Tanzania Evaluation Association (TanEA)

Transcription

1 Tanzania Evaluation Association (TanEA) STRATEGIC PLAN: April,

2

3 Tanzania Evaluation Association (TanEA) STRATEGIC PLAN: April, 2017 TanEA P. O. Box , Dar es Salaam Tel: , Fax: Cell: tanea@tanea.or.tz Website: 1

4 Table of Contents Preamble... 4 Preface... 5 Acknowledgement... 7 Executive Summary... 8 I. Background and context II. Role of TanEA and purpose of a new Strategic Plan III. Vision, Mission and Values of TanEA IV. The Organizational Set Up V. Results of SWOC Analysis VI. Stakeholder analysis: VII. THE STRATEGY Outcome 1: The Government of Tanzania and the Parliament strengthened the M&E systems, which are guided by evaluation policy Outcome 2: The government and civil society produce improved quality of M&E products and make evidence-based decisions Outcome 3: Strong and effective TanEA as an institution that is professionally all-inclusive and living up to its Vision and Mission Outcome 4: Individual evaluators and commissioners of evaluation produce improved quality of evaluation reports VIII. Resource Mobilization Strategy IX. Introduction to TanEA M&E Plan Appendix 1: Global Evaluation Agenda Appendix 2: Monitoring and Evaluation Framework

5 List of Accronyms AfrEA AGM CBOs CLEAR CSOs FYDP IOCE KRA LGRP MDGs MKUKUTA MKUZA MoF M&E NBS NSGRP-MEP PORALG SDGs SWOC TanEA UNDP UNICEF VOPE YEE African Evaluation Association Annual General Meeting Community Based Organizations Centres for Learning on Evaluation and Results Civil Society Organizations Five Year Development Plan International Organization for Cooperation in Evaluation Key Results Area (others refer to these as Goals) Local Government Reform Programme Millennium Development Goals Kiswahili acronym for the National Strategy for Growth and Reduction of Poverty (NSGRP) Kiswahili acronym for the National Strategy for Growth and Reduction of Poverty (NSGRP) for Zanzibar Ministry of Finance Monitoring and Evaluation National Bureau of Statistics National Strategy for Growth and Reduction of Poverty President s Office, Regional Administration and Local Government Sustainable Development Goals Strengths, Weaknesses, Opportunities and Challenges Tanzania Evaluation Association United Nations Development Programme United Nations Children s Fund Voluntary Organisation for Professional Evaluation Young and Emerging Evaluators 3

6 Preamble The Government of the United Republic of Tanzania has a development road map guided by the Tanzania Development Vision 2025 of transforming into a Middle- Income Country by 2025, being implemented through the Five-Year Development Plans (FYDP- II) and Sectoral development programs that has socio-economic targets across sectors such as agriculture, health, education, water, etc. These sectors and others, create demand for monitoring and evaluation to inform program performance in terms of effectiveness, efficiency, relevance and sustainability and Impact. Therefore, Monitoring and Evaluation has role in the national FYDP-II 2016/ /21 to appraise the management of the social economic programs. The Government of Tanzania is implementing the second Five Year Development Plan 2016/ /21 with the central theme Nurturing Industrialization for Economic Transformation and Human Development This calls for a complex interaction of policy effectiveness, resource mobilization, citizen engagement in measuring success, hence the need for M&E. Nurturing Industrialization for Economic Transformation and Human Development needs constant monitoring at both central and local government levels. Monitoring assures not only the program managers, but also all other stakeholders in the development that there is accountability in every planned and implemented program. The Government of Tanzania, therefore, should support and appreciates efforts for strengthening monitoring and evaluation systems in the country. The Government need feedback on performance of what it plans, budget and finally implementation. The Government need to promote demand and use of evaluation on the performance of development programs in addition to capacity building for M&E, something which is highly desired in areas of data collection, analysis, reporting and use of evaluation results. Tanzania is a signatory to the Paris and Accra declaration, which among other things, signatory members are required to carry out socio-economic interventions for better impact and learning on what works and what does not work. As we implement Sustainable Development Goals, we need to report on the SDGs, which requires both monitoring and evaluation in collaboration with Development Partners, Private Sector and the Voluntary Organizations for Professional Evaluation (VOPE) in order to show the impact of SDGs. We encourage the Government to support all efforts leading for fostering capacity building for a stronger evaluation culture in the country. Isaac M. Kiwango Founder Member Tanzania Evaluation Association (TanEA) 4

7 Preface Tanzania Evaluation Association (TanEA) set its future direction and in so doing, established priorities for implementation in the coming five years ( ). This strategic plan aims at positioning TanEA as the focal point of Monitoring and Evaluation in the country. The importance of Monitoring and Evaluation (M&E) cannot be overemphasized in the country s social economic development. Monitoring and Evaluation is appreciated as a management tool for accountability, measuring and managing results. While monitoring is geared towards improving policy and programme management, focusing on continuous assessment of the progress made towards set targets, evaluations provide evidence on policy and programme s relevance, effectiveness, efficiency and impact on the beneficiaries emanating from interventions. To underscore further the importance of M&E, EvalPartners, an interactive platform for sharing knowledge on country-led M&E systems worldwide, declared the year 2015 as the International Year of Evaluation to advocate and promote evaluation and evidence-based policy making at international, regional, and national levels. It coincided with the culmination of the Millennium Development Goals (MDGs) that were succeeded by Sustainable Development Goals (SDG). As promoted by EvalPartners, Voluntary Organizations for Professional Evaluation (VOPEs) around the world, TanEA inclusive; have called for promotion of evaluation culture and capacities for evaluation, contributing to improved country-led evaluation policies and systems that are gender-focused and equity-responsive. In Tanzania, TanEA as a VOPE takes up this role of promoting evaluation culture and fostering evaluation capacity building so as to contribute to managing and evaluating results of national and global development goals and their impact on the beneficiaries. As the United Republic of Tanzania is implementing the second Five Year Development Plan (FYDP-II) 2016/ /21, which goes along with the global Sustainable Development Goals (SDGs), Tanzania will be evaluated on the extent to which the FYDP-II achieved the goals in terms of meeting targets contributing to SDGs effectively and efficiently. The findings from that evaluation will be necessary for subsequent informed decision-making. TanEA s Strategic Plan will therefore function as the compass towards building an evaluation culture and capacity for improved Monitoring and Evaluation profession and practice in the country. The strategic planning process for the association was at the beginning undertaken with an analysis of the Strength, Weaknesses, Opportunities and Challenges of accountability and transparency, taking into consideration the present and future demand for M&E in Tanzania. TanEA is committed to the realization of the set goals through continued involvement of internal and external stakeholders, embracing new and existing strategic alliances and partnerships, sustaining organizational leadership and governance and adapting to national and international environment complexities. 5

8 Our strategic direction is grounded in contributing to the attainment of the Tanzania Vision 2025 and the Sustainable Development Goals (SDGs). Therefore, TanEA will endeavor to collaborate with the Government, Development Partners, Private Sector, other Non-Governmental organizations (NGOs) and the community at large in attaining national development goals as well as TanEA s outcome areas. We encourage all stakeholders to refer to this document as a statement of our strategic vision for all of us to accomplish jointly over the next five years in contributing towards the improvement of accountability and informed decisions in our development management in the country. Francis Mwaijande (PhD) Chairman, TanEA Steering Committee April

9 Acknowledgement The preparation of an all-inclusive strategic planning process required both human, time, physical and financial resources. The preparation of the current document has taken a some time, involving many consultative meetings among the Steering Committee members, members themselves and different key stakeholders. We therefore thank all those who took part in the development of this plan. The Steering Committee of TanEA would like to extend appreciation to all members whose participation, ideas and comments contributed to the formulation of the current document We also extend our sincere appreciation to Jim Rugh, a world-renown RealWorld Evaluation promoter, and past EvalPartners Coordinator, for his dedication and facilitation of the strategic planning process and subsequent editing which culminated into this document. TanEA appreciates the consultations made with a number of Government officials on perspectives on the development of the M&E profession in the country. We finally acknowledge the support of UNICEF in funding the strategic planning process. As mentioned above, different stakeholders have participated in the development of this plan. It is our sincere hope that these stakeholders will continue to support and work with TanEA in a mutual way in the course of its implementation. 7

10 Executive Summary The Tanzania Evaluation Association (TanEA) is a national professional association of monitoring and evaluation (also referred to as a Voluntary Organization for Professional Evaluation or VOPE) which draws its members from all the three sectors, namely public, private and the civil society. The over-all purpose of TanEA is to improve monitoring and evaluation standards and practice in the country. Market drivers in monitoring and evaluation include such pressures as: demand by taxpayers, donors, development actors, CSOs and others to know the results of development projects/programmes (results-based management) and value for money, as part of good governance and accountability. Today, citizens, governments, businesses, leaders, investors, and organizations are becoming more aware of the importance of and placing more pressure on monitoring and evaluation. At the global level, this includes monitoring and evaluation of the SDGs. Within Tanzania this includes monitoring and evaluation of the Second Five Year Development Plan (FYDP II). The main purpose of this five-year ( ) Strategic Plan is to update the purpose of TanEA and give a roadmap to the strategic development and operations of TanEA to sufficiently fulfil its mandate. In developing this strategic plan, a number of processes were undertaken. They included taking stock of the history of the organisation and the major turning points; documentary review; consultations with a number of representatives of the Government of Tanzania; gaining perspectives on the development of the evaluation profession globally; involvement by the members of the Steering Committee and other members invited to participate in two planning workshops, September and November, 2016, during which internal strengths and weaknesses, as well as external opportunities and challenges were identified; then an inclusive, participatory method was used to develop and agree on key results areas (goals) and related strategies. The vision, mission, and operating principles were reviewed as these elements shape the future direction of TanEA. Through these processes, strategic objectives, strategies, activities, key performance indicators and budget were developed. During workshops in September and November 2016 members of TanEA went through a SWOC (Strengths, Weaknesses, Opportunities, and Challenges) exercise, and then used that information to develop a strategic plan for the next five years. The SWOC analyses (one for Tanzania, the other TanEA itself) are presented in Section IV. During the next five years, TanEA s work will focus on four Outcomes. Specific outputs have also been articulated under each of them. The Outcomes are: 1: The Government of Tanzania and the Parliament strengthened the M&E systems, which are guided by evaluation policy. 2: The government and civil society produce improved quality of M&E products and make evidence-based decisions. 8

11 3: Strong and effective TanEA as an institution that is professionally all-inclusive and living up to its Vision and Mission 4: Individual evaluators and commissioners of evaluation produce improved quality of evaluation reports. Figure 1: TanEA theory of change These outcomes have been formulated taking into consideration the TanEA theory of change as demonstrated in Figure 1 above. The Strategic Plan has four outcomes considered to be at the same level. Though outcome 3 (a strong TanEA) will significantly contribute to the achievement of the other outcomes, the group decided that implementation of the other three outcomes do not necessarily wait until outcome 3 is accomplished. The detailed outcomes and their related activities, and the Strategy for achieving them, can be found in Section VII. Implementation of the strategic plan will require qualified and skilled human resources to manage and coordinate the activities. TanEA also hopes to have office facilities and required equipment for a functional secretariat. TanEA plans to mobilize funding from its own revenues (member s fees, subscriptions, etc.) and from various national and international development partners. A comprehensive resource mobilization strategy will be designed and this document will be used as one of the tools for mobilizing multi-year funding. Annual work plans will be formulated from the Strategic Plan basing on the financial resources that TanEA will manage to secure each year. 9

12 I. Background and context Tanzania is at a critical juncture in its history. The country is on the verge of reaching middle income status with a strong political will to achieve rapid industrialization. Yet there are high levels of poverty, and human development indicators that have shown slow progress. In September 2015, at the UN Sustainable Development Summit, world leaders adopted the post-2015 development agenda for transforming our World, i.e. the 2030 Agenda for Sustainable Development. The Agenda identified 17 Sustainable Development Goals (SDGs), with 169 targets, which outline a blueprint for development over the next 15 years. At the same time, the Tanzanian Government s second Five-Year Development Plan (FYDP II), which also constitute the SDG implementation plan for Tanzania, came into effect on 1st July In order to achieve the ambitious targets laid down in the FYDP II, as well as the SDG goals and targets, strategic monitoring and evaluation for generating high quality evidence will be essential. M&E plays an important role in sound governance, providing members of parliament, managers and decision-makers at all levels with objective and credible information to aid in the various stages of the policy cycle, i.e. planning, policy and programme design, and budgeting. Further, strategically selected evaluations reveal to what extent government programmes and policies have achieved their objectives in the light of classical evaluation criteria of relevance, effectiveness, efficiency, impact and sustainability, thus providing the evidence needed to ensure strong accountability to parliament, civil society, citizens and various government bodies. In addition, evaluation findings can serve as a critical link in a continuous feedback loop, emphasizing strategic learning. The adoption of the SDGs calls for new thinking around evaluation and increases the necessity of an active national evaluation culture. The SDGs and their indicators can help countries develop implementation strategies and allocate resources towards achieving the goals. However, while much of the current attention is being devoted to setting up systems for monitoring SDG indicators, comprehensive reporting on progress against SDGs and targets will need to be broader than a mere monitoring of statistical indicators. Evaluation has the potential to make the further step into inclusive engagement in performance assessment, learning, strengthening of accountability mechanisms, as well as feeding into policy and decision-making processes. Evidence generated through strategic evaluations can provide holistic explanations of the level of progress seen and can therefore, be used to adjust policies and sector plans in areas where progress is limited or desired results not adequately obtained. Strengthening of national evaluation capacity will for this reason add substantial value to the SDG implementation process and assist in achieving long term outcomes. The SDG agenda with its emphasis of leaving no one behind, introduces new complexities for the evaluation function, while at the same time strengthening the need for a strong national evaluation culture. Leaving no one behind entails that a participatory approach to evidence generation and measurement of progress is essential, including the voices of as broad a set of stakeholders as possible - including women, children and the most marginalised - in order to maximise influence on national systems. 10

13 It also means that equity and transformative change will be essential metrics of progress against SDG targets. Some of the learning from the MDGs was that tracking progress based on national averages may mask local disparities in accomplishment with sometimes little improvement in the situation of the most vulnerable groups. To an increasing extent evaluators need to focus on who is being left out and identify ways of bringing them into the evaluation process, so that evaluation reports can give a holistic picture of impact of the evaluated intervention or policy on the most vulnerable groups. Evaluation can also be a powerful tool to analyse power relations and gender norms. For evaluators to maximise their input to the SDG agenda, broad and inclusive collaboration will be key with statisticians, policymakers, parliamentarians and civil society, finding ways of working together which will complement and draw on each other s strengths. In Tanzania, systems for monitoring and evaluation of key national strategies and plans exist, most prominently the plans for monitoring and evaluating progress towards the goals in FYDP-II. There are also dedicated M&E units in several government ministries. However, most plans are focused on monitoring, with limited attention to evaluation. Likewise, statistical systems under the Tanzania Statistical Master Plan are well developed but there is not yet a national evaluation policy and strategy in place to take advantage and fully utilized the statistical information systems. 11

14 II. Role of TanEA and purpose of a new Strategic Plan The Tanzania Evaluation Association (TanEA) was established in 2006 as a national chapter of the African Evaluation Association (AfrEA), bringing together monitoring and evaluation professionals from the public, private and civil society sectors, academia and development practitioners, in order to promote and strengthen evaluation practices in Tanzania through capacity building, advocacy, professional development and networking. It operates as an autonomous and independent professional association. TanEA s objectives are to encourage the development and publication of high quality evaluation results, to advocate the Government of Tanzania to create and maintain evidence based evaluation culture, to advance capacity development of the monitoring and evaluation profession, to facilitate networking and information sharing on evaluation and act as a reference centre for evaluation resources and practice in Tanzania. In 2011, the association conducted a strategic planning process which culminated in the development of the TanEA Strategic Plan The association has also played a key role in strengthening the capacity and standardization of the profession with the development of a Results-Based Management manual and Tanzania Evaluation Guidelines for stakeholders. The guidelines and tools are key reference material for practitioners. From 2016 TanEA has stepped up its interactions with parliamentarians, with the objective of strengthening the evaluation culture within Parliament. The association has strengthened its membership base, with many of the new members representing academia. Against this background, the association felt that it was time to develop a new Strategic Plan, in order to make it fully reflective of the new context and challenges of the SDGs and Tanzanian FYDP-II, through a participatory process involving the members in strategic setting of goals and objectives for evaluation in Tanzania. It is important that there be a sound national evaluation association (otherwise referred to as a Voluntary Organization for Professional Evaluation or VOPE) for the realization of the SDG agenda and national goals. TanEA is a strategically placed forum for national stakeholders to come together in the strengthening of a national evaluation culture, and a well-developed Strategic Plan will be a stepping stone for setting strategic national targets for the evaluation function in Tanzania. For this purpose, and with much-appreciated encouragement by and significant support from UNICEF, a new strategic planning process was initiated during Many members of TanEA and invited stakeholders met together for two workshops in Dar es Salaam. During the first workshop September, the participants conducted a thorough SWOC (perceived internal strengths and weaknesses, and external opportunities and challenges) analysis. The results of that SWOC exercise can be seen in Section IV. During the second workshop, November, considerable participatory creative brainstorming was focused on the articulation of the four Outcomes desired by TanEA, and led to the development of a series of drafts of this Strategic Plan. The current document is the fruit of considerable collective work. We hope it adequately communicates to both internal (TanEA members) and external audiences (government and other potential partners) what TanEA is and what it intends to accomplish during the next five years. 12

15 III. Vision, Mission and Values of TanEA The following vision, mission and values statements of TanEA provide the context and principles within which the association operates. The Vision: TanEA envisions a Tanzania where evaluation culture is embraced and supports social and economic development. The Mission: TanEA is a professional M&E association that exists to promote and strengthen monitoring and evaluation practices in Tanzania through capacity strengthening, advocacy, professional development and networking. To achieve the vision and mission, TanEA will persistently and meticulously abide to the culture built on the following core values: 1 Timeliness - TanEA values timely delivery of monitoring and evaluation services and products Ethical/integrity - Adhering to professional ethics in all interventions related to M&E Spirit of Voluntarism - TanEA members value the spirit of voluntarism Competence - TanEA believes in knowledge and skills Team Spirit - TanEA believes in team spirit and recognizes and respects members contributions Accountability - TanEA is conscious about its vision and mission and values accountability Networking/collaboration - TanEA strives to network and collaborate with other stakeholders in M&E 1 These were a part of the previous strategic plan, and re-affirmed during the 2016 SP workshops. 13

16 IV. The Organizational Set Up The implementation of the strategic plan needs effective coordination of various tasks and people at different levels in the organizational hierarchy. The strategy has been aligned with structure of TanEA so as to achieve its mission and goals. The structure of TanEA is simple and functional under the guidance of the annual general meeting (AGM) which is the highest decision-making body. The AGM delegates strategy implementation to the Board of Directors which provide oversight of the strategic plan and the entire organization. Since the Board of Directors meets a few times in a year, the day-to-day implementation of the strategy is vested in the hands of the Secretariat that constitutes the main body of TanEA. Annual General Meeting According to TanEA Constitution, the annual general meeting (AGM) is the supreme governing body undertaking policy and decision making of TanEA. The AGM principal function is to see that TanEA carries its functions as prescribed in the rules and regulations. AGM is responsible for approval of annual work plans and review of narrative and financial reports. The annual general meeting holds its ordinary meeting once every year at a place determined by the Board of Directors. All members of the Board of Directors are elected by the annual general meeting and hold office for a period of three (3) years, but shall be eligible for re-election for not more than two consecutive terms. The Board of Directors will ordinarily meet once every six months provided that extraordinary meeting of the executive committee may be convened at any time. Figure 2: TanEA Organogramme Annual General Meeting (AGM) Board of Directors Secretariat Thematic Team 1 Thematic Team 2 Thematic Team 3 Thematic Team 4 14

17 The annual General meeting of TanEA is held every year for the following Purposes: a) To receive progress report of the preceding year; b) To receive and approve statements of accounts of the preceding year; c) To receive and approve annual budget of TanEA; d) To receive and approve audited report for the preceding year; e) To fill vacant posts left by the Board Members; f) To approve proposed fees and subscriptions; g) To approve the annual plan of activities for the following years; h) To deal with any business dully submitted to meeting. The Board The Board of TanEA provides strategic oversight to ensure effective organizational planning, performance, financial mobilization and accountability in the course of implementation of the SP. It also ensures that the planned activities are consistent with the overall mission and values of TanEA. Specific responsibilities of the Board are: Determine the organisation s mission and purpose Select the chief executive from the most qualified Provide proper financial oversight by ensuring proper financial controls Ensure adequate resources to fulfill the organisation s mission Ensure legal and ethical integrity and accountability Ensure effective organizational planning (The Board must actively participate in overall planning) Recruit and orient new board members and assess board performance Enhance the organization s public image Clearly articulate the organisation s mission, accomplishments and goals to the public/important stakeholders. Determine, monitor and strengthen the organization s programme and services Ensure programmes are consistent with organisation s mission. Support the chief executive and assess his or her performance The Secretariat The Secretariat is the management body empowered to discharge all duties of the association. The Secretariat consists of the Executive Secretary and heads of departments. The specific functions of the Secretariat include the following: To be in charge of the overall management and conduct of the affairs and business of the association To maintain liaison with government and other stakeholders for seeking necessary support To ensure proper and efficient management of resources To plan and supervise programmes/projects for successful implementation. To supervise both indoor and outdoor workshops, seminars, meetings and functions organized by TanEA Establish new rules and regulations of TanEA wherever is deemed fit which shall be implemented upon approval by the annual general meeting. Prepare accounts of TanEA and submit them for audit Do all such other lawful acts and things for the purpose of ensuring the effectiveness of TanEA and its organs The running of day to day activities will be under the jurisdiction of the Executive Secretary who will be the substantive chief executive officer of TanEA. 15

18 V. Results of SWOC Analysis It is important in the strategic planning to conduct an analysis of internal and external environment because it helps determine the factors that directly influence the organization s operations. The identified Strengths and Opportunities would be used to overcome weaknesses and challenges. During the September 2016 workshop, the process of developing a new strategic plan for TanEA began. One of the main activities was to conduct a participatory analysis of the internal Strengths and Weaknesses and the perceived external Opportunities and Challenges of TanEA. The results of that SWOC analysis are summarized in this section at two levels i.e. SWOC of Tanzania M&E system and SWOC for TanEA itself. SWOC of Tanzania s M&E System Strengths M&E system exists (NSGRP-MEP) with clearly defined socio-economic indicators (both baseline & target) at macro and sectoral levels, with feedback mechanism to inform planning and budgeting. M&E system identifies reliable data sources (i.e. NBS); with disaggregated data (sector, region, sex) and clear selection criteria of indicators. M&E system is nationally owned, with clear links between national coordinating secretariat; Ministries, Departments, and Agencies; and Local Government Authorities. Non-State Actors (Parliament with oversight roles, CSOs, Development Partners, research and academic institutions) are involved in important ways including accountability, capacity building, and empowering communities. Development Partners use of the national M&E system is clearly in line with Paris (2005), Accra (2008), and Busan (2011) declarations, as well as with the SDGs (2015), which aim to improve aid management and mutual accountability. Weaknesses The implementation of the M&E system is biased towards monitoring, with minimal activities on outcomes and impact evaluations, and consequently affecting the use of M&E information. Weal evaluation culture i.e. low level of M&E appreciation especially the E part. The absence of a highly-placed champion to implement and influence M&E. There s generally a weak link between demand for and supply of evaluation information, with the lack of capacity to produce and use M&E information. Inadequate human (number of staff and skills available) and financial capacity to implement the M&E system. 16

19 Opportunities High commitment and demand by the 5 th phase government for transparency & accountability of public resource use. Strengthened Joint Sector Reviews call for evaluation information and mutual accountability of all stakeholders. Recognition and participation of Tanzania Evaluation Association (TanEA) and the African Parliamentarians Network on Development Evaluation (Tanzania Chapter). M&E strategy of FYDP II aims at strengthening capacity for monitoring and evaluation (including impact assessment) and reporting. Creation of special and independent M&E implementing/coordinating unit accountable to the Parliament. Challenges Lack of external support may undermine the institutional capacity strengthening. Placing of the implementing and coordinating unit under the Ministry of Finance and Planning reduces impartiality. SWOC of TanEA itself Strengths Legal status official registration with Government gives TanEA mandate to engage with a wide range of stakeholders because it potentially represents a large group of evaluators and clients of evaluation. Professionalization base wide membership who can avail time and resources to the Association. A spirit of volunteerism and commitment by members. Well-clarified structure that fosters good governance and enforces accountability. Network with Mzumbe University that provides hosting and the office space Weaknesses Limited financial sustainability and external support dependency. Lack of full time staff. Potential members are not clear on what TanEA can do for them. Members limited evaluation capacity. Members limited technology applications for conducting evaluations. Insufficient publicity & communication. Inadequate internal accountability mechanism. Low membership base. Not being proactive on M&E policy advocacy. No clearly defined products and services to offer to the public. Some positions in the organizational structure not yet filled. 17

20 Opportunities Growing demand for M&E experts in the country. Government being a signatory of UN conventions and global goals such as the SDGs that demand good M&E. Government commitment to strengthen M&E in FYDP II. Recognition of TanEA as a professional body dealing with M&E. Willingness of Development Partners to support TanEA activities. Increased number of development actors at community levels, including CBOs that demand M&E. Increased demand for gender-focused evaluation. Existing evaluation-related forums with IOCE/EvalPartners and regional evaluation associations, i.e. AfrEA. New strategic plan proposes to build an internal M&E system within TanEA. New opportunities through technological innovations in M&E. Challenges Having no specific liaison person for M and E matters in the government. Government placing more emphasis on M than E. Absence of the government M&E policy. Uncertainty regarding funding opportunities from government stringent funding conditions required by development partners. Lack of baseline surveys on the existing social programmes. Insufficient use of evaluation results. 18

21 VI. Stakeholder analysis: A stakeholder is a person, group, community and other organizations who stand to benefit or loose directly or indirectly, positively or negatively by TanEA s existence. In this context, a stakeholder is someone who has a vested interest in the success or failure of the TanEA Strategic Plan. In this regard, it is therefore important to identify important stakeholders and develop the healthy relationships. It is important for any organization, including TanEA, to conduct a stakeholder analysis so as to be aware of who its various stakeholders are, how their interests relate to the interests of TanEA, and how TanEA could and should collaborate with them. It is important to know their power, influence, expectations, needs, interests, their roles, responsibilities, contributions and comparative advantages so TanEA knows who should be focused on. Usually stakeholders are categorized into three groups namely primary stakeholders i.e. people or groups that stand to be directly affected, either positively or negatively and these include the members of TanEA itself and its Board of Directors, but also certainly intended beneficiaries or target groups. The second category are the secondary or intermediary stakeholders. These are people or groups that are indirectly affected, either positively or negatively and can include government, training institutions, the academia, business, or civil society. The third category are the key stakeholders who are external but very important and contribute greatly to the existence of the organization, such as the development partners, the Board of Directors, Registrar, etc. Full list of the stakeholders of TanEA by category: Primary stakeholders Members of TanEA The Secretariat Beneficiaries of TanEA services Secondary stakeholders Central government MDAs (Ministries, Departments and Agencies) Local Government Authorities Research Institutions Politicians/political institutions CSOs / FBOs (such as Christian Social Services Commission, NGO Policy Forum, Foundation for Civil Society, etc.) Media Private sector Trade unions Judiciary Public at large Key stakeholders Development partners Registrar of NGOs The Parliament/ APFE (African Parliamentarians Forum for Evaluation) Academic/training institutions Media 19

22 20 Table 1: Stakeholder Analysis Stakeholder name Interest / stake from TanEA Members To see TanEA as functional, growing and sustainable What would TanEA contribute to my career development? National Government and LGAs They use the information from the data analysis done by evaluators Influence over TanEA (Low, Medium or High) What could the stakeholder contribute to TanEA? High Fees Expertise Volunteer activities Their attendance and active engagement in different meetings Medium/high Provide and share information during the evaluation processes How the stakeholder might block TanEA Failure to pay their fees Failure to attend the meetings Failure to follow through on tasks for which they volunteered Regulations that negatively affect TanEA; limited interest in working with TanEA Strategies to use for engaging the stakeholders TanEA to provide opportunities or at least inform members of opportunities for professional development (capacity building, partnerships etc) as well as actual M&E assignments. Disseminating M&E reports and results to members. Providing networking opportunities through meetings etc. Communicating with them using technologies available like using smart phones, Yahoo groups, WhatsApp groups etc. Involve them in all stages which concern them. Share information and evaluation results with them. Involve them in joint meetings.

23 21 Stakeholder name Academia/ Research & Training institutions Parliamentarians and Councillors Interest / stake from TanEA To improve capacity, share experiences, strong team; To join in order to develop M&E career of YEE and others. Advice for M&E related policy making; Providing evaluation information that helps them; Helping them hold government accountable. Influence over TanEA (Low, Medium or High) What could the stakeholder contribute to TanEA? High Expertise/ professional services Researchers share evidencebased information; Academia helps develop curriculum to strengthen capacities. Medium/high They can influence the government and communities. Awareness on M&E. Interest in receiving information from evaluations. How the stakeholder might block TanEA Lack of interest in cooperating with TanEA Failure to pay TanEA membership fees As an institution if they do not wish to strengthen M &E related curriculum They can use TanEA for their own benefit. Failure to actually use evaluation results. Strategies to use for engaging the stakeholders Make them feel welcome and fully included in TanEA Collaborate with them in developing M&E courses Collaborate with them. Advocacy to promote M&E policies. Networking; sharing. Network with African Parliamentarians network.

24 VII. THE STRATEGY Rationale In the previous Section the strategic focus of TanEA was set out in the form of Mission and Vision statements. TanEA considers these two statements as the instruments of focus, instruments that set the complete strategic direction and upon which the entire strategic interventions of TanEA are based. However, while the Mission and Vision of the association provide the overall strategic direction, shorter term and more specific goals and outcomes with concrete time-bound milestones are needed to ensure effective achievement of the Mission and Vision and demonstrate progress over the next five years. In this Section therefore, we present the strategic outcomes for the coming five (5) years, as well as associated outputs and activities including the performance monitoring indicators. The entire performance monitoring plan and framework is presented in Appendix 2. Outcomes, Strategic Outputs and High Level Activities Note: For all of the desired Outcomes, TanEA is very aware of the need to strengthen a broad coalition with many other key actors who together will address issues related to strengthening M&E in Tanzania. It should also be noted that TanEA has declared its support of the Global Evaluation Agenda (also known as EvalAgenda2020). Since that declaration is very relevant to and served as guidance to TanEA as it developed this Strategic Plan, TanEA s Declaration of Support of EvalAgenda2020 is included as Appendix 1 of this document. Outcome 1: The Government of Tanzania and the Parliament strengthened the M&E systems, which are guided by evaluation policy. Indicators for Outcome 1 Development and implementation of national Evaluation policy and framework SDGs M&E framework mainstreamed in the FYDP II Output 1: Government adopts policies and takes decisions that are evidence-based. Activities for Output 1 a. In collaboration with partner organizations, advocate for an overall National Evaluation Policy. b. Advocate for and support demand and use of evaluation findings by the central government and Local Government Authorities (LGAs) and other bodies including Judiciary, Parliament, development partners, etc. c. Engage media in high quality advocacy to promote evaluation culture. d. Sensitize and carry out campaigns to raise the prominence of M&E and use of evidence in policy making to Members of Parliament as well as the Executive branch. 22

25 Output 2: The government M&E system is the main source of information for evaluation of policies and strategies Activities for Output 2 a. Promote capacity strengthening for demand, supply and use of evaluation in policy making and evidence-based decision-making processes. b. Work with Parliamentarians and other policy makers, including executive branch, MDAs, judiciary, LGAs, NGOs, and development partners to supporting evaluation-informed policies in Tanzania. Output 3: National M&E system generates data and information for use by oversight bodies like the Parliament, National Audit Office, PCCB, etc. Activities for Output 3 a. Build capacity of oversight bodies on the how to use evaluation results for policy formulation and oversight functions b. Work with other stakeholders for Open Government Initiatives (e.g. Twaweza etc.) Outcome 2: The government and civil society produce improved quality of M&E products and make evidence-based decisions. Indicators for Outcome 2 1. % of M&E units established in MDAs and LGAs 2. % of properly functioning M&E units in the registered civil society organisations. Output 1: Strengthened technical M&E capacity of government, NGOs and CSOs Activities for Output 1 a. Advocate through the President s Office Public Service Management for promotion and prominence of M&E units, including capacity development, in the central government, ministries, departments and agencies (MDAs), local government authorities (LGA) and civil society organizations (CSOs). b. Promote uptake, dissemination and utilization of evaluation results in the central government, MDAs, LGAs and CSOs. c. In collaboration with the UN and other development partners, promote capacity building for equity focused and gender responsive evaluation of the SDGs and indicators as implemented by the central government and LGAs through the Planning Commission and the Cabinet Secretariat. d. Promote capacity for equity-focused and gender-responsive evaluation, in the central government, MDAs, LGAs, and CSOs. e. Promote better monitoring and evaluation by and of NGOs and civil society organizations (CSOs) 23

26 Output 2: Enhanced availability of qualified, certified and experienced M&E professionals in the MDAs. Activities for Output 2 a. Advocate for a national evaluation certification and accreditation system. Such an accreditation and certification system will help to ensure availability of competent professional evaluators. This should include advocating that the Government of Tanzania set up a National Board of Evaluators. Outcome 3: Strong and effective TanEA as an institution that is professionally all-inclusive and living up to its Vision and Mission Indicators for Outcome 3: The size of membership and its diversity The number of clients commissioning evaluations via TanEA, etc. Internal revenue generated is sufficient to cover/meet fully the TanEA operational needs by 50% by 2020 A number of proactive advocacy TanEA driven agendas put forward and successfully won or converted into action or policy formulation. Output 1: TanEA is recognized by government, development partners, civil society and the general public as a reliable partner in Monitoring and Evaluation. Activities for Output 1 a. Develop a communications strategy that increases positive visibility of TanEA, including: a) Strengthening networking and communication. b) Publishing Tanzania Evaluation Newsletter biannually. c) Utilize ICT to enhance its communications among its members and wider audiences, using social media for M&E information sharing including listserv group, Facebook, Twitter, TanEA website, Instagram etc. b. Formulate joint M&E projects with the government in monitoring of SDGs c. Partnership and network with other like-minded institutions/organizations, within Tanzania and around Africa, including AfrEA and other African VOPEs. d. Collaborate with all stakeholders to build a community of practitioners, evaluators and clients of evaluation to promote a wider participation of evaluation professionals Output 2: TanEA s own institutional capacity is strengthened in order for it to effectively promote evaluation. Activities for Output 2 a. Strengthen the operationalization of the entire organizational structure of TanEA e.g. Board of Directors, specialized task forces, AGM, Secretariat, etc. b. Develop TanEA internal policies and capacities e.g. ICT, communication strategy 24

27 and publications, advocacy strategy. c. Develop and implement an effective plan to frequently monitor and periodically evaluate progress on implementation of this strategic plan. Output 3: TanEA is financially sustainable and has access to sufficient human, institutional, financial and other resources to enable it to live up to its vision and mission. Activities for Output 3 a. Recruit a suitably qualified Technical Advisor (TA) to continuously assist and advise TanEA in all issues relating to M&E, with a focus on resource mobilization strategies. b. Execute resource mobilisation strategy contained in this plan Output 4: To have a member of the Cabinet or a Senior Member of the Cabinet as a patron (champion) of the association in order to create a wider buy in of those commissioning and managing evaluations in the government. Activities for Output 4 a. Identify potential candidates who can function as champions or patrons of the association b. Prepare briefing notes to orient and assimilate the champion or the patron of the association c. Prepare publicity materials and advertisements to gain visibility upon getting the champion d. Prepare the action plan for the champion or patron that reflect the expectation of TanEA Outcome 4: Individual evaluators and commissioners of evaluation produce improved quality of evaluation reports. Indicators for Outcome 4 % of M&E reports that meets the required AfrEA standards Client satisfaction index as measured by a survey Output 1: Capacities for TanEA members, evaluators as well as commissioners and other stakeholders, on relevant M&E issues raised to an international professional level Activities for Output 1 a. Identify e-learning and other forms of courses that strengthen evaluation skills, and encourage TanEA members to take advantage of them. b. Organize Annual Monitoring and Evaluation Week to enhance sharing of knowledge and best practices in M&E by national and international evaluators and practitioners. 25

28 c. Organize conferences, workshops and other kinds of programs for TanEA members and other stakeholders. d. Adapt the Global Evaluation Agenda practices and protocols to support the national M&E system. 2 e. Make use of resources offered by IOCE, EvalPartners, Better Evaluation, CLEAR, etc., as well as other international portal e-libraries with regard to evaluation and related matters and popularize these tools to the members. These include IOCE s VOPE Institutional Capacity Development Toolkit. Output 2: TanEA members capacitated to contribute to any global evaluation research, forum, publication and development of standards and guidelines. Activities for Output 2 a. Strengthen Peer-to-Peer knowledge sharing and production with national, regional and international professional evaluation organizations. Peer-to-Peer involvement (e.g. with VOPEs in Uganda, Kenya, Rwanda, Burundi, South Africa, Ghana) to share M&E experiences and practices. b. Encourage TanEA members to contribute to and actively participate in evaluation conferences within Tanzania and in other countries, with emphasis on writing proposals and presenting papers at such conferences. c. Promote Made-in-Africa evaluation knowledge and share with a multi-stakeholder group of governments, CSO, private sector, and development partners. Output 3: Young and Emerging Evaluators developed. Activities for Output 3 a. Establish sustainable mechanisms for recruiting new and young evaluators by: a) Advocating for the development of training courses for emerging evaluators; b) Collaborate with academic institutions to start or strengthen university courses on monitoring & evaluation; c) Establishing a mentoring program between young evaluators and experts in the government and other agencies. 2 See TanEA s commitment to the Global Evaluation Agenda in Appendix 1. 26

29 VIII. Resource Mobilization Strategy This Strategic Plan will be implemented as planned if TanEA s Board and Secretariat manage to mobilize necessary resources, from a wide range of M&E stakeholders through a number of different mechanisms. Currently TanEA gets its funding from membership fees only and with the generosity of Mzumbe University TanEA gets some office space. UNICEF provided support for the development of this Strategic Plan. The different mechanisms which TanEA may use to mobilize resources could include: submitting grant proposals (solicited and unsolicited proposals), developing NGO consortium proposals, organizing special fundraising events, renting assets, selling services, selling products, social marketing and soliciting financial and in-kind contributions from various potential partners. In order to implement this five-year Strategic Plan, a resource mix and a coherent and dynamic strategy will be required, i.e. mobilizing resources internally and externally. Among others, the following strategies will be applied: Widen membership base for increased revenue and skills including resource mobilization capacity Engage members and potential partners in resource mobilization from voluntary contributions Promote products and services offered by TanEA Members to pay 10 percentage of obtained contracts opportunities via TanEA Encourage academic institutions to register M&E students as TanEA Young and Emerging Evaluator (YEE) members Convince members of M&E units in Ministries to join TanEA Have different categories of membership fees and subscriptions (e.g. full membership, student membership, institutional membership, etc.). Ask members to contribute based on particular training / capacity building they desire Subscription to flagship publication Annual M&E Week charge for exhibiters Invite Media to participate and report on TanEA events Map common strategic areas of interest between the Government and TanEA in order to develop a partnership, hence tapping into Government s plans and resources. Organise a high-level meeting/conference about a current thematic area of interest to the government to create a forum to engage government officials. Through TanEA internal sources of funding, conduct a joint brain storming exercise with the government (POPC) on how to promote M&E as a tool to assist the government in monitoring and evaluating current initiatives of industrialisation and creation of employment. Seek, work out and engage with potential resource providers through various ways including developing projects and capacity building training events Working with partners to evaluate SDGs 27

30 Developing grant-winning evaluation projects Recruit a Resource Mobilization Expert to be part of the Secretariat of TanEA Could help Secretariat in partnership and resource mobilization Develop a comprehensive communication strategy and plan, focusing on meetings with key partners, such as asking for space in monthly meetings of development partners in Tanzania. Need to map funding opportunities, who is funding what kinds of programmes and through which modalities. Document and monitor development partners trends and share information with all members and other stakeholders involved in resource mobilization. Communication is essential for fund raising. Website with interesting blog; sell advertising on website. Package and brand success stories of TanEA and disseminate Consider appropriate formats for communication of such stories Consider target audiences and package communication to suit the relevant audience Organize fundraising events such as during the Monitoring and Evaluation Week, selling publications such as Evaluation Guidelines produced by TanEA. Providing expertise voluntarily, for example facilitating an M&E workshop; this may include making use of volunteers Include offering to organize M&E workshops for NGOs and others Resource mobilization is not about income generation only; it is also about networking and meeting different people that support our organization s activities. In kind support TanEA members can raise fees by selling their technical skills and expertise to other organizations, for example becoming resource person of training and research. Pay 2% of contract back to TanEA if member contracted an assignment via TanEA Mobilizing resources from corporations that are interested in Social Impact / Corporate Social Responsibility to evaluate their programmes. 28

31 IX. Introduction to TanEA M&E Plan Monitoring entails the process of maintaining close observation and follow up over the implementation of the activities in the strategic plan. Monitoring of this SP will be at different levels i.e. monitoring of inputs, activities, outputs and outcomes. The Executive Secretary will be responsible for following the overall M&E framework and keeping it up to date. Since TanEA is a learning organisation it will use participatory monitoring tools so as to involve as many stakeholders as possible. Both financial and narrative reports will be prepared by the Secretariat and submitted to the Board of Directors every three months. These quarterly progress reports will form the basis of annual progress performance reports which will be discussed by the members during the Annual General Meeting (AGM). Regarding evaluations, there will be mainly two types, namely 1) self-assessment of programmes/project outputs/outcomes at the end of each year, and 2) both a mid-term and final comprehensive evaluation of the implementation of this Strategic Plan, i.e. during 2019 and at the end of External evaluation will focus on relevancy of the interventions, efficiency, effectiveness, equity and gender dimensions, sustainability, lessons learnt (efficacy) and impact. The core purposes of the M&E system for TanEA is to provide information needed for activity-oriented and overall judgment about accountability and effectiveness. The M&E will be an on-going integral part of management and implementation; it will monitor and evaluate progress and performance measured against the stated indicators in the M&E Plan. Periodic monitoring will involve the preparation of progress reports, midterm review reports; and end of SP report. Progress reports (6-months and annual) provide detailed highlights on the pace of project implementation, project achievements, project performance and level of satisfaction of project stakeholders. The progress reports should both include: 1) a careful description of progress in physical, financial and human terms; 2) reporting implementation bottlenecks and constraints, and recommended remedies from implementing partners. A more elaborated description of the M&E framework can be found in Appendix 2. 29

32 Appendix 1: Global Evaluation Agenda (TanEA s declaration of support for the Global Evaluation Agenda EvalAgenda2020 ) EvalPartners, the global movement to strengthen national evaluation capacities, is proud of the Global Evaluation Agenda This agenda builds on the support from UN General Assembly Resolution A/RES/69/237 and the 92 events that were organized around the globe in celebration of EvalYear This declaration recognizes that evaluation has enormous potential to help improve society. By influencing policy makers, other key stakeholders, and public opinion, evaluation can help to ensure that public policies, programs, and processes are informed by sound evidence and lead to effective and equitable results, thus improving the lives of all peoples and ensuring a sustainable development to protect our planet. However, we note that evaluation has not yet reached its full potential. This gap between the potential value of evaluation and its current acceptance motivates EvalPartners and the signatories below to work harder towards improving evaluation quality and usefulness and spread its benefits worldwide and across all segments of society, including the government, private and voluntary sectors. We know that evaluation is not simply a value-neutral management tool. We and EvalPartners are united by a shared commitment to promoting and supporting equitable and sustainable human and ecological development. We promote evaluation processes and criteria grounded in values of equity, gender equality, and social justice and on shared principles of partnership, innovation, inclusivity, human rights and the protection of the planet. We declare our support for evaluation priorities during the first five years of the 15-year period addressed by the new Sustainable Development Goals (SDGs). We understand that the No one left behind principle stated in the SDGs is embedded as a key value that goes across the three building blocks of an effective evaluation system enabling environment, institutional capacities and individual capacities. Therefore, we commit to the EvalAgenda2020 which aims to: 1. Strengthen the enabling environment for evaluation, so that it: Ensures that all sectors of society understand and appreciate the value of evaluation, Explicitly includes evaluation through national evaluation policies and other governance and regulatory instruments, Provides sufficient resources allocated for evaluation, Uses credible, accessible data systems and repositories to make evaluation findings readily available, Involves stakeholders to receive and utilize evaluation information, Increases civil society s demand for and role in evaluation, and Recognizes evaluation as a profession. 30

33 2. Develop Institutional capacities, so that a sufficient number of high-quality institutions, including but not limited to Voluntary Organizations for Professional Evaluation (VOPEs), government agencies, civil society organizations (CSOs), academia, and institutions that generate and share relevant data exist and are able to: Promote and facilitate quality evaluations, Develop skills at collaborating with other relevant and involved institutions, Resource quality data and evaluations, make information readily accessible, and promote the ability to follow-up on evaluation findings and recommendations, Evolve and develop continuously as the evaluation field advances, Support evaluation research, and Run professional courses in evaluation particularly to ensure sufficient numbers of qualified evaluators. For VOPEs in particular, we note EvalPartners commitment to provide materials and tools to facilitate VOPEs abilities to: Strengthen their capacity and role in influencing the enabling environment for evaluation, Disseminate the importance of evaluation, Be strategic and inclusive in soliciting their members and in their internal management, and Engage in peer learning across countries and through the IOCE. 3. Participate in EvalPartners efforts to build individual capacities for evaluation, focusing on evaluators, commissioners and users of evaluation, so that: Commissioners and users of evaluation will develop: A sound understanding of the value of evaluation, A proactive and positive disposition of collaboration of evaluated instances towards professionals that evaluate them, Processes for conducting high quality, impartial evaluations, and A stronger commitment to using evaluation findings and recommendations. Evaluators, drawn from a diversity of relevant disciplines, are available to conduct high quality evaluations in all countries and in all subject areas and: Have the knowledge, skills and dispositions to make appropriate use of generally accepted evaluation principles, theories, methods and approaches, as well as the subject matters they evaluate Integrate in evaluation the values of equity, gender equality, social justice, and the protection of the planet, in ways that are culturally sensitive, and with respect to the principles of partnership, innovation, inclusivity, and human rights, and Commit to continually learn and improve their capabilities. 4. Finally, we support the inter-linkages among these first three dimensions by working together (as governments, parliamentarians, VOPEs, the United Nations, foundations, civil society, private sector, academia, and other interested groups) in order to: 31

34 Dedicate resources to joint ventures in the conduct of evaluations, and in innovation in the field of evaluation and evaluation capacity building, Participate in developing a common set of terms in all languages to disseminate and share evaluation knowledge, and Attend national and international learning opportunities. We, the Tanzania Evaluation Association, which includes many evaluation actors within and in partnership with our VOPE (including civil society organizations, government, donors, businesses, networks, private sector, consultants, etc.,) meeting in Dar es Salaam, Tanzania, on 18 th November 2016, have jointly declared our support for the Global Evaluation Agenda

35 Appendix 2: Monitoring and Evaluation Framework Section 1: Principles of Monitoring and Evaluation The final step in any planning process is to monitor progress and evaluate performance results. Ideally, the developed strategic plan should be reviewed on a regular basis. The overall objective of M&E is to track implementation and performance achievement of the plan, against plan time-runs, and make the necessary adjustments in order to achieve the objectives of the plan by the end of five years i.e. by M&E entails collection, analysis and interpretation of information and data. The Board of Directors together with the TanEA Secretariat will use different methods to monitor progress against annual operational plans. Objectives of the M&E system for the TanEA Strategic Plan will be to: Assess whether, for each activity, agreed milestones are being achieved as targeted; Act as an early warning system in cases where targets are unlikely to be achieved; Provide regular information to all stakeholders on the performance of TanEA with respect to the Strategic Plan. Constitute an informed basis for any reviews; Ensure the continuous sharpening and focusing of strategies and assist in the mobilization of appropriate and responsive interventions at all stages of implementing the Strategy. When reviewing progress towards achieving the Key Result Areas, the Board and the Secretariat should ensure that activities are consistent with TanEA s vision, mission and values. The main purpose will be to enhance learning and sharing experience with TanEA stakeholders and taking corrective measures. At the same time, it will be important to show what value TanEA adds to the accountability and development of the country. It is necessary that all relevant activities and intermediate results have clear performance indicators on how they can be tracked and also measured. TanEA should develop a Performance Management Plan. An M&E system further necessitates a data collection system that is timely, reliable and flexible enough. The plan should establish what data will be collected, how they will be collected and who will collect them, how data would be analysed. The analysed data will be used to make informed decisions such as adjusting the strategy or finetune implementation. Finally, an M&E System should have the capacity to: Track programme resources and activities through routine data collection; Examine achievement of programme activities against planned activities; Guide the coordination and implementation of programme activities; Measure the extent of achievement of programme outputs and outcomes; Assess the actual change in target indicators against set benchmarks Assess the impact of the programme. 33

36 Gather lessons learnt and using the same in decision making processes As a working principle, the TanEA M&E System will be based on manageable processes, measurable and verifiable indicators, and will conform to the basic rules of simplicity, timeliness, and cost-effectiveness. The first level of monitoring is done by TanEA as an association. These include all TanEA s units. Stakeholders come in during the annual calendar of planning and budgeting system. For better performance at the programme level, the organization has to be strong internally. The members of the board and the Secretariat have to be equipped with monitoring and evaluation skills so that they would easily monitor and evaluate the work being done. Lastly, there must be a good documentation and reporting system for the implementation of the Strategic Plan. The Secretariat of TanEA will have to ensure that it uses detailed M&E plans to produce half-yearly and annual reports. When activities are done (or not done) a report will be prepared that should include, among other things, achievements, failures, resources and lessons learnt. Annual Work Plans should include detailed activities, tasks, targets, multiple-level key performance indicators and the specific timeline for their realization. Consequently, annual work plans will be prepared every year with all required details. Evaluations, on the other hand, will be done mid-way and at the end of the five years in the course of strategic plan implementation. This will involve an external consultant. TanEA will prepare the terms of reference for the exercise. Outputs, Indicators and Targets will be evaluated basing on five criteria, namely: Relevance Criteria: to ensure the Plan is relevant to stakeholder and economic realities at all times Efficiency Criteria: Assess the allocation and optimal resource use Effectiveness Criteria: Assess the extent to which expected outputs are realized Sustainability Criteria: Assess the strategic capacity and capability to continue Strategic Plan implementation Impact Criteria: Assess whether the planned outcomes have been fully realized Monitoring Methods Routine SDGs data collection, analysis will be conducted, documented and reported to ensure effective monitoring. TanEA will conduct continual data collection, analysis of actual outputs against targets. Each of the output areas, targets and performance measures and indicators will be established and documented. Actual performance will be measured against these indicators. Data collection instruments will be developed as appropriate. The Secretariat will hold monthly performance review meetings as appropriate. The 34

37 reports from such meetings will be tabled for review during the quarterly Strategic Plan implementation review meetings. Reports from the quarterly meetings should be reported to the subsequent Board meeting. Annual General Meeting Annual Strategic Plan Performance Management Systems audit (in addition to financial audits) will be conducted to evaluate performance progress, impacts and relevance. The implementation report of the Strategic Plan shall be one of the agenda items during the Annual General Meeting. 35

38 36 Section Section 2: 2: Monitoring Monitoring and and Evaluation Evaluation Framework Framework for Strategic for Plan s Strategic Intended Plan s Impact and Intended Outcomes Impact and Outcomes Result(s) Indicator Baseline Target Data Source Frequency Responsible party or person Impact/Goal: A government that is making decisions and adopting policies that are evidence-based leading to improved accountability and good governance Number of evidence based dialogues on national M&E policy 0 (No M&E Policy) M&E Policy in place by June evidencebased dialogues by 2021 Planning Commission Cabinet Secretariat 3 years Board of Directors of TanEA OUTCOME 1: The Government of of Tanzania and the the Parliament strengthened develop the evaluation M&E systems, policy and which are frameworks guided by to evaluation policy. strengthen the M&E systems Development and implementation of national Evaluation policy and framework The level of mainstreaming of SDGs in M&E framework in the FYDP II No Evaluation policy and framework Not mainstreamed; No coherent monitoring Evaluation Policy and implementation framework in place by 2021 Key five SDG priorities mainstreamed by 2019 Planning Commission NBS Parliament Cabinet Secretariat Half yearly TanEA Secretariat Board of Directors Selected TanEA members to assist in follow up OUTCOME 2: The Strengthened government and civil institutional society produce and improved technical quality M&E capacity of M&E of government, products and and make civil societies. evidence-based decisions. % of M&E units established in MDAs and LGAs % of properly functioning M&E units in the registered Civil Society Organisations MDAs: TBD LGAs: TBD TBD MDAs: 90% LGAs: 50% By % by 2019 POPSM (Ministerial Quarterly Reports) PORALG (Ministerial Quarterly Reports) Tanzania Non- Governmental Organisation Annual Reports (TANGO) Annually Annually TanEA Secretariat (data to be collected through surveys)

39 37 Outcome 3: Strong and effective TanEA as an institution that is professionally allinclusive and living up to its Vision and Mission Outcome 4: Individual Strengthened evaluators and capacities commissioners of individual of evaluators evaluation who produce are improved members quality of TanEA. of evaluation reports. 1. The size of membership 2. The number of clients commissioning evaluations via TanEA 3. Internal revenue generated is sufficient to cover/meet fully the TanEA operational needs by 50% by A number of proactive advocacy TanEA driven agendas put forward and successfully won or converted into action or policy formulation Client satisfaction index (among the selected) % of M&E reports by TanEA that meets the required AfrEA standards N/A 3. TShs 180, N/A N/A N/A active members by by Tshs 50 Million by in in in in % of the selected clients are satisfied 70% of the selected M&E reports or meta evaluations 1. TanEA Annual Report 2. TanEA Annual Report 3. TanEA Annual Report 4. TanEA Annual Report Client Satisfaction Surveys TanEA Annual Report 1. Annually 2. Annually 3. Annually 4. Annually Every two years Every two years 1. TanEA secretariat 2. TanEA Secretariat 3. TanEA Leadership (the Board and the Secretariat) 4. TanEA Leadership (the Board and the Secretariat TanEA Secretariat TanEA secretariat

40 Section 3: Risk Analysis and Mitigation The implementation of the Strategic Plan will be done in a constantly changing environment. Some of the changes may impact the performance of the organization, directly or indirectly. It is therefore of paramount importance to identify possible risks and where necessary develop mitigation strategies to reduce their effect. The table below shows a way to identify some of the risks and mitigation measures that were identified during the strategic planning process: Risks and mitigation measures 3 Risk (internal and external) Mitigation Measures **** If necessary resources are not secured **** If constitution is not clear on promoting diversity of membership of TanEA **** If there is insufficient commitment of members **** If we don t learn from the previous experience, e.g. if we don t get a committed and active Board of Directors **** If we don t get the right persons in the Secretariat *** If TanEA doesn t have a strong buy-in from key partners/ stakeholders *** If we are unable to provide sufficient quality and useful evaluation services ** If there is no positive response from policy-makers ** Inflation costs of planned implementation Repackage our resource mobilization strategy, specific to each category of sources of funds. Prioritize activities that produce quick wins. May need to amend constitution Increase visibility of TanEA; promote benefits of membership. Learn from other professional associations. See how constitution addresses this in terms of length of terms of officers. Improve governance structures in TanEA, including accountability. Be sure conditions and expectations are clear in hired personnel contracts, and related laws and HR policies. There should be an initial provisional trial period, and then annual renewal periods. Identify expected performance criteria consistent with this Strategic Plan. Strengthen our advocacy strategies; better understanding of stakeholders needs Train. Re-train. Consider more effective ways to strengthen capacities, including mentoring. Collaborate with other partners who are also addressing policy-making Contingency budget. Reduce some activities. 3 Number of stars indicate seriousness of threat. 38

41 Strategic Plan Implementation The Board will provide the overall policy directions and guidelines, sanctioning, authorization as well as resource allocation for the realization of planned objectives. The Board will also cause the undertaking of a mid-term Strategic Plan evaluation and realignment as appropriate. The Executive Secretary of TanEA will guide the implementation of the plan of operation and performance measurement tool. The TanEA Secretariat will be responsible for overseeing the implementation of the Strategic Plan in the course of its implementation. All TanEA members are expected to play active roles in the implementation of this Strategic Plan. Main services required for the implementation include: Physical Assets and Infrastructure Funding Human Resource Requirements Existing Linkages and Collaborations 39

42 40

43

44 TanEA P.O. Box , DAR ES SALAAM TEL: Fax: Cell: tanea@tanea.or.tz Website: