project that
works with local community-based organizations to train HIV/AIDS-affected women and
children in urban gardening techniques. Served as Acting Chief of Party for two-week
period in September 2009.
Roads for a Healthy Future (ROADS II), USAID and Family Health International,
Uganda and Tanzania (May 2010 and December 2009). Conducted refresher training on
managing Group Savings and Loan Associations (GLSAs) for community-based trainers
in Malaba, Uganda. Reviewed, modified, and strengthened new GSLA activities in
Tunduma and Makambako, Tanzania. Provided strategic input into the design and
implementation of current and future activities including contracting and supervising
local service providers to act as GSL facilitators.
Kenya Access to Rural Finance Project, USAID, Kenya (June 2009). As part of a two-
person team, reviewed and recommended designs for 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. The recommendations focused on a set of
market-based activities that could support fisher women, improve their economic
bargaining power, and improve the ability of fisherfolk to gain access to needed financial
services, namely saving and loans for fishing-related activities. In addition, made
recommendations on how to engage financial service providers working in the Lake
Victoria region to better serve this market niche.
Financial Services and HIV/AIDS Research Study, Financial Sector Deepening –
Kenya, Kenya (July–August 2008). Key researcher for an assessment for the Financial
Sector Deepening (FSD) Trust– Kenya on the prospects of defining a market-based
approach to developing financial services in Kenya that contribute to the prevention of
HIV/AIDS and mitigate the economic impact of HIV/AIDS. The assessment produced a
publically available report on the nexus of financial services and HIV/AIDS in Kenya
and a set of recommendations for FSD’s future strategy.
Project Director, Accelerated Microenterprise Advancement Project (AMAP)
Financial Services Knowledge Generation Project, USAID, Washington, D.C. and
global (September 2003–January 2007). Directed $5.3 million microfinance research
project and provided direct oversight activities designed to mitigate the financial impact
of HIV/AIDS. Selected activities included:
Author, HIV/AIDS and Microfinance MicroNotes on Partnerships and the Role
of Donors and Funders (February and September 2008).

Co-trainer, Microfinance and HIV/AIDS: Defining Options for Strategic and

Operational Change, Addis Ababa, Ethiopia, and Johannesburg, South Africa
(August 2004 and September 2004). Conducted three-day training for 21 participants
in approaches to mitigating the financial impact of HIV/AIDS on Ethiopian financial
institutions, their staff, and clients, and helped institutions refine products for AIDS-
affected clients. In South Africa, trained nine Africa-based trainers in promising
practices and interventions to mitigate the financial impact of HIV/AIDS on financial
institutions, their staff, and clients. This training-of-trainers course is being rolled out
throughout Sub-Saharan Africa with USAID funding.
National Microfinance Bank (NMB), Government of Tanzania, Tanzania (October
2001, July 2002, November 2002, April 2003, February–March 2005). Assisted NMB’s
head office in standardizing lending practices and administration across branches. Also
assisted NMB in upgrading its workplace policies and benefits to respond to the growing
prevalence of HIV/AIDS. Oversaw NMB’s contract with the African Medical and
Research Foundation (AMREF) to undertake a knowledge, aptitude, and behavior of
HIV/AIDS survey for 1,000 staff members and the adoption of a workplace peer
education program that reached more than 4,000 staff and family members.
Linkages for Economic Advancement of the Disadvantaged (LEAD) Project,
USAID, Zimbabwe (May–June 2002). Helped design a grants facility for business
service providers and microfinance institutions to create innovative product and service
offerings for low-income clients in a high HIV/AIDS-prevalent environment.
Economic Growth Officers’ Training, USAID, Washington, D.C. (September–
October 2000). Developed materials for training module for USAID economic growth
officers focused on USAID’s history and work in microenterprise development.
Small Business Advisor, Europe and New Independent States (NIS) Bureau, USAID
(September 1997–January 1999)
Assisted in management, evaluation, and design of USAID projects in small and microenterprise
development in Ukraine and managed programs in Poland, Russia, Montenegro, and Kosovo.
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
German (fluent); Spanish and Russian (intermediate)
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
Nsanya Ndanshau is an agricultural economist with 20 years of professional experience,

including seven years managing the implementation of agricultural development projects for
international organizations. His economic strengthening expertise specifically addresses efforts
to increase production, income, and employment for the poor. He currently works as a Senior
Private Sector Development Advisor with the Netherlands Development Organisation (SNV)
Tanzania, in the Northern Zone. In this position, he provides capacity building services to
intermediary level private sector and civil society organizations so they can better serve micro
organizations. He supported the establishment of several associations, including the Tanzania
Edible Oil Seed Association (TEOSA), Same Beekeeping Association (SABEA) and Monduli
Beekeeping Association (MOBEA). He has worked with a Danish International Development
Agency (DANIDA)-funded agricultural and environmental conservation program, Hifadhi
Mazingira (HIMA), as an agricultural advisor and later as a team leader, providing managerial
and technical advisory services for four and half years. In this position, Mr. Ndanshau piloted
various income-generating activities for women’s economic empowerment, including the rearing
of small animals and indigenous chickens. He also introduced methods to reduce women’s
workload, such as the use of draught animals and energy-saving stoves. Mr. Ndanshau began his
career as a planner in the Planning and Policy Division of the Ministry of Agriculture and Food
Security, where he provided policy analysis and technical advice to the Minister of Agriculture.
He has a Master of Science in agricultural economics from the University of Reading in the
United Kingdom. He speaks fluent English and Kiswahili.
Senior Private Sector Development Advisor, SNV, Tanzania (February 2005–present)

Supports clients in strategic planning development and fundraising. Trains clients on resource
mobilization through proposal development and grants management. Supports clients and
partners in building capacity of industry associations. Supports clients in value chain analysis
and value chain development.
Business Advisor, TechnoServe Tanzania, Tanzania (January 2003–January 2005)
Provided capacity building support services and training for farmers’ business groups (FBGs) in
the Northern regions of Tanzania (Kilimanjaro, Arusha, and Manyara); the Lake Zone regions
(Shinyanga and Mwanza) and the Southern Highlands (Ruvuma). Advised FBGs on efficient and
profitable approaches to farm management and provided organizational development technical
assistance in the establishment of associations and in improving farm produce for domestic and
export markets. Designed and delivered training for FBGs in business essentials, including the
development of business plans and the creation of credit and market linkages. Worked with

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
M.Sc. Agricultural Economics, University of Reading, U.K., 1994

B.Sc. Agricultural Economics, Sokoine University of Agriculture (SUA), Morogoro, Tanzania,
1990
LANGUAGES
English and Kiswahili


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.
CARE International, Tanzania (November 2004–present)

Capacity Building Officer, CARE International, Tanzania (March 2008–present). Works
for the Transboundary Water for Diversity and Human Health in the Mara River Basin
project. Conducts outreach to water users association and communities to support
implementation of savings and credit activities. Assists community based organizations’
members to develop income generating activities and facilitating business skills training.
Also provides capacity building to community groups in collaboration with District councils
and other collaborating institutions involved in women and girls’ empowerment and water
supply and sanitation initiatives.
Project Officer, CARE International, Tanzania (September 2006–February 2008). The
“NURU GFR 3 Programme” is a home-based care program for people living with HIV and
tuberculosis [TB]) operating in five districts of Tanzania. Encouraged members of existing
groups and community leaders to identify people living with HIV/AIDS and TB who are not
accessing needed care and support services. Also worked with community leaders to develop
collective responses to improve social support with HIV/AIDs and TB. Mobilized and
sensitized communities through Ward Development Committees to increase acceptance of
people living with HIV/AIDS. Used village savings and loan groups to conduct community
sensitization and mobilization to increase acceptance and support to people living with
HIV/AIDS and TB.

Empowerment Facilitator/Economic Development, CARE International, Women and

Girls Empowerment (WAGE) Program, Mwanza, Tanzania (January–August 2006).
Facilitated establishment of Village Savings and Loans groups that optimize access to credit
for women’s economic priorities in the project area. Ensured that women actively managed
income generating activities (IGA) and accumulated savings to address critical needs.
Assisted community-based organizations to establish and manage social funds for support of
households of people living with long-illness.
Project Officer, CARE International, Magu District Livelihood Security Project,
Tanzania (November 2004–December 2005). Mobilized the community to form community
based organizations (CBOs). Assisted CBO pool members’ savings to generate capital funds
for investment in income-generating activities. Conducted training on gender, HIV/AIDS,
and good governance as cross-cutting issues in the community. Promoted and expanded use
of improved agricultural technologies including labor saving agricultural equipment, post
harvest technology, and community-based seed multiplication technologies.
Community Development Officer – Capacity Building, Agency for Cooperation and
Research in Development (ACORD) (September 2001–December 2003)
Worked with Agency for Cooperation and Research in Development (ACORD) under Karagwe
Governance and Basics Rights Project in Karagwe District, Kagera Region. Managed micro-
credit fund for economic CBOs. Strengthened institutional capacity of social and economic
CBOs. Promoted community participation through support to communities in construction and
rehabilitation of basics social infrastructure. Built capacity of Village and Ward Development
Council in planning and coordinating development activities
EDUCATION
Advanced Diploma in Community Development, Community Development Training Institute,

Tengeru, Arush, February 1998–October 2000
Certificate of Advanced Level Secondary School Education, Mazengo Secondary School,
Dodoma, July 1993–May 1995
Certificate of Ordinary Level Secondary School education at Dodoma Secondary School in
Dodoma, November 1992
LANGUAGES
English and Kiswahili


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.
Monitoring and Evaluation Specialist, Tanzania Private Sector Foundation Cluster

Competitiveness Program (CCP), Dar es Salaam, Tanzania (October 2009–present)
Established the Monitoring and Evaluation (M&E) System according to project impact indicators
to provide accurate and timely information on activities and impact of CCP technical
interventions.
Monitoring and Evaluation Manager, KickStart International, Dar Es Salaam, Tanzania
(January 2006–September 2009)
As M&E Manager, had overall responsibility for effective implementation of KickStart
monitoring, evaluation, and reporting system. Developed and identified key project indicators to
measure project impacts. Conducted and supervised data collection, analysis and reporting of
baseline survey, follow up survey, and other impact surveys. Conducted and supervised market
research on KickStart MoneyMaker products. Conducted and supervised development of case
study and success stories of KickStart impacts. Ensured time project report submission. Provided
technical leadership and administrative support for two staff. Provided updates for the Executive
and donors on the impact of organization projects, and identified additional opportunities for
KickStart.

Monitoring and Evaluation Technician, Small Holder Empowerment on Economic Growth

through Agribusiness and Association Development (SEEGAAD) Project, ACDI/VOCA,
Tanga, Tanzania (March 2005–December 2005)
Lead technician in the development of M&E instruments and coordinate with the SEEGAAD
Chief of Party to assure that progress on the key indicators are timely and reliably reported to
USAID and other partners. Trained staff, government field officers, and private sector partners in
requisite skills to carry out various M&E duties. Prepared oral and written reports as required.
Research, Monitoring and Evaluation Officer, Tunza Mazingira Uongeze Mapato (TUMA
UMA project) CARE International, Kigoma, Tanzania (August 2001–December 2004)
Provided project implementation support to Project Manager. Managed project database,
provided quality assurance for gender sensitivity of monitoring and evaluation activities, and
developed participatory monitoring system with communities. Identified training needs for
project district staff and partners and conducted training on data collection and training needs.
Ensured timely data collection and analysis, produced timely data reports (monthly, annual, and
other), and developed monitoring and evaluation plans. Organized and conducted project
quarterly and annual reviews and plans.
Research Assistant, Urban Vegetable Promotion Project (UVPP), GTZ and GOT Ministry
of Agriculture (February 2000–July 2001)
Assisted in data collection and analysis. Conducted trials and shared results related to improved
agricultural techniques such as irrigation, improved seeds, and low external input sustainable
agriculture (LEISA). Trained farmers, extension workers and the general public on vegetable and
fruit production, processing and storage. Developed and delivered agricultural trainings and
provided extension services for project beneficiaries.
Field Attachment, Fourth Year Student, German, Tanzania Integrated Pest Management
project (IPM) in Arusha (February–April 1999)
Completed practical field attachment while studying at Sokoine University of Agriculture
(SUA). Duties included training farmers’ groups on various IPM methods and practices to enable
them to increase income and reduce production cost of coffee, maize, vegetables, and fruits
through IPM techniques in Arusha and Kilimanjaro Regions.
Field Attachment, Third Year Student, Plant Protection Division of the Ministry of
Agriculture and Cooperatives (February–April 1998)
Inspected imported and exported plant materials and other Agricultural products at Dar Port and
Dar es Salaam International Airport (DIA).
Field Attachment, Second Year Student, Kizimbani Agricultural Center, Zanzibar
(February–April 1997)
Prepared crops, nursery beds, budding, and grafting fruits trees.
RELATED SHORT-TERM CONSULTANCIES
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
B.Sc. General Agriculture, Sokoine University of Agriculture, Mororgoro, Tanzania, 1999
LANGUAGES
Swahili and English
SELECTED TRAININGS
KPGMP Kenya facilitated workshop on selecting proper Management Information Systems

(MIS), Nairobi, Kenya, March 2006.
One-day workshop on gender mainstreaming and HIV/AIDS Mitigation facilitated by Renēe

Cammarata a consultant from ACDI/VOCAWashington at SEEGAAD office, June 2005.
Participated in TUMA UMA Project End Term Evaluation (participatory

evaluation), April– May 2003.
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.


JACQUESDOL NATHAN MASSAWE

Finance Manager
Jacquesdol Massawe has 13 years of financial management experience for development

initiatives including project accounting and grants management for U.S. Agency for International
Development (USAID)-funded projects. In her current position as Grants Manager with Pact
Tanzania, Mrs. Massawe provides financial control and oversight in compliance with USAID
regulations and customary accounting standards in Tanzania. She also provides training and
mentoring to subgrantees and other partners. Previously, she served as a Grants Manager with
the African Medical and Research Foundation (AMREF) and had overall responsibility for
financial management of project accounts. In this position, she established operational budgets
for projects and reviewed and approved financial reports from participating institutions. Her
career has offered her the opportunity to work with multiple international organizations and more
than 200 Tanzanian nongovernmental organizations (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. She has passed Module E, a final level of the Tanzania National Board of
Accountants and Auditors (NBAA)—Module E includes examinations on management
accounting, taxation, and entrepreneurship. She also has completed the USAID Rules and
Regulations Training in Kenya in 2008. She speaks and writes fluently in English and Kiswahili.
Grants Manager, Pact, Tanzania (February 2007–present)

Provides financial control and oversight to comply with Pact, the Global Fund, and USAID’s
regulations as well as customary accounting standards of Tanzania. Provides mentoring and
training to subgrantees and other civil society organizations (CSOs). Supervises Grant Officers,
coordinates the activities of the grant team, and oversees all subgrant functions including
preparing grant agreements, monitoring grant periods, and closing out the subgrant awards.
Manages implementation of pre-award assessments to potential grantees and/or partners. Carries
out financial reviews and project audits of grantees to ensure donor compliance and takes
corrective action, as required. Reviews and approves liquidation reports from subgrantees.
Ensures budgetary controls of grantees and provides technical assistance to recipients, as
required by the program. Ensures proper interpretation and application of donor procedures and
regulations. Prepares and submits monthly subgrant reports to the supervisor, Pact Country
Director, and Pact Headquarters.

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
Module E, National Board of Accountants & Auditors (NBAA), 2006

Postgraduate Diploma in Financial Management, Executive Program. Dar Es Salaam, October
2004
Advance Diploma in Accountancy, Institute of Finance Management, Dar Es Salaam, Tanzania,
May 1996
Training
USAID Rules and Regulations Training, Nairobi, Kenya, 2008
LANGUAGES
English and Kishwahili
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

Tanzania: Economic Strengthening for Households Affected by AIDS C1
TABLE C-1: ILLUSTRATIVE ACTIVITY MAPPING
Activity Geography Beneficiary Group Implementing Partner

Financial and business Dodoma, Mbeya, OVC, PLHA, FSD Tanzania, Microfinance
literacy Mwanza, Iringa, caregivers, widow(er)s Opportunities via CARE/Access
Morogoro, Africa
Business skills, business Dar es Salaam, OVC >16, PLHA, SIDO, Camfed, University of
management training Dodoma, Iringa, caregivers, widow(er)s Dar es Salaam, ADP-Mbozi
Mbeya, Morogoro,
Mwanza, Shinyanga
Small business Dar es Salaam, OVC >16, PLHA, SIDO, Camfed, Tanzania
development/ Dodoma, Iringa, caregivers, widow(er)s Gatsby Trust, Institute for
entrepreneurship Mbeya, Morogoro, Development Studies,
development Mwanza, Shinyanga University of Dar es Salaam,
ADP-Mbozi
Identifying job opportunities, Dar es Salaam, Iringa, OVC >16, PLHA, VETA
occupational guidance, Morogoro, Dodoma, caregivers, widow(er)s
workforce development, job Mwanza, Shinyanga
mentorship, vocational
training
Small scale animal Morogoro, Mbeya OVC >16, PLHA, Sokoine University of
husbandry for nutrition and caregivers, widow(er)s Agriculture, International Rural
income Poultry Centre
Household and community Morogoro, Iringa, OVC >10, PLHA, Peace Corps,
gardens for nutrition and Dodoma, Mbeya caregivers, widow(er)s
income
Improving agricultural Iringa, Mbeya, Farm experienced Technoserve, RUDI, Sokoine
production, yield, and Morogoro, Dar es University of Agriculture
market access Salaam, Mwanza
Marketing association and Iringa, Mbeya, Youth >18, PLHA, RUDI, Tanzanian Federation of
cooperative development Morogoro, Dar es caregivers, widow(er)s Cooperatives,
Salaam, Mwanza
Improving quality and Dar es Salaam, Technoserve, RUDI, Tanzania
standards Dodoma, Iringa, Organic Certification
Mbeya, Morogoro, Association
Mwanza, Shinyanga
Graduation programs linking None yet, but TASAF in OVC >16, PLHA, TASAF (doing cash transfers)
cash transfer or food for Iringa, Dodoma, caregivers, widow(er)s
work to IGAs/savings and Morogoro, Dar es
loan activities Salaam
Informal savings and loan Dodoma, Mbeya, OVC >16, PLHA, CRS, Care, Pact,, Aga Khan
groups (savings led) Mwanza, Iringa, caregivers, widow(er)s Foundation, Oxfam, ADP-
Morogoro, Mbozi, Orgut
Access to institutional Dar es Salaam, Youth >18, PLHA, BRAC, Pride Tanzania, OI,
microfinance for savings, Dodoma, Iringa, caregivers, widow(er)s NMB, Akiba, CRDB, SACCOs,
loans, insurance Mbeya, Morogoro, Financial Sector Deepening
Mwanza, Shinyanga Tanzania
Access to inputs, Dar es Salaam, Mbeya Farm experienced CNFA, KickStart, MEDA
equipment, agrovet services
Access to insurance Iringa, Dar es Salaam Youth >18, PLHA, PharmAccess, Center for
caregivers, widow(er)s International Development

TABLE C-2: ILLUSTRATIVE COORDINATION PLAN
Stakeholder Needs and Opportunities for Coordination

Government of Tanzania Counterparts
Ministry of Agriculture, Expand and deepen reach of agricultural extension officers to small-scale and most vulnerable
Food Security and Co- farmers and reduce local transport constraints; link agricultural extension officers into
operatives. community health worker-led “community conversations” particularly around issues of
nutrition and agriculture; engage in farmer field schools with vulnerable farming groups.
Ministry of Community Assist with plan to operationalize National Strategy on Gender and Development (NSGD) at
Development, Gender regional and district levels and engage key stakeholders; Build capacity of MCDGC staff on
and Children(MCDGC) ES approaches, including household economic needs assessments; monitoring and
(Department of Gender) evaluation (M&E); and use of gender assessment tools and methodologies; include MCGC
staff at planning and coordination meetings; pilot NSGD activities in several districts.
Office of Poverty Reduc- Link NEEC to other international donors providing bilateral support. Coordinate in Morogoro,
tion and Economic Em- Shinyanga, and Dodoma Regions where NEEC will have a new presence as of July 2010.
powerment / National Raise stakeholder awareness about the goals and objectives of MKUTUTA and NEEC. Build
Economic Empowerment NEEC staff capacity to design, implement, monitor, and evaluate economic strengthening
Council (NEEC) activities and advocate to Tanzanian Government and parliamentary decision-makers; link
groups to empowerment funds to finance IGA and microenterprise development as well as
supporting technical assistance and training to groups on how to manage funds. Have paid
CRDB to provide technical assistance and training to SACCOs in the South; similar initiative
could be replicated in other regions.
Tanzanian Social Action Teach stakeholders how to access funds. Build capacity to design and implement
Fund (TASAF) subprojects, how to provide this assistance to vulnerable groups to help them access funds
and initiatives, including graduation programs that link to cash transfer program.
TACAIDS/Multisectoral Improve district capacity to develop HIV/AIDS plans (in response to economic strengthening
AIDS Committees: targets); improve coordination with MVCCs and Ministry of Agriculture. Bridge MVCCs and
CMACs, WMACs, TACAIDS multisectoral AIDS committees (MACs); help achieve TACAIDS target of increasing
VMACs income generation activities for vulnerable groups including women, widows, people living
with HIV/AIDS (PLWA), orphans and vulnerable children (OVC), MVC, caretakers, and the
disabled.
Ministry of Health and Improving their capacity to deliver IGA and ES to PLWA and OVC Sensitize project
Social Welfare/ stakeholders about the contents. Design and implement pilot NCPA and NSPF
Department of Social implementation plans at district level in coordination with DSW and Office of Poverty
Welfare Eradication. Build on FHI work and continue to build DSW and Office of Poverty capacity to
monitor, evaluate, report, and coordinate progress of NSPF and NCPA implementation.
Ministry of Trade, SIDO is matching entrepreneurs with appropriate financing and providing business training on
Industry and Marketing a wide range of topics throughout all regions covered by the project at adjustable rates.
— Small Industries IMARISHA may facilitate linkages between SIDO and innovative financing pilots or projects.
Development Facilitate linkages between SIDO and organizations seeking industry specific training or basic
Organization (SIDO) business literacy and business management training.
Other International Donors
Bill and Melinda Gates Agricultural development. Financial services for the poor BRAC and KickStart’s work in
Foundation Tanzania is fully funded by Gates Foundation—linking with BRAC and KickStart will support
Gates Foundation goals. Gates is funding agricultural development. Work with sweet potatoes
in Tanzania through grant to CRS and possibly link to DAI global nutrition work.
Swiss Development Tanzania is a SDC priority country with focus on economic growth and social well-being for
Corporation (SDC) the rural poor and attention to HIV/AIDS and gender equality. SDC is aligned with MKUKUTA
framework. Engage as stakeholder and potential agency for cost-share when there is
beneficiary overlap.
Swedish International Private sector development and poverty reduction by reducing legal obstacles to entrepre-
Development Agency neurship and increasing access to microcredit.
(SIDA)


Millennium Development MCC stimulates economic growth and improves household income through work in targeted
Corporation (MCC) sectors: water, energy, and transportation. MCC is also a partner with USAID and Engender
Health on workplace programs.
United Nations UNICEF was key partner in rolling out NCPA and is looking to strengthen its partnership with
Children’s Fund PEPFAR to address economic aspects of children’s vulnerability. Potential to leverage
(UNICEF) UNICEF cost-share and assistance rolling out economic assessments; training and engaging
them in stakeholder meetings and training.
World Food Programme Engage WFP and its partners as we make linkages with Global Food Security program as well
(WFP) as engaging them for M&E around potential pilots that deal with nutrition.
Global Fund to Fight Key stakeholder providing grant funding. Most relevant to the project is for HIV/AIDS to
AIDS Ministry of Finance; and funding for PACT (OVC).
Center for Disease While clinical/lab services are primary focus, CDC funds Pathfinder’s Home Based Care/OVC
Control (CDC) program that involves some economic strengthening work. Public-private partnerships for
health (Abbott Labs): to the extent that CDC is interested engage them as stakeholder on
household level economic strengthening; engage on PPPs for private health services.
Department of Defense Support to MVC in Mbeya Region through district council-level training; start up grants for
(DOD)/Walter Reed caregivers. Established Mbeya HIV Network to coordinate MVC efforts in the region.
IMARISHA to support coordination between Mbeya HIV Network and MVCCs and TACAIDS
MACs. Provide capacity building on ES activities.
GHFSI and PEPFAR IPs
FHI FHI is a partner for Tunajali providing comprehensive care and support to PLWA and OVC and
nutritional support for caretakers and MVC as well as income generation and educational
support, with geographic overlap with IMARISHA in Morogoro, Iringa, and Mwanza.
IMARISHA will assist with shift from direct support for beneficiaries to sustainable ES activities
where they are already providing some microfinance/business training. Links with SILC
groups. DAI will link with ROADS II in Mwanza and Mbeya implementing integrated ES
activities for target communities located along transport corridors.
PACT Jali Wototo providing support for MVC is opportunity for linkages. Looking to strengthen their
WORTH women’s economic empowerment program and provide better integration of it and
other ES women into their work with MVC Coordination: engage PACT in capacity building
activities around ES, pilot programs involving WORTH model and MVC.
Salvation Army Opportunities for coordination in Dar es Salaam, Mbeya, and Mwanza. Mama Mkubwa
voluntary care provider teams to MVC. Conduct community conversations, which could
provide platform for linkages with ES activities. Implements the WORTH Model (but not in
relevant districts) As Salvation Army is not implementing WORTH model in Mwanza, Dar,
Mbeya, could link their Mama Mkubwa groups into other ES activities.
Catholic Relief Services Gates and Potato Institute-funded Great Lakes Cassavah Initiative and Sweet Potato work.
(CRS) OVC as a core service. SILC Innovations. Tunajali implementer in Lakes Zone Link with
agricultural work for nutrition and ES. Engage CRS on SILC and Tunjali to strengthen their ES
work for OVC. CRS is a confirmed resource partner.
Jhpiego Desire to improve CSO Small Grants Program in Iringa; a USAID’s primary male circumcision
partner; interfaces with workplace programs including Unilever Tea company in Mufundi.
Linking MC clients/beneficiaries with Engender Health’s Men as Partners/CHAMPION
programs and possible pilot with ES activities for these beneficiaries. Engaging Unilever in
public-private partnership; piloting sustainable IGA projects through small grants.
Africare Africare’s is reducing the socioeconomic impact of AIDS on MVC and their caregivers through
COPE project in Dodoma; COPE is building capacity of MVCCs. Partnership with DAWASA
(Tanzania water management agency). IMARISHA will engage Africacare in stakeholder
dialogues. Explore further cost-share/partnership opportunities with DAWASA. Pig keeping
groups could be entry point for engage in agricultural extension activities. Will also coordinate
extensively on new cooperative OVC Care Program.
Pathfinder Pathfinder joins DAIs IMARISHA consortium as a resource partner. Opportunities identified
include: CDC-funded Palliative Care program requires economic strengthening component
and privately funded VSLA program is in need of more rigor and improved repayment rates.


Seeking to address transactional sex among young girls in Shinyanga as well as severe
malnutrition/stunting in the region through an innovative pilot program.
African Medical and Re- Poverty eradication and improved quality of life within Tanzania national framework
search Foundation (MKUKUTA). Main recipient of Global Fund funds in Tanzania. Working with mobile
(AMREF) populations in Lakes region on HIV/AIDS Response Coordination. Build AMREF capacity on
ES activities to strengthen the overlap between their work on HIV/AIDS and goals within
MKUKUTA. Facilitate cost share for activities through Global Fund where possible.
World Education World Education is an implementer of the new Cooperative OVC Care program with which
IMARISHA will be intrinsically linked.
Femina HIP Multimedia platform for educating students, youth, and communities across Tanzania about
sexual health, HIV/AIDS, and life skills, including a recent initiative to provide education on
household financial literacy. Femina will be a strategic partner in promoting awareness of
IMARISHA and ultimately a tool in building financial safety nets for families.
Engender Health CHAMPION and Men as Partners programming engage men and couples as a key strategy for
women’s empowerment and HIV prevention. ACQUIRE project works with public clinics to
scale up PMTCT services Coordination will include piloting improved IGA through small grants
programs. As a resource partner with DAI, Engender Health can offer regional expertise and
community mobilization and we will seek to develop pilot program for ES with Engender’s
beneficiaries and engage their principles on gender in our gender strategy. Facilitate linkages
between Engender Health and other programs to strengthen service provision and broaden
the audience for ES activities.
Other Local and International Nongovernmental Organizations
CAMFED Girls and women’s empowerment through education, business training, and small and
medium-sized enterprise development as well as HIV/AIDS and reproductive health. CAMFED
may serve an advisory role on addressing gender and women’s empowerment and will attend
capacity building/training activities on strengthening their current finance models, which
include donor-reliant revolving funds.
TechnoServe Developing horticultural value chains through SHIFT project in Mbeya and Iringa. TechnoServe
is a resource partner to DAI on IMARISHA and will assist in building the capacity of PEPFAR
and implementing partners on ES activities and piloting new approaches linked to
agribusiness opportunities.
Pastoral Activities and Innovative family centered care. Direct support including educational costs, vocational
Services for People with training, food, and medical services to MVC in regions including Dar es Salaam and Pwani.
AIDS, Dar es Salaam Seeks sustainable ways of caring for vulnerable children. Include PASADA as key stakeholder
Archdiocese (PASADA) in Dar es Salaam on capacity building to improve sustainability of their programming and
coordinate with vocational training. Outreach of over 6,000
KickStart Sustainable, market driven irrigation solutions for smallholder farmers; creating viable
business opportunities for retailers of irrigation products KickStart products and business
model into training and methodology for project beneficiaries.
Other USAID Programs
Coordinated OVC Care Strengthening leadership, coordination, and provision of OVC Services across five zones of
Program Tanzania.
COPE Building the capacity of MVCCs.
Tunajali Operationalizes implementation of NCPA for MVC through healthcare services; nutrition;
psychosocial support; child protection; educational support; housing and shelter; and income
generating activities.
Jali Watoto Identification of MVC and establishment of MVCCs; shift from NGO support to community
ownership; establishing guidelines for community volunteers and MVCCs including an
emphasis on sustainable response; focus on family support for MVC.
ROADS II Link existing economic strengthening activities (led by DAI) to IMARISHA beneficiaries and
programming.

Annex D
Past Performance

Tanzania: Economic Strengthening for Households Affected by AIDS D1
Past Performance
TABLE D-1: RECENT, RELEVANT DAI PROGRAMS
Project & Duration and Main Areas of Focus Client Contact

Client Value
Ethiopia Urban 6/18/04– Improved the nutritional status of HIV/AIDS-affected Michelle Evans
Agriculture 8/30/08 families;
Program for Improved the income levels of these families through +251 (0)1 51 00 88
HIV/AIDS $2,185,654 sales of surplus garden crops; and mevans@usaid.gov
Affected
Women Improved the skills and alternative livelihood
USAID possibilities of HIV-affected women and orphans
and vulnerable children (OVCs).
Ethiopia Urban 9/10/08–9/9/11 Follow on to the Urban Agriculture Program Cynthia L. Shartzer
Gardens Improves household nutrition and income by
Project $6,306,660 distributing gardening inputs and irrigation drip kits, cshartzer@usaid.gov
USAID/PEPFAR Provides HIV/AIDS care and nutritional and health

education to affected households.
East Africa 4/16/09– Subcontract to FHI Marcus A. Johnson,
ROADS II 9/30/10 Increases household food production, building Jr.
USAID/PEPFAR savings and access to credit and other financial

$627,556 services +254-20-862-2297
marcusjohnson@usai
Links affected households to business activities in d.gov
mainstream value chains that will enhance food
security of participating communities.
Cambodia 1/1/10–9/30/11 Subcontract to Khmer HIV/AIDS NGO Alliance Choub Sok
SAHACOM (KHANA) Chamreun
$155,966 Conducted national household economic
USAID +855-23-211505, ext.
assessments in 1,500 households through 39
implementing NGOs; 226
csokchamreun@khan
Develops national guidelines for alliance in a.org.kh
promoting economic safety nets through improved
savings mobilization, business skills, and household
agricultural production.
Tanzania 10/8/02– Promoted development of 170 producer David Nyange
Private 2/28/07 associations and their memberships of 24,000 in 11
Enterprise districts within a six-region zone; +255 22 266 8482
Support $8,399,626 Integrated HIV/AIDS programming into its activities dnyange@usaid.gov
Program and leveraged outreach in rural areas to deliver a
USAID training program that integrates bio-intensive
sustainable agricultural practices, nutrition, HIV/AIDS
prevention, and positive living training;
Facilitated access to capital and linkages to markets;
assisted core farmers to understand and practice
market economy dynamics and tactics.
Kenya Access 9/29/07– Expands access to financial services in rural areas Christopher
to Rural 9/28/10 and for agricultural micro-, small-, and medium- O'Donnell
Finance sized enterprises;
$1,999,827 Builds partnerships with existing market facilitators codonnell@usaid.gov
USAID
in important value chains such as horticulture,
maize, dairy, and other high-value agricultural
products;


Client Value
Builds industry capacity to serve rural and
agricultural clients and advocate for an appropriate
enabling environment that will permanently expand
access to finance for Kenya’s underserved rural and
agricultural communities.
Burundi 10/1/07– Promotes market-oriented approaches and targets Alice Nibitanga
Agribusiness 9/30/12 those value chains with the highest potential for
Program increased incomes, value addition, and increased Nibitangaa@state.
$22,130,423 trade, such as coffee, tea and horticulture; gov
USAID
Improves the ability of private processors and
exporters to develop stable supply relationships with
highly dispersed small farmers. This effort will
enhance farmer incentives to properly manage
scarce or fragile natural resources.
Rwanda 3/29/2010– Stimulates demand for Nyungwe National Park- Lauralea Gilpin
Ecotourism & 3/28/2015 branded tourism and building local capacity to meet
Health Program the demand; lgilpin@usaid.gov
$9,128,809 Local health initiatives (maternal health, water
USAID
sanitation, and HIV/AIDS) integrated through training
for local providers and family planning services;
Forges scalable public-private partnerships to
increase park investment to create market-driven
ecotourism.
GDA IQC/TO 3 2/23/09– Engages venture capitalists, foundations, and other Charles Mosby
2/22/11 investment partners in PEPFAR Public-Private
USAID cmosby@usaid.gov
Partnerships;
$229,837 Assesses PEPFAR portfolio of partners to identify
opportunities;
Developing a strategy for engagement with venture
capitalists (VCs), foundations, and new private
sector partners as PPPs.
Zimbabwe 4/1/01–6/1/05 Economic development program to raise incomes of Waymon Carroll
LEAD disadvantaged families—primarily those in rural
$10,696,746 areas and those affected by HIV/AIDS; +1 202 712 1427
USAID wcarroll@usaid.gov
Created several Business Opportunity Centers that
provided information and training to youth, legal
assistance in writing wills for HIV/AIDS-affected
households, increased outreach of financial services
to rural areas, and farmer association development;
First time a USAID-funded project explicitly used
financial institutions and business services providers
to mitigate the effects of the HIV/AIDS epidemic.
AMAP Financial 9/30/03– Core Knowledge Generation: financial service Barry Lennon
Services 9/29/08 research projects;
Knowledge STTA under direction of Office of Microenterprise blennon@usaid.gov
Generation IQC $5,373,991 Development; +1 202 712 1598
USAID Knowledge management/ collaboration: supported

knowledge generation, synthesis, and cross
fertilization across AMAP sectors.
AMAP BDS IQC 9/30/02– Strategic planning, institutional support, human Jeanne Downing
9/29/07 capacity development, monitoring and evaluation,
USAID +1 202 712 5544
and knowledge management.


Client Value
$60,000,000 Implemented five task orders (TOs) worth $11 jdowning@usaid.gov
(ceiling) million.
Haiti Support to 7/20/06– Worked with microfinance and other financial Eunice Irizarry
Micro- Small- 7/19/09 institutions, financial service associations, and
and Medium- producer groups and associations to jump-start eirizarry@usaid.gov
Enterprises $7,197,854 product development initiatives, eliminate regulatory +509 229 3029
constraints, and solidify institutional capacity;
USAID
$1.2 million grant fund to help develop innovative
products;
Paired local technical experts with international
experts for training and capacity building.
Zambia Market 4/18/05– Overall goal to increase Zambia’s exports of Ralph Koehring
Access, Trade 4/17/10 agricultural and natural resource products into
and Enabling regional and international markets; +260 211 254 303
Policies Project $10,317,536 Market research and promotion efforts in target rkoehring@usaid.gov
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 mtrostle@USAID.gov
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; apereira@usaid.gov
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 rhenry@usaid.gov
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

Tanzania: Economic Strengthening for Households Affected by AIDS E1
FIGURE E-1: ILLUSTRATIVE WORKPLAN
Year 1 (Q1) Year 1 Year 2 Year 3 Year 4 Year 5

Major Tasks
M1 M2 M3 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Project Start-Up
Cooperative agreement signature
Mobilize Chief of Party
Open office in Dar es Salaam
Hire local staff
Hold start-up meeting with USAID
Objective One: Increased Capacity of PEPFAR Implementing Partners
Convene partners in

informational dialogue
Conduct baseline assessments
With partners, conduct household

economic needs assessments
Conduct institutional capacity

assessments
Catalogue and map potential

economic strengthening partners
Roll out training
Publicize training through RUDI
and TACAIDS websites and
through meetings
Roll out core economic

strengthening training
Roll out advanced economic

strengthening training
Objective Two: Established Linkages, Strategic Alliances, and Pilot Programs
Link health and economic
strengthening partners


Major Tasks
Develop memorandums of
understanding (MOUs) to link
health and economic
strengthening partners
Facilitate dialogue between
partners and collaborators through
regional meetings
Convene working groups
Convene quarterly stakeholder

meetings
Use technical assistance (TA) to
support strategic alliances
Publicize and launch TA facility
Provide technical assistance
through TA facility
Use competitive grants fund to
support innovation and scale-up
Launch innovation grants facility
Solicit grant applications
Disburse grants to successful

applicants
Build and facilitate public-
private partnerships (PPPs)
Engage private sector partners to
identify common goals
Draft and sign MOU with partners,

including metrics and goals
Provide TA as required by MOU
Monitor and disseminate results of

PPP


Major Tasks
Objective Three: Improved GOT Capacity
Engage Tanzanian Government
health and economic entities
and foster cooperation
Hold initial meetings with
Tanzanian Government health and

social agencies, including
TACAIDS
Hold initial meetings with
Tanzanian Government economic
strengthening agencies
Hold initial meetings with multi-

sector AIDS committees
Convene taskforce and
implement stocktaking at
national level
Outline concrete Tanzanian
Government-ESHA coordination
plan
Draft first annual taskforce

workplan
Begin national committee

stocktaking exercise
Second Tanzanian Government
staff member(s) to project
Continue secondment rotation
Develop and roll out national
guidelines on economic
strengthening(ES) and HIV/AIDS
Develop guidelines on ES
Roll out guidelines on ES
Strengthen and support MVCCs


Major Tasks
Sponsor cross-sector working
groups that include MVCCs (see
Objective 2)
Identify and facilitate entry points
for MVCCs in existing agricultural
and food security initiatives
through pilot projects
Objective Four: Enhanced the Evidence Base Through Increased M&E Capacity
Ensure feedback and learning
processes are integrated into
project frameworks
Conduct workshops on basic
concepts of casual models (see
Objective 1)
Expand and integrate M&E
processes and systems
Provide TA to organizations to
develop appropriate M&E systems
Use TA and grants for partners to
develop and upgrade economic-
focused causal models
Link implementing partners to local
M&E resources and service
providers
Strengthen the evidence base
between economic livelihoods
and HIV/AIDS
Collect and share empirical
evidence
Share research questions to guide

larger assessments
Share M&E methodologies, tools,

and indicators


Major Tasks
Catalogue and share effective
approaches for ES and for

disseminating and using M&E
results and program feedback
Synthesize and share evidence

from new ES programs
Program Management and Monitoring
Annual workplan
Quarterly reports
Annual reports
Final report
Submit Performance Monitoring

Plan (PMP) and annual updates
Submit Branding and Marking Plan
Set up financial systems and
Technical and Administrative

Management Information System
(TAMIS)
Conduct Initial Environmental

Evaluation
Conduct staff performance reviews

Annex F
Letters of Association

Tanzania: Economic Strengthening for Households Affected by AIDS F1









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Tanzania:

Gary Kinney Rural Urban Development Initiatives

June 11, 2010

Management and Staffing and Key Personnel 15

Institutional Capacity and Past Performance 19

RFA No. USAID-TANZANIA-10-007-RFA

Annex A: Performance Monitoring Plan

Tables and Figures

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GOALS AND REQUIREMENTS TO ACHIEVE OBJECTIVES

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OBJECTIVE 1: INCREASED CAPACITY OF PEPFAR AND USAID

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OBJECTIVE 2: ESTABLISHED LINKAGES, STRATEGIC ALLIANCES, AND

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opportunities and supplier standards, spreading information to

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TACAIDS—or both—to IMARISHA in six month intervals.

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OBJECTIVE 4: ENHANCED EVIDENCE BASE THROUGH INCREASED M&E

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Management and Staffing and Key Personnel

Office Manager Bookkeeper

APPROPRIATE TECHNICAL, MANAGERIAL, AND FINANCIAL STAFF

Position/Name Roles & Responsibilities

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Position/Name Roles & Responsibilities

SUSTAINABILITY AND COUNTRY OWNERSHIP

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TECHNICAL ADVISORY COMMITTEE

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MONITORING AND EVALUATION

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Institutional Capacity and Past Performance

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Performance Monitoring Plan

TABLE A-1: IMARISHA GOAL AND OBJECTIVES

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 Enhance capacity of organizations implementing PEPFAR economic strengthening

PERFORMANCE MONITORING PLAN (PMP)

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TABLE A-2: IMARISHA DRAFT PERFORMANCE MONITORING PLAN

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Enhance capacity of organizations implementing PEPFAR economic strengthening

USAID/PEPFAR Provides HIV/AIDS care and nutritional and health

USAID Knowledge management/ collaboration: supported