impact application 3tze-8ffy-cv social accountability ......3tze 8ffy cv raleigh referees april 06,...

Impact Application 3TZE-8FFY-CV

Social Accountability through Youth (SAY) in Tanzania’sDodoma, Iringa and Morogoro regions

Social Accountability through Youth (SAY)… - 3TZE-8FFY-CV

SMILE by AIMD Digital Ltd: 18th April 2017 UK Aid Direct Application - 3TZE-8FFY-CV

Eligibility

1.1 Are you a registered not-for-profit organisation?

Yes

1.2 Which country are you registered in?

1.3 In which country will your project be implemented?

Nepal

1.4 Is your project between 3 to 5 years in duration?

Yes

1.5 Do you have less than GBP 10 million annual turnover for the past 3 years?

Yes

1.6 Does total DFID funding from grants over the last 3 years represent less than 40% of your

income over the same period?

Yes

1.7 Will you provide 25% of your proposed project funds as match funding?

Yes

1.8 Can you confirm that you are NOT a governmental or an inter-governmental organisation?

Yes

1.9 Can you confirm that your organisation does not:



Yes

1.10 Do you currently hold 0, 1 or 2 live Impact grants from UK Aid Direct?

Yes

1.11 Do you currently hold 0 or 1 live Community Partnership grants from UK Aid Direct?

Yes

1.12 Does your organisation or your family of organisations hold 0, 1, 2, 3, 4 or 5 live grants from

UK Aid Direct?

Yes



Introduction

2.1 What is the name of your project?

Social Accountability through Youth (SAY) in Tanzania’s Dodoma, Iringa and Morogoro regions

2.2 Please describe your proposed project.

Up to 17% of GDP in developing and war-torn countries is estimated to be lost due to corruption, fraud and

mismanagement. In Tanzania, public accountability systems are weak. The Dodoma, Iringa and Morogoro

regions receive significant development investment, however a lack of community, and particularly youth and

women’s, voice diminishes accountability and leads to reduced delivery quality and impact. With evolving

movements in transparency and data, youth are ready to hold decision-makers to account in new and exciting

ways. SAY will give young women and men a chance to embed integrity in their own communities, maximising

the impact of basic services for at least 528,500 people through transparent and autonomous youth-led

monitoring.

2.3 What is the proposed duration of your project (in months)?

48

2.4 Do you hold any other funding from DFID?

No



Organisation Details

3.1 Please enter the details of your organisation and those of your implementing partners and

matched funding partners.

Raleigh International TrustGrant Holder - GB-CHC-1047653

Registered Address: Dean Bradley House, 52 Horseferry Road, London, SW1P 2AF

Postal Address: (As above)

Integrity ActionImplementing Partner - GB-CHC-1120927

Registered Address: The Leather Market, Unit 12.1, Weston Street, London, SE1 3ER, United Kingdom (GreatBritain)


Raleigh TanzaniaImplementing Partner - TZ-CR-92038

Registered Address: PO Box 729, Morogoro, Tanzania


Raleigh International TrustMatched Funding Partner - GB-CHC-1047653

Registered Address: Dean Bradley House, 52 Horseferry Road, London, SW1P 2AF, United Kingdom (GreatBritain)


3.2 Please provide details of the primary contact for this application.

First Name

Julian

Second Name

Olivier

Phone Number

+44 (0)20 7183 1270

Skype ID



julian.olivier1

3.3 Please provide details of a secondary contact for this application.

First Name

Ross

Second Name

McKenzie

Phone Number

+(255) 758 169781

Skype ID

menzie99

3.4 Please upload your Organisational Strategy (i.e. your organisation's strategic plan or

equivalent.)

Current Strategy Files

PDF ❍

Raleigh International Strategy 2017 2020 Low Res April 07, 2017 1.5 Mb❍

PDF ❍

Toc 3tze 8ffy Cv Raleigh Tanzania Say January 30, 2017 210 Kb❍

3.5 Please upload your organogram.

Current Organogram Files

PPTX ❍

3tze 8ffy Cv Raleigh Say Organogram April 18, 2017 150 Kb❍

3.6 Please upload the following fiduciary documents:

Current Fiduciary Files

DOCX ❍

3tze 8ffy Cv Raleigh Referees April 06, 2017 30 Kb❍

PDF ❍

3tze 8ffy Cv Raleigh Charity Registration Certificate March 31, 2017 7.6 Mb❍

PDF ❍

3tze 8ffy Cv Raleigh Letter Of Good Standing March 31, 2017 45 Kb❍

PDF ❍



3tze 8ffy Cv Raleigh Proof Of Address March 31, 2017 83 Kb❍

3.7 Which Global Goal is your primary focus?

16. Peace, justice & strong institutions

3.8 Which Global Goal is your secondary focus?

1. No poverty

3.9 What is the geographic coverage of your organisation?

Latin America and the Carribean●

South Asia●

South East Asia●

Sub-Saharan Africa●

3.10 Within the regions you have identified above which countries do you work in?

Latin America and the Carribean

Costa Rica●

Nicaragua●

South Asia

Nepal●

South East Asia

Malaysia●

Sub-Saharan Africa

Tanzania●

3.11 How would you describe your organisation?

International NGO●

3.12 How would you describe your organisation in terms of its core business?



Youth organisation/working with youth●

3.13 Are you applying on behalf of a consortium?

No

3.13.1What are the names of the other organisations in your consortium?

3.14 Whether in a consortium or not please provide a list of your proposed implementation

partners.

SAY will leverage the expertise, enthusiasm and added value of these partners: 1. Raleigh International in

Tanzania and its affiliated alumni, the Raleigh Tanzania Society. 2. Integrity Action, a UK charity (1120927)

committed to empowering citizens to act with and demand integrity. SAY will also engage key stakeholders

including the RAS for the Dodoma, Iringa and Morogoro regions, at least 8 District Councils, and multiple

development initiatives – such as SAGCOT and NAFAKA – and/ or agencies.

3.15 Please provide a list of acronyms.

AcT - Accountability in Tanzania programme CIB – Community Integrity Building CM – Community Monitor

DEDi - District Executive Director DevCheck – Development Check http://www.developmentcheck.org/ FYDP –

Five Year Development Plan GDP – Gross Domestic Product IA – Integrity Action JWG – Joint Working Group

LGAs – Local Government Authorities NGO – Non-Governmental Organisation P2P – Peer to Peer RAS -

Regional Administrative Secretariat RI – Raleigh International RiT – Raleigh International in Tanzania SAGCOT

– The Southern Agricultural Growth Corridor of Tanzania SAPT - Social Accountability Programme in Tanzania

SAY - Social Accountability through Youth VfM – Value for Money YCC – Youth Cluster Coordinator YiCS –

Youth in Civil Society

3.16 If you wish to add more acronyms, please enter them here.

ADD - Action on Disability and Development CCBRT - Comprehensive Community Based Rehabilitation in

Tanzania CMan – Communications Manager CPM – Country Programme Manager DPO – Disabled Person’s

Organisation FGD - Focus Group Discussion GESI – Gender, Equality and Social Inclusion GoT – Government

of Tanzania HPSS – Health Promotion & System Strengthening IIG - INGO Interest Group ITAD - Information

Technology and Agricultural Development KII – Key Informant Interview M&E – Monitoring & Evaluation MEL –



Monitoring, Evaluation & Learning MIS - Monitoring Information System MoV – Means of Verification NRM –

Natural Resource Management NYP – RI’s National Youth Programming ODI – Overseas Development

Institute OECD - Organisation for Economic Co-operation and Development OES – Bureau of Oceans and

International Environmental and Scientific Affairs PCM - Project Cycle Management PM – Project Manager PO

– Project Officer PWD(s) – Person with Disability/ People with Disabilities RTS – Raleigh Tanzania Society

SALY-B - Sustainable Alternative Livelihoods for Youth in Borneo SAWA - Safina Women's Association in

Morogoro SCUK – Save the Children UK SDC – Swiss Agency for Development & Cooperation SNV –

Stichting Nederlandse Vrijwilligers (Netherlands Development Organisation) WCS – Wildlife Conservation

Society WWF – World Wildlife Fund



Proposed Project

4.1 Please tick all the DFID strategic objectives that your project addresses

Strengthening global peace, security and governance●

Tackling extreme poverty and helping the world’s most vulnerable●

4.2 In which region(s) will your project be implemented?

Sub-Saharan Africa●

4.3 Which country/countries will your proposed project be implemented?

Sub-Saharan Africa

Tanzania●

4.4 What regions will the intervention cover within the country or countries of implementation?

Dodoma, Iringa and Morogoro

4.5 Describe the process of preparing this project proposal.

Developed by RI and implementing partners, SAY supports the achievement of RI’s new strategy; specifically,

its YiCS Thematic Plan. RI utilised its PCM framework to ensure the development of a robust and logical theory

of change and project design. The framework includes analysis (stakeholder, problem, objective and strategy)

and design (project plan, activity planning and budgeting). RI managed the design process in close

collaboration with IA and RiT. Programme development staff coordinated PCM steps with close oversight and

input from senior staff (e.g. RI’s Director of Programmes, IA’s CEO, RiT’s Country Director). Finance staff were

involved in budgeting and ensuring VfM while MEL staff contributed to the MEL plan, integrity of project

indicators and MoV. Pro bono external support was used to review disability and gender mainstreaming and

ensure its effectiveness. The RI Board was briefed on the project proposal with two nominated Trustees with

programmes and finance backgrounds assessing strategic fit and risk. The final SAY proposal was approved

by RI’s CEO. The process began in November 2016 with relevant PCM steps completed prior to submission of

the Stage 1 concept. Additional consultations, assessments and analysis – and subsequent refinement of the

project design – took place Spring 2017. Following desk research, sample communities were consulted through

27 FGDs with 423 participants in 9 villages from 3 Districts (Mvomero, Morogoro; Mufindi, Iringa; Kongwa,

Dodoma). FGD groups included young women, young men, PWDs and village leaders. KIIs with persons

considered strategic in terms of their participation and experience in identified projects in Dodoma, Morogoro



and Iringa also took place. Interviews were conducted with identified stakeholders from funders, NGOs, LGAs

and networks (e.g. Policy Forum). Key project leads from government and NGO-led projects/ initiatives due to

take place or already under implementation across target regions between 2018 and 2021 were included.

Those consulted included Simavi, Africare, Worldvision, HPSS, SNV, Good Neighbours, Helvetas, Restless

Development, WWF, Acra, WCS, Shahudu wa Maji. Project donors such as USAID and SDC within the target

regions were also contacted for feedback on SAY. Feedback from FGDs and KIIs was incorporated into SAY’s

design. For example, 52% of women attending female-only FGDs highlighted that decision-making is still

dominated by men at village level. SAY’s design now includes activities to establish and support women’s

groups as a forum through which women gain the confidence to engage with leaders and hold actors to

account. Similarly, FGDs with young members of the RTS highlighted that accessible physical environment for

meetings is key to enabling PWDs to participate. SAY is designed to be GESI-sensitive. Training of all involved

will take place in, and reinforce the onward use of, accessible locations for project activities, meetings and

monitoring tasks.

4.6 What lessons have you drawn on (from your own and others’ past experience) in designing

this project?

RI has over 30 years’ experience in working with, through and for youth. Learning from existing and previous

projects informed SAY’s design. Funded by the US Department of State’s OES, RI’s SALY-B project supports

young people in Borneo to improve conservation of forest biodiversity and strengthen local communities’

wildlife trafficking interdiction through a youth livelihoods lens. Its approach recognises the impact young

people can have in their communities and harnesses their power to encourage communities to actively

participate in the sustainable management of their local natural resources. In supporting local youth to

successfully establish and coordinate peer networks and to mobilise their communities, SALY-B has provided a

reference point for the design of SAY’s support to youth CMs by their peer YCCs working in clusters of

neighbouring communities. RI has undertaken considerable research to incorporate lessons and approaches

from other actors into SAY’s design. In 2015, CIB was found to be successful, adaptable to different contexts,

and scalable by the World Bank’s evaluators on its ‘Development Grant Facility Network for Integrity in

Reconstruction’ project - a multi-country $1.8m investment [1]. Its suitability in successfully and transparently

facilitating solutions to problems identified by communities in diverse and varied contexts reinforces its

application in SAY target regions in Tanzania. Of its implementation in diverse countries such as Sierra Leone,

Timor-Leste and DRC, World Bank’s evaluators noted “all partners have been able to implement the basic

elements of the CIB approach, with adaptations to suit the local contexts”. IA has contributed its significant

social accountability expertise to SAY’s design. In mainstreaming its GESI strategy through CIB delivery in

diverse locations such as the Georgian Technical University (GTU) and Osh, Kyrgyzstan, IA has proven the

model can ensure the effective participation of PWDs. In 2012, IA ensured inclusion in a project which aimed to

address inadequacies in the city’s provision of services for PWDs in Osh. To address integrity problems

highlighted by monitors, the JWG created a booklet on the benefits PWDs were entitled to featuring the



organisations and institutions mandated to provide them. Prior to its production, many PWDs were forced to

pay bribes to receive their entitlements. Improved knowledge on how to access documentation and which

institutions to contact has decreased the number of people paying bribes for access to services. SAY will build

upon Worldvision’s 2014-16 piloting of beneficiary feedback mechanisms in Dodoma, Iringa and Morogoro. The

project has also provided key learnings for the design of SAY’s CM component. Using formative research in

each project location, localised refinements will be undertaken to design based on a thorough understanding of

each context.

4.7 What is the context in which your proposed project will work?

Tanzania’s public accountability systems are characterised by weak structures and lack transparency, with

youth and women’s voices particularly marginalised. Dodoma, Iringa and Morogoro regions receive significant

development investment such as the SAGCOT initiative for increased agricultural productivity. Feedback

mechanisms for development investment are usually managed by implementing agencies while communities

are unable to effectively hold implementers to account. This results in failures in delivery, reducing impact and

VfM. Communities, LGAs and other actors are unaware of the possibilities of autonomous community

monitoring. Leaders are overwhelmingly male, reinforcing cultural barriers to youth and women’s participation.

4.8 Please provide a more in-depth explanation of the context in which your proposed project

will work.

A robust system of accountability is essential for people to monitor progress and hold governments and other

actors accountable for SDG implementation in a transparent and participatory way [2]. In Tanzania, public

accountability systems are characterised by weak structures and a lack of transparency [3], with youth,

women’s and PWDs’ voices marginalised. Thus, the GoT established several institutions and subscribed to the

African Peer Review Mechanism to facilitate improved governance and accountability [4]. Despite these

positive reforms, 4 major challenges hinder further progress on governance and accountability: grand and petty

corruption; weak accountability resulting in poor quality of public service delivery; weak public systems; and

sub-optimal public finance management. Social accountability projects have been implemented in response

with varying degrees of success; their learnings inform SAY’s design. The GoT is relocating to Dodoma which,

along with Iringa and Morogoro, is receiving significant development investment. Development actors investing

and implementing across sectors include LGAs, USAID and related agencies, SDC, private sector companies

and NGOs. Despite this investment and the need for better accountability mechanisms to ensure VfM, regional

government strategies on governance include no specific means to address social accountability. LGAs,

communities and other actors are widely unaware of autonomous community monitoring possibilities and

benefits. “For Agenda 2030 to be successfully realised, young people must be at the heart of implementing,

monitoring and evaluating the Global Goals” (DFID Youth Agenda). Tanzania’s population is among the

youngest in the world (median: 17 years) [5]. The GoT’s1996 Youth Development Policy (revised in 2007) is



not supported by an implementation framework [6]. A 2016 British Council research study concluded young

people feel they have great potential to help their communities and country develop, but this potential is not

fully realised. Action is needed to allow young people to become active citizens [7]. Consultations in target

areas confirmed that young men, women and PWDs feel unable to affect change in their communities as they

are uninformed of development projects and are underrepresented in formal structures. 88% of PWDs

consulted were not satisfied with how their needs or views are considered. Leaders at all levels are

overwhelmingly male and older, reinforcing cultural barriers to youth and women’s participation. Of 106 village

leaders RiT consulted, only 30% saw value in youth holding leaders to account. Feedback mechanisms for

development investment are usually managed by implementing actors, leaving communities unable to

effectively hold them to account. This results in failures in delivery, reduced impact and VfM. Steps need to be

taken to provide young people with the knowledge and skills needed for effective civic participation to hold

actors to account [8].

4.9 Please explain who else works in this context (other organisations, government, UN

agencies) and how your project adds value to what is already being done.

GoT departments include the office of Public Service and Good Governance, Prevention of Corruption Bureau

(PCB), Controller and Auditor General (CAG), and various Parliamentary oversight committees. It has

subscribed to the African Peer Review Mechanism to facilitate improved governance and accountability [9]. Its

new FYDP aspires to intensify and strengthen the role of local actors in planning and implementation. The GoT

has invited RiT to advise on how to ensure effective youth participation in policy creation which reflects their

central role in the nation’s future. SAY seeks to add value by plugging the gaps in Tanzania’s current social

accountability context and systems in 3 regions. It builds on recent interventions and recognises what is a

regular omission in actors’ social accountability plans – the provision of ‘type C’ community-led monitoring

which provides true autonomy and transparency. The social accountability projects detailed below have been

implemented by development organisations and CSOs over the last decade; SAY will expand on key learnings

and recommendations. The DFID-funded AcT programme sought to increase the accountability and

responsiveness of GoT to its citizens. Recommendations drawn from ITAD’s evaluation of the programme in

2015 have provided focus in SAY’s design. Forum Syd‘s Social Accountability Programme in Tanzania (SAPT)

between 2010-2012 included the formation and strengthening of Social Accountability Monitoring Committees

(SAMCs) and the establishment of Youth Shadow Councils. SAPT increased community participation,

particularly among youth, and increased the capacity of communities to hold GoT to account for basic service

provision. Elements of its model have informed SAY’s design, including the formation of committees (JWGs) for

community monitoring, the provision of opportunities for dialogue between youth and authorities, and the focus

on marginalised groups. Twaweza, an independent initiative, was established in 2009 to deliver transparent

and effective governance. Their Sauti za Wananchi (Voices of Citizens) initiative utilises mobile phones to

collect information from Tanzanian citizens quickly, efficiently and at low cost, to inform citizens and support

policy-makers to be more responsive to the needs and aspirations of its people. The Policy Forum, a network of



over 70 NGOs registered in Tanzania influences policy processes to enhance poverty reduction, equity and

democratisation, has been implementing social accountability monitoring since 2007. The forum uses three

prolonged monitoring accountability approaches across all levels of GoT at central and local levels. The central

level accountability cycle has been monitored by the Budget Working Group (BWG) and Local Governance

Working Group (LGWG), coordinated and facilitated by a Policy Unit. SAY’s learnings will be disseminated

across the Policy Forum to enable members to consider lessons for future programming.

4.10 What is your strategy to address the contextual needs?

Our strategy differs from recent social accountability projects in Tanzania by harnessing the power of youth and

giving autonomy to communities. Local youth will be supported to empower communities to implement

Community Integrity Building (CIB), a cost-effective approach of context sensitivity, joint learning, evidence

building and constructive engagement. Youth will use gender-appropriate means to gather community

feedback, analyse findings through the DevCheck online tool, agree fixes with responsible development and

LGA actors through JWGs, and hold them accountable for fixes. Feedback will be shared with the community,

closing the loop. SAY will leave a legacy of embedded, self-sustaining CIB in over 179 communities.

4.11 Please provide more detail on your strategy to address the contextual needs.

The GoT’s new FYDP recognises that public accountability systems are weak and lack transparency,

undermining the quality and VfM of public service delivery. SAY supports the GoT’s target of intensifying local

actors’ role in planning and implementation and will harness the power of youth to instate community-led

monitoring into this gap. Results of community-led monitoring, fixes to problems raised by communities agreed

through JWGs, and the implementing actors’ subsequent delivery of fixes will be published on DevCheck and

monitored by 358 CMs and communities to ensure transparency and leverage improvements to local basic

services. Regional authority strategies include no specific means of addressing social accountability. SAY will

work with the RASs in Dodoma, Iringa and Morogoro and with authorities in 8 districts through joint monitoring

visits, regular meetings and dissemination of learnings to position CIB as a cost-efficient means of empowering

the most marginalised, and maximising projects’ impact and VfM. SAY aims to achieve signed agreements

from the RASs for ‘top-down’ reinforcement of CIB against projects earmarked for future delivery in the 3

regions (Output 4). In addition, many implementing agencies are unaware of type-C accountability from

projects. SAY will ensure key agencies take part in the strategy to support future CIB take up. Communities are

unaware of the possibilities of autonomous community monitoring. In 179 communities, SAY will run GESI-

sensitive events to promote CIB and its benefits, recruit CMs and engage the wider community and its

leadership. JWGs will be established to assess issues and agree fixes. Feedback from JWGs will be shared

with communities, closing the loop. A pan-district multi-media campaign will promote CIB in communities

outside of the 179 in which direct delivery is taking place. The campaign, including local events and peer-to-

peer exchanges, aims to enthuse marginalised groups and local leaders to demand community-led



accountability on future projects in their villages. A CIB toolkit will be produced and made available online and

at events. Uninformed of development projects and underrepresented in formal structures young women and

men and PWDs’ feel unable to affect local change. Leaders at all levels are overwhelmingly male and older,

reinforcing cultural barriers to youth and women’s participation. SAY will empower young women and men and

PWDs through a GESI-sensitive package of training, confidence building and ongoing support to take part,

while working with local leadership to create support of local youth voice. As YCCs, SCCs and CMs, they will

lead communities in implementing CIB. Training and support will be gender and disability appropriate, and SAY

will ensure forums (e.g. local peer and women’s groups) are established to build confidence and help young

women and men and PWDs to use their voice. Addressing failures in delivery, SAY will leave a legacy of self-

sustaining CIB.

4.12 How do you know this is the right response to the need? What other strategies did you

consider?

With one of the world’s youngest populations, the mobilisation of young women and men and PWDs is a key

part of the solution to many development and governance issues in Tanzania. The GoT acknowledged this in

its invitation to RiT to advise the on effective youth participation in future policy creation. The opinions of young

women and men and PWDs living in the target regions regarding both (a) barriers to participation in

accountability within communities and (b) the ways in which SAY’s design responds. Their feedback has

subsequently influenced SAY’s development. 27 FGDs with 423 participants in 9 villages from 3 Districts took

place, including young women, young men, PWDs and village leaders. The results of these FGDs both

reinforced Stage 1 design elements and assumptions, and provided new reflections upon design, enabling RI

to begin tailoring its approach to the local context; a process which will continue with formative research and

refinement during project inception. SAY expands on key learnings and recommendations of recent social

accountability interventions in Tanzania and elsewhere. Desktop research and KIIs with key strategic

stakeholders in the social accountability sphere such as Policy Forum, and recently implemented interventions

such as AcT and SAPT have been considered during the refinement of SAY’s approach. As per 4.5,

consultations have been undertaken with networks, donors and agencies operating in the geographic and/ or

thematic space occupied by SAY, reinforcing the action’s strategy for engagement with implementing actors,

authorities and donors. E.g. USAID’s WARIDI recognised social accountability gaps in its and others’

programming and the potential benefits of SAY, and its own future engagement with the project. Advocacy at

the national level was considered in addition to the strategies employed by SAY. However, IA’s experience in

delivering CIB and achieving its scale up suggested that the best approach towards embedding CIB is to focus

first on local delivery alongside advocacy efforts at the district and regional levels. These are the authorities

that community members are most likely to interface with, making change more likely if SAY encourages that

interaction. National-level projects can also create complexities for projects encouraging take up of the CIB

model. The larger scale a single project may be, the more intricate the chain of responsibility. SAY aims

therefore to drive increased impact and VfM among multiple projects representing a value of £30m+ as



opposed to a single £50m+ national project. Scale will be achieved through (a) depth of impact in 8 districts

and the data this makes available, (b) SAY’s pan-district multi-media campaign and (c) engagement with

authorities and agencies responsible for future delivery in the 3 regions and elsewhere in Tanzania.

4.13 How does your project fit with the UK Aid Direct theory of change?

SAY supports DFID’s Outcome to improve civil society contributions in delivering solutions for sustained

poverty reduction in in marginalised vulnerable communities, and contributes to achievement of SDG 16. It

contributes to the UK Aid Direct Output ‘better informed citizens hold decision makers to account’. It builds on

learnings from recent pilots (e.g. DFID-funded AcT) to ensure citizens are better equipped to deal with

corruption, advocate for better services, and empowered to understand their rights and hold actors to account.

SAY also builds upon DFID’s previous plan in Tanzania, by ‘strengthening voice and accountability through

building greater confidence amongst citizens to express opinions’, helping hold government to account.

4.14 Please detail a recent example that demonstrates your organisation’s track record and

capability in engaging in and contributing to bringing about a similar type of change in the

past five years.

RI seeks to create a generation of young global citizens. In 2013-16, RiT recruited and supported 908

Tanzanian youth to take part in multi-thematic programming with a direct reach, in 2016 alone, of 18,188. Our

Y4GG project engages youth with govt policies, challenges and routes for social and environmental action.

SAY will lean on our experience and expertise in delivery which mobilises and empowers youth to use their

voice. IA works in countries where services are undermined, helping communities to fix failing projects.

Monitoring projects to a value of over $680m, in 2015 IA supported 1.8m people in conflict-affected countries to

establish CIB. IA’s DevCheck is a market leading and autonomous platform, used to date in 19 sectors.

4.15 What is the value added of your organisation in delivering the proposed intervention? What

is your organisation’s track record in delivering similar interventions in similar contexts for a

similar cost?

RI has extensive experience of engaging, mobilising and empowering rural youth across continents. RI and RiT

have also successfully delivered the DFID-funded ICS programme (VSO subcontracts RI for its DFiD ICS

commercial contract). Since 2013, RiT’s delivery (£2.59m) has enabled 1,000+ young Tanzanians to

collaborate with international peers on WASH and livelihoods projects, mobilising tens of thousands of

community members to take action. Fundamental to SAY’s success will be the inclusion of women and PWDs,

and forging trust in participating communities. VSO recently highlighted RiT’s strength in ensuring inclusion of

the most vulnerable: “Young women face particular difficulties in the world of employment in Tanzania. The



programme set a condition that the number of participants should be evenly divided in gender. It was an

inclusive programme that did not exclude anyone who was interested and prepared to commit” [10]. Gender

and disability are mainstreamed throughout SAY utilising IA’s GESI strategy. IA brings extensive expertise in

successful community-led, transparent and autonomous accountability mechanisms to increase investment

impact. The award-winning online platform DevCheck is an open community feedback system enabling

communities to have their say and create a pathway for service improvement. DevCheck is used across 600+

projects of a published value of over $680million and delivered by 17 CSOs in 11 countries. In 2016, IA utilised

NORAD and SIDA funding to train 980 new CMs and a further 2,896 youth monitors in 7 countries. Since 2010,

9,062 CMs have implemented IA’s CIB approach, which SAY will utilise. A recent evaluation of IA’s NORAD-

funded (£850K) project in Afghanistan, DRC, Kenya, Nepal and Palestine evidenced the cohesion that CIB

engenders between communities and implementing actors, and the resulting improvements in impact and the

availability of services: “Some respondents described how the process brought together communities and

service managers for the first time. The improvement of local services and infrastructure has been both the

result of and a driving force for a greater sense of community responsibility and ownership, as communities are

fuelled by the change they see. Schools have been built, roads have opened up to new markets, and there is

access to new, higher quality infrastructure” [11]. Beginning January 2016, RI’s Oak Foundation funded Y4GG

project (£290k) has harnessed the power of over 1,000 youth in engaging them with government policies,

challenges and routes for social and environmental action. Through Y4GG, RiT and RTS have brought together

Tanzanian youth, development partners, government officials and other actors. The resulting campaign

successfully reached more than 70,000 youth on social media and secured widespread coverage through

traditional media. RTS’s strategy is to now build its own capacity to mobilise Tanzanian youth in even greater

numbers on sustainable development.

4.16 If your organisation has not delivered this type of intervention before, what

learning/evidence underpins your proposal?

SAY will combine IAs expertise in CIB, with RiT’s background of citizen mobilisation through youth actors. RI’s

approach to working with, through and for youth is highly effective in mobilising communities and indeed wider

society. E.g., RiT’s Y4GG project empowers citizens to challenge decision makers in government and the

private sector to increase commitment to the green growth agenda. This approach is recognised by local

government partners and has resulted in demand for increased partnership. It is based on four basic principles:

young people are up for change; they are great at convincing others; they apply behavioural science to create

lasting change; new behaviours become norms. IA has many strong examples of evidence to underpin SAY’s

design: In Lorengelup village, Kenya, CMs discovered that a water project was unsuccessful. CMs held

meetings with the community and the implementing agency, which followed-up with local government. The

implementing agency contacted the contractor to ensure they would resume the project. Missing pipes were

supplied, and the contractor resumed work. During the final monitoring trip (December 2015) the CMs saw that

the project had been successfully implemented. Since then, the community fetches water only from the kiosks.



CMs in Ceyah village, Liberia, monitored the construction of the first village primary healthcare facility. CMs

discovered two serious problems: labourers had been stealing materials, and no provisions had been made for

accessibility for people with reduced mobility or disabilities. CMs reported the issue to key stakeholders and a

meeting was called involving leading figures. Participants instituted a community-led task force, which,

alongside CMs co-opted a group of youths to guard the new warehouse until the building’s completion. No

further thefts were reported. The contractor was engaged and as a result they delivered a ramp to cater for

accessibility. Supporting youth as monitors through a NORAD funded project the following outcomes were

achieved: • In 2016 alone solutions were found to 53% of identified problems • Youth are excited about

monitoring and are fast at absorbing the knowledge required • Fix-Rates achieved by youth are on a par with

adult monitoring, indicating that their age is not a barrier to collaborating with stakeholders and ensuring that

cooperation leads to tangible outputs • Through monitoring and achieving of results, youth build a stronger

status and are trusted by communities • By engaging in monitoring, youth place a higher value to integrity, anti-

corruption and transparency.

4.17 What would a UK Aid Direct grant enable you to do that you aren’t currently doing?

A UK Aid Direct Grant for SAY would directly support progress against RI’s new four-year strategy, putting

young people at the heart of delivering the SDGs; developing, designing, measuring and implementing

programmes. Of RI’s four thematic areas, SAY would contribute towards the achievement of its YiCS Thematic

Plan which aims to enable 20,000 young people to be leaders and partners in sustainable development (see

page 13 of RI Strategy 2017-2020). The Business Plan underpinning the RI’s organisational strategy is

disaggregated into three areas, one of which is the National Youth Programme (NYP) which is a strategic

priority for RI to grow. Through its NYP, RI develops and implements projects that could provide scalable

solutions utilising the youth generation within the target country as the key asset. A UK Aid Direct Impact Grant

for SAY would add value by enabling growth against this strategic area utilising a design which could be

adapted and implemented in other target countries following learning, modification and appropriate contextual

adaption. A grant will also enable RI to further develop its innovative behaviour-centred design techniques. To

change and sustain community support on transparency and accountability, SAY will influence individuals’

behaviour and address cultural norms. RI’s approach to behaviour change learns from the social marketing

sector and will reward positive behaviour through public appreciation. Learning from the project will be used to

further refine these techniques to inform future programming across thematic areas. A UK Aid Direct grant will

also enable RI to leverage further funding as the co-finance element. A number of target funders have been

identified. RI will engage these funders upon notification of stage 2 success with the aim of securing restricted

funding to replace the unrestricted funds that RI is allocating as initial co-finance. In Tanzania, it will allow RiT

to develop relationships with new partners and networks, and scale up what is already a very successful youth

programme. This new NYP in Tanzania will enable RiT to engage thousands more young people who may not

have the means, freedom or flexibility to engage currently and contribute towards its vision. Through SAY,

young women and men and PWDs will be able to participate without compromising employment, livelihoods,



family or ongoing study, and all within their own communities.

4.18 Which of the following UK Aid Direct approaches will your proposed project contribute to?

Develop and use partnerships to promote greater accountability●

Demonstrate partnerships with youth as agents and advocates for change●

Improve access, supply and quality of basic services●

4.19 Please explain your rationale for choosing the three (maximum) UK Aid Direct approaches

you will take; how will they help you to achieve your programme goals and why are they

needed?

(1) Demonstrate partnerships with youth as agents and advocates for change: “Without the full participation of

young people, we will not achieve sustainable development [12],” DFID Youth Agenda. Growth in numbers and

comfort with modern connecting technologies means that young people are uniquely ready to hold decision-

makers to account. Tanzania’s National Youth Development Policy seeks to ‘promote meaningful youth

involvement and participation in politics to enhance good governance and acceptance’. SAY addresses the

challenge of creating the environment for effective youth engagement with civil society. CMs will be empowered

to have a direct impact on improving services that make a difference in peoples’ lives. In line with SDGs’ key

commitment of Leaving No One Behind, SAY will reach girls, women and the most marginalised within target

communities and empower them to demand better services. (2) Develop and use partnerships to promote

greater accountability: Over the past decade, increasing freedom of speech and expression, political

participation, positively changing social values and rapid urbanisation have combined with enhanced

democratic values to raise public expectations and demand for accountability in Tanzania. Despite positive

reforms, major challenges still hinder progress on governance and accountability (corruption; weak

accountability resulting in poor quality of public service delivery; weak public systems, processes and

procedures; and sub-optimal public finance management systems). Implementers and key stakeholders will be

engaged throughout SAY within JWGs, building partnerships and collaboration with communities, and enabling

communities to hold implementers to account. Campaigns to raise the profile of autonomous, transparent

community monitoring in neighbouring communities will be led by local youth and members of RTS and work

with existing networks to disseminate messages. Advocacy with regional and district authorities will be

structured to include visits to ‘case study’ communities to see youth-led community monitoring in action. (3)

Improve access, supply and quality of basic services: The GoT has recognised the opportunity that social

accountability presents in maximising the impact of development efforts in the provision of basic services.

Recent pilots and programmes, including the DFID-supported AcT programme, have provided lessons in how

best to maximise and embed social accountability for marginalised communities. LGAs and organisations

delivering projects under the banner of the SAGCOT initiative and other major interventions planned in the

target regions will be approached for partnership. SAY will enable citizens to be better equipped to advocate for



better services from contract-holding actors, and are empowered through understanding their rights to ensure

that fewer investments underachieve.

4.20 Please number and list any references you have used in your proposal.

[1] Pg 26 & 33, ‘Evaluation of Integrity Action’s Network for Integrity in Reconstruction, funded by the World

Bank Development Grant Facility’ InDevelop (2015)

http://integrityaction.org/publication/evaluation-integrity-action%E2%80%99s-network-integrity-reconstruction-fu

nded-world-bank [2]

http://www.savethechildren.org.uk/sites/default/files/images/New_Accountability_Paradigm.pdf [3] The Political

Economy of Social Accountability in Tanzania – ODI and Tanzania Natural Resource Forum, May 2011.

https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/7193.pdf [4] Forum SYD – Social

Accountability Programme in Tanzania (SAPT): Best Practices in Mwanza, June 2013.

http://www.forumsyd.org/PageFiles/2232/Best%20Practice%20Report.pdf [5]

https://www.britishcouncil.org/sites/default/files/tanzania_the_next_generation_report_0.pdf [6]



https://www.britishcouncil.org/sites/default/files/tanzania_the_next_generation_report_0.pdf [9] Forum SYD –

Social Accountability Programme in Tanzania (SAPT): Best Practices in Mwanza, June 2013.

http://www.forumsyd.org/PageFiles/2232/Best%20Practice%20Report.pdf [10] Pg 21, Evaluation of the ICS

programme in Kalalo and Maswisa communities, Mbeya province, Tanzania – Elizabeth Cooke and Lauren

Siegmann (2017) [11] Jigsaw Consult ‘NORAD final evaluation report Integrity Action’ (2017) [12]

http://www.ohchr.org/EN/Issues/Pages/EqualParticipation.aspx



Monitoring and Evaluation

5.1 What is your proposed approach to monitoring? What methodologies, tools and approaches

will you use? How will you measure change? Who will be involved? What training is required

for partners to monitor and evaluate the project?

M&E activities will generate information on the effectiveness of SAY’s approach towards the project outcome.

Change will be measured against baseline measurements for output, outcome and impact indicators. Regular

data collection and analysis will use a variety of tools and approaches with a midline, endpoint and end of

project evaluation undertaken to measure progress and impact. Learning questions will be refined following

consultation with stakeholders during inception, then integrated into MEL activities, taking to account data

collection methodologies, funds, time and personnel needed to generate learning. DevCheck and RI’s MEL

MIS will be integral systems. Supported by POs and an external evaluator, YCCs will undertake the baseline

across project villages. Results will be triangulated with qualitative information from formative research and

vulnerability analysis. For project monitoring, CMs will gather information from communities through GESI and

context sensitive methods: interviews, surveys, videos, SMS, social media, etc. Surveys will sync with

DevCheck. CMs’ community monitoring results, garnered through various GESI and context sensitive means,

will inform annual reviews and learning reports. Assessment of attitudes and practices among authorities and

implementing actors will be done partly though JWG meetings and ongoing informal discussions, and short

semi-structured interviews will also be conducted annually to capture progress against milestones. Two mid-

line evaluations will be undertaken due to SAY’s staggered approach, while a single end-line survey will inform

the final report. Independent consultants (with support from IA and RI staff, field assistance from young women,

men and PWDs among the YCCs, CMs and RTS) will evaluate SAY against OECD’s DAC criteria and provide

an objective assessment of progress. Evaluators will use mixed methods to gather data from a representative

cross-section of direct beneficiaries. Evaluators will review campaign measurement and carry out research to

strengthen understanding of campaign results generated under Output 3. CMs will input data via smartphones,

while datasets will provide key metrics and enable deeper investigation by POs and YCCs. For baseline and

follow up surveys, enumerators will also input data into smartphones. Quantitative indicators will be

disaggregated by gender and disability. Where practical, tools will capture demographic data on gender, age

and disability status, and economic data (International Wealth Index). Project data will be collated and secured

in RI’s new MIS. During inception, staff expertise across partners will be assessed against SAY’s MEL

requirements with capacity building undertaken as required. 35 YCCs, 15 SCCs and 358 CMs will receive M&E

training from the project team with CMs, YCCs and enumerators trained in data collection, DevCheck and

analysis training, including on sensitive issues relating to gender and other vulnerabilities.

5.2 How will you measure disability within your project?

RiT will consult with local DPOs (including the CCBRT, ADD and SHIVYATA) on the details of disability

measurement, jointly reviewing identified projects and the attitudes and practices of GoT and implementing



actors from a disability perspective. Where relevant, RI will set milestones for specific issues affecting the

inclusion of, and equity for PWDs. These will be reported in quarterly updates and annual reviews alongside

issues relating to gender and other vulnerabilities. RI will include the Washington Group Short Set of questions

in household questionnaires. RI will also include follow-up questions to all respondents on how relevant they

consider impairments are to both the project identified for monitoring and other development initiatives. This will

enable disaggregation of data on disability status and disability type, and provide a better understanding of the

scale and scope of issues that people with known and hidden disabilities face. Baseline and follow-up surveys

may also include purposive sampling to include people with known physical disabilities. RI will take advice from

DPOs on whether (and if so, how) to attempt to identify and measure project success for people with mental

health issues. It may be possible to involve people from DPOs directly in gathering information about the

problems they face and the extent to which CIB ensures that they are informed and consulted, and that any

specific needs and requirements are met. RI will assess sensitivity to disability issues on the part of the GoT

and implementing actors on an ongoing basis, and during annual semi-structured interviews. This will include

their willingness to allocate additional resources towards problems PWDs have with accessing and benefiting

from development project outcomes. CMs will actively seek the opinions of women and men in the community

with disabilities to identify disability-specific integrity problems. These will be tagged on DevCheck, which will

enable SAY to measure Fix-Rates compared to other problem types. Approval will be sought from CMs with

physical or mental impairments to have their involvement documented through case studies and/or video

interviews to inform future project work with young PWDs.

5.3 Please explain the budget allocated to M&E. Please ensure there is provision for baseline,

on-going data collection and an end of project independent evaluation.

8% of the overall budget has been allocated to M&E. The project set-up period will take place during the first

half of 2018, and will include a considerable focus on robust baseline data collection. Upon the launch of SAY,

M&E staff from RI and IA will collaborate on a comprehensive manual for M&E across the project’s lifetime. RI

and IA will borrow from existing systems and expertise to ensure that all elements of MEL are considered.

Budget has been included for independent consultants to support and/ or conduct baseline, midline and endline

evaluations. Midline evaluations are budgeted to start at the beginning of year 3, with the endline at the end of

year 4. A vital investment is made in the training of the 35 YCCs, 15 SCCs and 358 CMs. Formative

assessment methodologies will be utilised in SAY, alongside traditional methods to create a baseline. There

will be staggered recruitment and training of the YCC and CM team, so the first tranche will complete their

research and set baselines midway through 2018, while the second will do so at the start of 2019. 179 baseline

survey reports will be produced by Q3 of year 2. Experts in social accountability and the DevCheck platform

from IA are costed to deliver training for all project staff at RiT. They will deliver training in the use of hardware,

software and M&E. IA staff will make annual visits alongside RI’s MEL Manager to deliver update training and

support the development of Key Learning Reports. They will run learning workshops and upskill the RiT team.

Budget is also allocated for annual compliance visits from RI’s Progammes Manager ahead of scheduled



annual reporting to ensure SAY is on track and that M&E is undertaken as planned. Budget is allocated for

field-based research, meetings, surveys and FGDs as essential means of data monitoring and verification. As

the time between data collection and analysis can be considerable, and reduce the reliability and validity of the

feedback, the SAY budget includes investment in technology (smart phones, data credit, web/app

development, training etc.) in order to reduce costs and save time over the long-term. Each CM team will have

access to a smart phone loaded with the DevCheck app. Regular and scheduled monitoring will be done and

uploaded to the app for analysis prior to publishing. Follow-up can be made quickly and easily through SMS,

social media or calls. IA will design a bespoke platform that will be used for data collection and monitoring to

evaluate against baselines. The data will form the basis of both grass roots village-level campaigns, as well as

regional and district level social media campaigns implemented by the Communications Manager and SCCs.

5.4 What mechanisms will be in place to capture feedback from stakeholders and beneficiaries

and feed it back into the system? How will you be able to adapt and respond flexibly to

changes in context?

Community feedback is a core element of CIB. DevCheck will capture up-to-date information from community

members and CMs on the projects being monitored. Staff will analyse full datasets from DevCheck every

quarter, enabling them to react quickly to feedback. During quarterly visits to communities, YCCs will consult

(and capture feedback) with CMs, leaders, implementing actors’ staff, other key informants, and wider

members of the community. Activities will then be adapted to respond to local-level issues. POs will summarise

this information in internal reports, and follow up with YCCs on potential issues for regular course correction.

Stakeholder feedback will be included in quarterly reports with recommendations on how SAY will address

issues. A month after each report, POs and other staff will meet to discuss progress on recommendations.

Annual Key Learning reports are a vital mechanism for responding to feedback and changes in context. As well

as analysing feedback already captured, and any follow-up actions, additional input will be collected from

stakeholders on issues of concern followed by consulting widely on potential solutions. They will investigate a

broad spectrum of topics to uncover issues that may not have been identified during regular monitoring. After

each report is published, POs and YCCs will then make joint monitoring visits to targeted communities with

media in support of Output 3 and authorities in support of Output 4. This will provide an opportunity to discuss

ongoing issues and potential solutions and to seek the views of community members both in general and on

specific problems. JWGs and regular meetings with government and implementing actors will enable POs,

YCCs and CMs to learn about changes in the wider context. These will be captured at all levels within

reporting, enabling adjustment to project activities. Staggered community baselines and mid-lines will also help

to highlight changes to the external context. Where there are significant contextual changes, incorporating

additional data gathering from other project communities will be considered. JWGs will meet on a quarterly

basis to review findings from the CMs, and discuss potential fixes and plans of action. The data extrapolated

from ongoing monitoring will provide user-friendly information presented in a clean and accessible format.

Crucially, JWGs will feedback to the communities they represent on fixes they have agreed to implement as a



result of communities’ feedback to CMs, closing the feedback loop. Fixes, once communicated to communities,

will be monitored by CMs and their peers. As well as ensuring stakeholder feedback informs project activities,

SAY will systematically feedback to stakeholders about monitoring findings and both potential and actual

responses to them (via DevCheck). It will also feedback through annual community events and other

community meetings and by sharing reports widely. This will invite further stakeholder dialogue.

5.5 Please explain how the learning from this project will be incorporated into your organisation

and disseminated, and to whom this information will be targeted.

RI has a strong focus on learning to inform current programming and engage stakeholders. For example, SAY

learning will inform the design of our social accountability campaign methods and messages delivered under

Output 3, and consultations and advocacy with authorities and implementing actors under Output 4. Learning

from direct communities (with a particular focus on target groups) feeds directly into internal project monitoring

processes, enabling the project management team to identify issues or gaps promptly and effect course

correction. RI will also seek to answer key learning questions for dissemination and to inform future design

such as: 1) What are behavioural norms and ways of thinking that communities and young people use to

understand social accountability? 2) Which sectors / types of intervention are most successfully monitored by

young people? 3) What level of saturation at the district, departmental or national level do you need for social

accountability to become the norm? Learning will be particularly relevant to enhancing VfM within RI’s YiCS

thematic plan. SAY will help to create more inclusive programming with respect to women and PWDs so that it

will then be mainstreamed across other programmes and future design. Metrics will be publicly available on

DevCheck and Annual Key Learning reports and external evaluations published on RI’s website. Approaches

and results will be shared with relevant authorities and organisations (e.g. LGAs, DPOs, implementing actors)

in Tanzania and across RiT membership networks such as TaWaSaNET and ANSAF. IA peer networks of

CSOs facilitated by IA is in place for lessons sharing with sub-working groups on Integrity Clubs & Youth

Monitoring, Gender Equality and Social Inclusion will also be targeted at annual workshops. RI and IA are also

part of several industry-wide networks welcoming dissemination (Feedback Labs, GAD Network and Bond). RI,

RiT and IA are regularly invited to speak at regional, national and international events related to young people,

transparency, accountability and international development. Dissemination will also target Tanzania youth

groups such RTS (active group of Tanzanian volunteer alumni expected to reach 2,700 by SAY’s end point),

DFID’s Youth Advisory Group, etc. Learning from this project will be condensed into factsheets, case studies,

blogs and other publications and disseminated through IA and Raleigh media/ social media channels (e.g. e-

newsletter reaching 18,000 volunteer alumni) as part of our ongoing communications to inspire further social

action.



Results

6.1 Please upload your theory of change

6.2 Please explain the theory of change for your proposed project

Contributing to SDG 16, SAY will embed youth-led, self-sustaining and autonomous monitoring across at least

8 districts in 3 regions, driving down project failure rates to the benefit of the wider community. It will implement

CIB directly for 528,500 people, deliver advocacy campaigns for wider uptake, and leave a legacy of

empowered youth ready to hold actors to account for basic services. Projects totalling over £10m in

development investment will be mapped, and training materials and DevCheck software adapted and regularly

updated for context and gender-appropriateness. SAY will effectively institutionalise community-based

monitoring and is a step towards a tipping point in Dodoma, Iringa and Morogoro, whence it becomes the ‘new

normal’.

6.3 If desired, please upload an updated theory of change.

Current Theories of Change Files

PDF ❍

3tze 8ffy Cv Theory Of Change Stage 2 April 18, 2017 260 Kb❍

6.4 Please explain the theory of change for your proposed project in more depth.

Delivery against SAY’s 4 key Outputs will improve integrity, impact and VfM of £30m+ project investments in

basic services among a direct target population of 528,500). Supporting SDG 16, SAY will leave a legacy of

empowered young women and men and PWDs able to hold actors to account for basic services. Uninformed,

and underrepresented in formal structures, rural young women and men and PWDs feel unable to affect local

change. SAY seeks to inspire, mobilise and empower them to lead CIB implementation in their communities as

CMs and YCCs. Recruited through participatory processes which engage communities and target groups at

risk of exclusion, 35 YCCs will undertake GESI-sensitive baseline and formative research actions ensuring

SAY approaches are gender and disability-appropriate with 358 CMs recruited through community engagement

events. As YCCs, young women will engage community leaders on self-sustaining, autonomous monitoring. To

develop CMs and YCCs confidence to speak up, women’s groups and youth peer groups will be established to

provide support as CMs engage communities and leadership in monitoring of projects of a cumulative

investment value of £30M+. These actions will achieve Output 1. Communities are unaware of how to hold

implementing actors / authorities to account. Working in pairs, CMs will lead community-level monitoring,

uploading findings to DevCheck and engaging with community leaders, local contractors, and peer YCCs in



JWGs; a collaborative forum during which issues and solutions are agreed with implementing actors. Through

regular community events, effective monitors and others will be publicly recognised; JWGs will inform

communities of fixes highlighted by feedback. Thus, JWGs are enabling communities to hold implementers to

account. Findings and fixes are published online through DevCheck, reinforcing transparency. Young women

and men and PWDs will lead activities as SCCs with the Communications Manager to campaign for uptake of

CIB in and beyond the 179 target communities. Learning from implementation will feed GESI-sensitive

campaign messaging. Radio broadcasts, print and online media will combine with social media presence and

calls to action. A CIB toolkit will be developed, published and promoted through the media and events

campaign supporting communities across 3 regions and beyond to take up CIB. Cumulatively, actions

described in the two paragraphs above achieve SAY Outputs 2 and 3. Regional authorities’ strategies do not

include steps to address social accountability gaps. SAY will engage 3 RASs and 8 district authorities through

joint monitoring, meetings and learning dissemination, positioning CIB as a cost-efficient means of empowering

the most marginalised and maximising projects’ impact and VfM. SAY aims to achieve signed agreements with

RASs for ‘top-down’ CIB reinforcement in future projects. SAY will also ensure other agencies take part in the

strategy to support their future CIB take up (Output 4).

6.5 Who are your primary beneficiaries?

Vulnerable and marginalised - 15 - 24 years- 25 - 49 years

- Female- Male

Extreme poor - 15 - 24 years- 25 - 49 years

- Female- Male

Rural - 15 - 24 years- 25 - 49 years

- Female- Male

6.6 What is the total number of primary beneficiaries you intend to reach?

408

6.7 Please break down the total number of primary beneficiaries into each population group

below:

Vulnerable and marginalised

408

Rural

408

Extreme poor

128



6.8 Who are your secondary beneficiaries? How many secondary beneficiaries in total will

benefit from your project?

Number of People

528,605

Vulnerable and marginalised - Under 5 years- 5 - 14 years- 15 - 24 years- 25 - 49 years- 50 - 64 years- Over 65 years

- Female- Male

Extreme poor - Under 5 years- 5 - 14 years- 15 - 24 years- 25 - 49 years- 50 - 64 years- Over 65 years

- Female- Male

Rural - Under 5 years- 5 - 14 years- 15 - 24 years- 25 - 49 years- 50 - 64 years- Over 65 years

- Female- Male

6.9 Please demonstrate how you are identifying and including the most vulnerable and

marginalised groups of beneficiaries. How will the project include those with a disability?

IA’s GESI strategy provides a framework for identification and inclusion of PWDs, to ensure that delivery is

gender and disability sensitive. RI recognises that GESI, and within it disability, is a matter of human rights as

well as an effective strategy to reduce poverty and achieve equality. SAY’s design mainstreams GESI-

sensitivity throughout. Local young people, including those with a disability, in 9 sample communities have

been consulted on SAY’s design with a focus upon young women and PWDs. Key stakeholders consulted

(beyond DPOs) are aware of the need to include PWDs. CM recruitment will target groups at risk of exclusion

including those living with disabilities. Training and monitoring activities will be made accessible to PWDs.

Consideration will be given to accessibility of buildings and information, to transportation, and to design and

methodology of training (e.g. use of adapted materials). Young PWDs will have opportunities to lead activities –

as YCCs supporting the CMs, as CMs themselves in their home community, and as SCCs, working with the

Communications Manager and project team to campaign for wider uptake of CIB beyond the 179 target

communities. Beyond participation in project teams, PWDs living in the target communities will be reached by

SAY’s CMs and their feedback on the quality and inclusivity of development projects delivered in their

community tracked through into DevCheck, and responded to by JWGs. This will require regular consultation

with community members by CMs, whose training will prepare them to undertake this role. RI will ensure

consultations with PWDs and, wherever possible, DPOs continue. E.g. formative research prior to



implementation will be led by the YCCs and CMs, enabling women and men living with disabilities and other

vulnerable groups to identify their own priorities, needs and constraints and to use them to shape the delivery

of SAY. RI will ensure that the consultation occurs: 1) during inception, to ensure SAY responds to needs

identified by PWDs and reassures and encourages disabled applicants for the YCC, SCC and CM roles; 2) to

create disability-sensitive and relevant messages for community awareness and promotion activities; 3) during

monitoring in community, to ensure PWD’s feedback on how projects are responding to their needs is captured;

4) during JWG discussions (PWDs will be encouraged to take part); 5)during MEL activities and learning

reports, to ensure PWD’s perspectives on successes and failures of the projects inform pan-district campaign

messages, course correction and future delivery. Disaggregated data will support GESI analysis, highlighting

types and number of PWDs. Milestones for specific issues affecting inclusion of, and equity for PWDs will be

set and reported in quarterly updates and annual reviews alongside issues relating to gender and other

vulnerabilities. RI will include the Washington Group Short Set of questions in questionnaires.

6.10 What is the project’s approach to empowerment and gender equality and what are the

linkages to DFID’s ‘leave no one behind’ agenda?

SAY directly supports DFID’s ‘leave no one behind’ agenda by: 1. providing a platform for “marginalised voices

of young men and women, listening and responding to the voices of those left furthest behind, such as PWDs”

as and through CMs, YCCs and SCCs 2. empowering CMs and their communities to ensure “needs of the most

vulnerable citizens are met" by implementing actors 3. enabling CMs to hold actors to account for “designing

policies and building inclusive institutions that put the furthest behind first” 4. contributing to the “building [of]

inclusive and open economies and societies, where there is rule of law, inclusive political systems, action to

address corruption and where all people are able to hold their governments to account” 5. Recruiting young

women and men and PWDs to become CMs to help “break the cycle of discrimination, exclusion and poverty”.

6. Through DevCheck and JWGs, “supporting a data revolution, to ensure timely, accurate and high quality

data is used to achieve and measure sustainable development and to monitor progress and assess whether

targets are being met by all peoples and all segments of society” SAY empowers young women and men and

PWDs to lead peers and communities as YCCs, SCCs and CMs in holding implementing actors to account.

During design, young women were consulted to ensure SAY is accessible to women as active agents of

change and project leaders as opposed to passive recipients. Recruitment will target young women and groups

at risk of exclusion. Training will include sessions on national development context, social inclusion and gender

equality, rights, relevant laws, leadership and social networking. As YCCs, young women will engage with

community leaders to enthuse them on self-sustaining and autonomous monitoring. Meetings will also seek to

include local women as ‘alternative’ local leaders. Formative research activities will enable YCCs and CMs to

make GESI-sensitive refinements to the SAY approach, ensuring it reacts to a truly local understanding of

gender and disability-specific barriers to participation. In this way, SAY will use RI’s expertise in behaviour

change best practice to heighten the chances of success of local delivery through to pan-district campaigns

(see Outcome 4). Young women will play an equal role in decision-making through the JWGs, though SAY



recognises that cultural barriers to women’s participation in JWGs are likely to exist in the target areas. SAY’s

design responds in several ways (e.g. establishing local women’s forums through which confidence of, and

respect for, female JWG participants will be engendered). We will engage local gender-focused organisations

(Eg SAWA). Milestones for specific issues affecting inclusion of, and equity for young women will be set and

reported on in quarterly updates and annual reviews alongside issues relating to disability and other

vulnerabilities. Among other tools, SCUK’s Gender Equality Marker has been utilised during SAY’s design.

6.11 Please provide more detail on the three (maximum) UK Aid Direct approaches you will take.

As per section 3.8, this project will implement three UK Aid Direct approaches. This section's narrative

addresses each in turn: (1) Demonstrate partnerships with youth as agents and advocates for change: “Without

the full participation of young people, we will not achieve sustainable development.” - DfID Youth Agenda.

There is a global challenge to effectively engage youth in finding solutions to the world’s most critical

challenges. Growth in numbers and comfort with modern connecting technologies means that young people

are uniquely ready to hold decision-makers to account. SAY addresses the challenge of creating the

environment for effective youth engagement with civil society. Youth as active agents of change is an

established UN concept. Civic engagement not only supports young people to transition into influential,

connected and resilient adults, but in turn they influence their peers and social networks prompting a positive

spiral of greater civic participation. Tanzania’s National Youth Development Policy seeks to ‘promote

meaningful youth involvement and participation in politics to enhance good governance and acceptance’. Its

first step towards the realisation of this aim was the long-awaited establishment of Tanzania’s National Youth

Council in 2015. The Council aims to inspire and promote volunteerism and community service among youth,

sensitise and advocate gender equality among youth and to promote relations between youth organisations

and other bodies both nationally and internationally with similar objectives or interests. We will ensure that the

Council is kept abreast of developments throughout delivery, and forge links between the Raleigh Tanzania

Society for future effective delivery for, through and with youth. Raleigh broadly adopts the UN’s definition for

‘youth’ of people in the age range 15 to 24, while the Tanzania definition is 18 to 35. However, our work aligns

with DFID’s perception in that it recognises that the term ‘youth’ represents ‘‘the period during which a young

person goes through a formative transition into adulthood’. Thus, SAY will adopt the Tanzanian definition but,

within that, will focus on the on young people at transitional moments in their life. Partnerships with youth as

agents and advocates for change are fundamental to SAY’s design and vital for successful delivery. In 179

communities, 358 youth (two per community) will lead monitoring of development projects in their village as

Community Monitors (CMs). Youth CMs are community representatives identified through participatory

processes to engage communities and collect data on the transparency, participation and effectiveness of

development projects. Trained and supported by the YCCs (see below), CMs will upload findings to DevCheck

and engage with community leaders, local contractors, and YCCs in JWGs - a collaborative forum during which

issues and solutions to them are identified by the community. They will subsequently lobby for and agree ‘fixes’

with LGAs and development agencies, and lead the community in holding those stakeholders to account for



implementing fixes, closing the loop. Recruited among Raleigh alumni (Tanzanian youth who have developed

leadership, teamwork and active citizenship skills and experience through previous engagement with RiT) and

the local youth population in the three target regions, Youth Cluster Coordinators (YCCs) are a vital partner.

YCCs link CMs to decision makers, and provide them with training and support throughout. The YCCs will lead

project start up activities, gaining buy-in from community leadership, raising awareness of project aims and

methods, enthusing communities to adopt the model and motivating and training 358 youth to become CMs.

The YCCs will support CMs through regular visits and accompany them at JWGs. CMs will be empowered by

being engaged and having a direct impact on improving services that make a difference in peoples’ lives. In line

with the SDGs’ key commitment of Leaving No One Behind, IA’s Gender Equality and Social Inclusion (GESI)

Strategy for 2015-20, and RI’s YiCS strategy and innovative behaviour-centred design techniques will inform

this action’s efforts to reach girls, women and the most marginalised within the communities and empower

them to demand better services. To change and sustain community support on transparency and

accountability, SAY will influence individuals’ behaviour and address cultural norms. RI’s approach to behaviour

change learns from the social marketing sector and will reward positive behaviour through public appreciation.

Others will be inspired by positive role models and take pride in CIB. Thus, 30 trained and supported YCCs will

carry out comprehensive formative research in each project location alongside gender and time-use analysis,

and exploration of local leadership structures and cultural norms. The results will enable us to understand

community members’ motivational triggers, community touchpoints, and gender-specific barriers. A youth-led

refinement to our model will then ensure that the project maximises the opportunities for participation among

girls, women, youth and other marginalised groups through approaches that are tailored to community norms

and practices. Approximately 55% of YCCs and CMs will be female. Furthermore, results of formative research

will feed into the development of campaigns, led by alumni in the Raleigh Tanzania Society and in partnership

with our YCCs and CMs to encourage uptake of transparent, autonomous and self-sustaining youth-led

community monitoring across the 3 regions. (2) Develop and use partnerships to promote greater

accountability: Over the past decade, increasing freedom of speech and expression, political participation,

positively changing social values and rapid urbanisation have combined with enhanced democratic values to

raise public expectations and demand for accountability in Tanzania. The Government is beginning to respond.

To enhance good governance, several institutions have been established including the Ministry for Good

Governance and Political Affairs, Prevention of Corruption Bureau (PCB), Commission for Human Rights and

Good Governance, Controller and Auditor General (CAG), and various oversight committees of Parliament.

The Government has also subscribed to the African Peer Review Mechanism to facilitate improved governance

and accountability . Its new FYDP aspires to intensify and strengthen the role of local actors in planning and

implementation. Despite these positive reforms, four major challenges hinder further progress on governance

and accountability. These include grand and petty corruption; weak accountability resulting in poor quality of

public service delivery; weak public systems, processes and procedures; and sub-optimal public finance

management systems. The current failure of accountability mechanisms in Tanzania can be witnessed in the

quantity and breadth of interventions on social accountability launched over the past decade by development

organisations and CSOs. They include - SAPT of Forum Syd; Act of DFID; SAM of Policy Forum; Citizens voice

and Accountability of World Vision Tanzania; PATA of SNV Tanzania; Twaweza; Uwezo of TENMET; Mkakati



Haki- Wajibu of ActionAid; PACT Tanzania’s Strengthening Transparency, Accountability and Responsibility

(STAR) initiative; USAID’s Wajibika initiative; and a myriad more of interventions . While there remains much to

do to embed social accountability within the fabric of Tanzania’s ward to national structures, evaluation of these

interventions has provided key learning which has informed the design of this project. The DFID-funded AcT

programme sought to increase the accountability and responsiveness of government to its citizens.

Recommendations drawn from ITAD’s evaluation of the programme in 2015 have provided focus in the design

of Raleigh’s intervention, underpinning our emphasis on: (a) ‘effectively consolidating and channelling results

and data from local projects’. We will respond to this through the contextualisation of the DevCheck online tool

informing JWG agreements with development actors and youth-led campaigns and advocacy actions with

district and regional-level decision-makers. (b) ‘the individuals who manage the programme, their

understanding of contexts and relationships with partners, and dedication to making the programme work’. SAY

is designed with local youth and community members at its core. District and regional campaigns to raise the

profile of autonomous, transparent community monitoring in neighbouring communities will be led by local

youth and members of the Raleigh Tanzania Society and work with other existing networks to disseminate

messages. Advocacy with regional and district authorities will be structured to include regular visits to ‘case

study’ communities to see youth-led community monitoring in action. It is our belief that harnessing the passion

of local youth will be key to the project’s success and longevity. Undertaken in Northern Tanzania between

2010 and 2012, SAPT provides evidence of early successes in social accountability. It increased community

participation, particularly among youth, and increased the capacity of communities to hold government to

account for basic service provision. Elements of its model have informed our design, including the generation of

dialogue between supply and demand sides, the formation of committees (see this project’s JWGs) for

community monitoring, the provision of opportunities for dialogue between youth and authorities, and the focus

on marginalised groups. Delivered in the target regions of Dodoma, Iringa and Morogoro and funded by DFID,

Worldvision’s recent (2014-2016) piloting of beneficiary feedback mechanisms has provided key learnings for

the design of the community monitor (CM) component of this project. Using formative research in each project

location, we will undertake refinements to design based on a thorough understanding of each context. Finally,

Medici Con L’Africa (CUAMM)’s beneficiary feedback mechanism pilot in Iringa generated useful findings

regarding gendered access to technology. Learnings from these projects have informed SAY’s design and risk

mitigation strategy. Prior to delivery, we will engage key social accountability actors in Tanzania, consulting

them prior to delivery to ensure the project engages key stakeholders and lessons disseminated. These are

expected to include: (a) Policy Forum: a network of over 70 NGOs registered in Tanzania influencing policy

processes to enhance poverty reduction, equity and democratisation. (b) Twaweza (Uwezo of TENMET): an

independent East African initiative established in 2009 to deliver transparent and effective governance, and

supported with funding from SIDA, DFID, the Hewlett Foundation, SNV and Hivos. SAY also builds upon

specific aims and successes of DFID’s most recent (2011-16) operational plan in Tanzania, notably to

‘strengthen voice and accountability through building greater confidence amongst citizens to express opinions’

and help Tanzanians to hold government to account. It will bolster the six million people that were supported to

‘have choice and control over their own development and to hold decision makers to account’ through DFID’s

previous plan, and continue its work to help people demand greater accountability, to enable people to enjoy



their rights, and to deliver greater transparency. It will provide the sector with an example of how to promote

transparency and collect feedback, and beyond that aim, will enable target communities to agree and monitor

fixes to issues with delivery partners. (3) Improve access, supply and quality of basic services: Finally,

organisations delivering projects under the banner of the SAGCOT initiative and other major interventions

planned in the target regions will be approached for partnership with this project. The Tanzanian government

has recognised the opportunity that social accountability presents in maximising the impact of development

efforts in the provision of basic services. Recent pilots and programmes, including the DFID-supported AcT

programme, have provided lessons in how best to maximise and embed social accountability for marginalised

communities. Through our approach, we will guarantee that citizens are better equipped to advocate for better

services from contract-holding actors, and are empowered through understanding their rights to ensure that

fewer investments underachieve.

6.12 Which of the following outcome areas will your project contribute to?

Immunisation against preventable diseases●

Job creation●

HIV treatment and prevention●

Financial access●

Income generation and poverty reduction●

Malaria prevention●

Improving market access●

Family planning users●

Access to sanitation●

Climate Change●

Diarrhoea treatment●

Access to clean water●

Women and Girls empowerment●

Nutrition●

Education support●

6.13 What is your outcome statement?

Youth-led, self-sustaining, autonomous and equitable social accountability and monitoring is established for

528,500 community members across 8 districts in Tanzania's Dodoma, Iringa and Morogoro regions by 2021

and drives increased impact and value for money among £30m+ of development projects.

6.14 What will the impact of your project be?

A reduced failure rate and increased VfM among £10m+ of development projects will be achieved through

youth-led, self-sustaining and autonomous social accountability and monitoring. This will drive poverty

alleviation and improvements to basic services across multiple sectors from health to agriculture for at least

528,500 community members across eight districts in 3 regions by 2022. A youth-led and gender-appropriate

campaign across the 3 regions will embed self-sustaining CIB in additional communities and districts.



Increased effectiveness of future actions in the target regions will be achieved through regional and district-

level advocacy with LGAs and development actors controlling large-scale contracts for basic service provision.

6.15 If your project includes capacity building, empowerment or advocacy aspects, please

comment on why they are needed and how they are expected to contribute to change.

From extensive consultation with the Raleigh Tanzania Society and through FGDs in target communities, RI

believes young people are excluded from decision-making, particularly in rural areas. Within communities

targeted for consultation, youth constituted 50% of the total population, but only constituted 16% of the Village

Council. SAY will empower underrepresented youth and the most marginalised groups so they are able to

develop trust and respect within their communities, as well as collaborative and close working relationships with

established hierarchies for the good of the wider community. Regular training at all levels will be of significant

importance to SAY. Capacity building budget has been included for RI, IA and RIT to ensure MEL integrity is

achieved. Additional capacity building budget has been included to be utilised against priorities identified by

undertaking the Bond Health Check, which enables NGOs to identify areas where effectiveness can be

improved, with subsequent improvements enhancing programme effectiveness. YCCs and CMs will be

selected using a similar set of dimensions that Raleigh uses to select hundreds of youth volunteers each year.

Upon selection, YCCs will receive a week-long residential training course. This will build on existing Raleigh

training workshop approaches and techniques which includes team-building, communications skills, community

mobilisation, safety and security, safeguarding, conflict resolution, risk assessment and management, project

management, presenting and publish speaking skills, and personal development. A shorter, adapted, training

course will be run for CMs by SAY staff and YCCs with support from the RTS. Ongoing training and support will

also be essential. YCCs and CMs will inevitably face challenges as part of their learning curve. A key element

of training will be to build their confidence so that they are able to look for solutions to potential obstacles. RI

and IA will create a training package with extensive training for all SAY staff in Year 1. Staff would have been

recruited based on experience and competence in working on community mobilisation projects, but their skills

will be strengthened to focus on both the use of technology and social accountability. A key resource will be

Integrity Action’s CIB manual. This will be specifically written and devised for the context of SAY, and it will be

translated into Swahili (all platforms will be initially written in English but then translated into locally understood

Swahili). This manual will be used to design training sessions, but it will also be an invaluable reference to refer

to throughout the project. IA will indeed provide a significant training and support function. They will support the

SAY team remotely throughout and will also visit Tanzania once per year alongside key members of the RI

MEL team to update training and support on the ground.

6.16 Please fill in the draft logframe.



Current Planning Files

XLSX ❍

3tze 8ffy Cv Log Frame April 18, 2017 21 Kb❍

6.17 How do the proposed activities achieve overall value for money? Show how the project

demonstrates economy, efficiency, effectiveness and equity.

Economy: RI’s Finance Manual has robust procedures and processes including a procurement policy which will

be applied to SAY for all purchases (e.g. procedure, authorisation, purchases of $200+ requiring 3+ quotes).

Quotations are reviewed and a supplier is selected based on price, quality, delivery and after sales terms to

ensure VfM. A Procurement Committee selects suppliers for large purchases. Salaries and stipends are

benchmarked to ensure competitiveness and fairness. Youth incentives include cost-light methods and

activities undertaken locally where possible. Annual internal audits by RI finance staff will provide scrutiny of

VfM measures, and monitor unit cost increases against inflation. Overhead cost recovery has been calculated

in line with rates charged to other projects and in respect to resources deployed. Efficiency: RI originally

considered SAY for delivery in one region. However, subsequent models were incorporated into project design

to ensure appropriate economies of scale, with implementation scaled up to 3 regions. Training will be

delivered intensively in groupings to minimise travel cost, and utilise existing modules already delivered by RI

minimising development costs. Implementation of activities against workplans and burn rates will be monitored,

to ensure timely delivery of target outcomes. Intermediate outcomes and intervention uptake will be monitored

and trends identified to ensure timely project adjustments, maximising input impact. RI has a strong track

record of efficient delivery of its sub-contract to VSO (£5M+ annual value). RI will initially allocate unrestricted

fundraising to SAY (25%), raising restricted funding to replace allocated unrestricted funding. Effectiveness:

SAY leaves CIB embedded, self-sustaining and expanding, ensuring VfM across sectors from health to

agriculture and increasing poverty reduction. Cost per secondary beneficiary (community member) is £2.51.

This compares favourably to other DFID funded accountability projects such as Strengthening Citizen

Engagement in Mozambique (output costs per beneficiary of £1 to £5). Equity: Inclusion has been

mainstreamed throughout SAY’s design and checked against Save the Children’s Gender Equality Marker

(2017) and CBM’s ‘Inclusion Made Easy’ guidance. Inclusive recruitment will be undertaken (staff, YCCs, CMs)

and tools will be gender and disability sensitive. Local language will be used. Project selection will include

projects for marginalised groups. Inclusion will be monitored across the entire project portfolio. Formative

research will be undertaken alongside gender and time-use analysis, and exploration of local leadership

structures and cultural norms. Results will identify community members’ motivational triggers, community

touchpoints, and gender-specific barriers. A youth-led refinement will then ensure SAY maximises opportunities

for participation of marginalised groups through approaches tailored to community norms and practices.

6.18 Please explain the project's approach to sustainability.



Once the benefits of CIB are made tangible, over 500,000 people living in 179 communities will engage in and

take ownership of CIB first hand. This experience will embed the model in those communities for the future.

Insights and evidence from implementation will feed two campaigns for wider uptake. Existing networks and

groups will be engaged by YCCs and alumni to disseminate messages and a CIB toolkit across multiple

districts, bolstered by radio pieces broadcast region-wide. Complementary action will target 3 RAS, at least 8

LGAs, and major development actors to engender their support for CIB. Direct and indirect action through SAY

will prove to be a leap towards a tipping point, from where CIB becomes a ‘new normal’.

6.19 Please elaborate on the project's approach to sustainability. How does your project

demonstrate efforts towards achieving social, economic and environmental sustainability?

Through JWGs, regional engagements and an ongoing campaign delivered at local and national level through

traditional and modern media, awareness of the SAY approach will be disseminated and adopted beyond the

project’s target half a million beneficiaries and target implementers. RiT’s stakeholder engagements have

shown that genuine participation and power of accountability is left out of project design, as well as ongoing

monitoring and evaluation, other than minimal efforts to meet funder requirements. Groups of CMs and YCCs

will be comprised of youth, women and PWDs who will work with JWGs to ensure social inclusion is increased

and that social barriers are broken down. SAY will target policy changes. By the end of SAY, 3 RAS and 8

district authorities in the target areas will have signed agreements in support of community-led accountability in

their region or district. SAY will aim for delivery agencies to embed social accountability and the CIB model in

projects in neighbouring communities/ districts. SAY will reach more than 500,000 people with direct

involvement or benefitting from the COB approach through media campaigns. Additionally, JWGs, 179 villages,

8 districts and 3 regions will see the value and efficiencies in including this participative approach into their

project designs and evaluations. This will positively influence CIB uptake in neighbouring villages, districts and

regions. IA’s CIB approach is a successful and cost effective way to improve the quality of public services and

infrastructure and has provided benefits to over 5 million people across countries in Africa, Asia and the Middle

East. Through JWGs, regional engagement and an ongoing campaign that will be delivered village to village

and at national level through both traditional and modern media, awareness of the SAY approach will be

disseminated beyond the project half a million people. RiT and IA will continue to promote SAY to other major

development actors over and above those projects being monitored, to encourage them to build CIB into their

programming. Demonstrating the value of CIB to implementing actors, supported by greater public awareness

and demand for CIB, means that additional future CIB will be embedded more systematically in future donor

budgets. SAY will positively benefit the environment by delivering fixes to NRM and agricultural projects,

particularly where fixes deliver sustainable practices. Telecommunication and online technology is key to SAY’s

effectiveness in improving civic power, utilising low-spec smart phones and IA’s DevCheck platform. CMs and

YCCs will also be trained in the use of simple, free social media (e.g. Facebook Free) to communicate with

each other. They will share challenges and ideas for problem solving. SAY therefore utilises information

accessibility and new technology to enable young women and men and PWDs to participate in wider society.



6.20 How will you coordinate project implementation with other development actors and ensure

no duplication of effort (including with other DFID funded activities)? How will you work with

local/national government and private sector providers?

A mapping exercise has been undertaken to chart actors in key geographical and thematic sectors of interest to

SAY. Following this exercise, stakeholder engagement has been undertaken through KIIs. Consultations and

meetings have taken place from regional to village level to get detailed inputs of ongoing projects, as well an

insight into current social accountability systems. These meetings included government partners at regional

level (Regional Education Officers, Regional Health Officers, Regional Water Engineers, Regional Youth

Development Officers, Regional Agricultural Officers, and District Health Officers). FGDs were conducted in 9

communities across the 3 target regions. This generated qualitative data, specifically from target groups of

youth, women and PWDs. This data informed RI’s understanding of specific needs from regional to village, and

SAY design. SAY will further engage stakeholders (NGOs, LGAs, contracted private sector implementers,

funders, government ministries, networks, etc.) during the inception phase in each target region as well as in

Dar es Salaam to ensure awareness and early buy-in to the project. Senior staff from RI and RiT will engage

DFID Tanzania prior to the project start date to update on project planning and possible target projects. It is

hoped DFID Tanzania can support SAY with introductions to relevant stakeholders and presence at the Dar es

Salaam stakeholder meeting. A communication plan will be agreed with DFID Tanzania to ensure appropriate

input opportunity and meeting of communication needs. Raleigh currently has formal MOUs with District

Councils in some of the targeted districts, as well as written agreements in place with others. Upon selection of

projects to be monitored, additional MOUs will be negotiated with other districts as required. Additionally, higher

level engagement and specific agreements will be sought at regional level through the RAS. Networks to be

engaged to ensure wider awareness of SAY includes Policy Forum (network of 70 locally registered NGOs

influencing policy processes to enhance poverty reduction, equity and democratisation). SAGCOT will also be

engaged, which includes 5 government bodies, 31 private sector companies and 18 other development actors).

Project progress will be shared externally across networks including the IIG of which RiT is a key member,

JWG members and within RI, RiT and IA general communications. A key element of SAY is that development

actors (regional government and private sector bodies) meet as a JWG alongside local government (village,

ward and district level), YCCs and CMs to discuss progress, review data that has been collected by CMs, and

to agree upon plans of action for fixes where needed. JWGs will give all participants an equal voice and ensure

the most marginalised are represented and heard alongside those with the most power and influence. SAY will

demonstrate the effectiveness of this forum for adoption and scaling elsewhere.



Financial details

7.1 Please complete the workplan and budget.

DFID Funding

1050918

Match Funding

351358

Total Funding

1402276

7.2 Please detail the annual income of your organisation, for the past three years.

Income for 2016 (£)

7388000


6867000


6049030

7.3 Please upload your three most recent sets of audited accounts

Current Account Files

PDF ❍

2014 Signed Rit Accts December 20, 2016 2.4 Mb❍

PDF ❍

2013 Financial Statements December 20, 2016 2 Mb❍

PDF ❍

2015 Rit Signed Accts December 20, 2016 2.8 Mb❍

7.4 Has a Financial Management Assessment (or other due diligence assessment) been

completed on your organisation in the past three years by an international donor?

No

7.4.1 Would you be willing to share that with UK Aid Direct should your application be successful?



Risk

8.1 What are the key risks associated with your proposed project and how will you mitigate

against them? Please enter any additional risks that you have considered.

Level Risk descriptions

High Barriers to participation for girls and womenGender-specific barriers are preventing girls and women from participating in the project. Theymay lack the time, support or confidence to take part. Cultural values/ norms may act as abarrier

MitigationsFormative research and GESI analysis to understand gender-appropriateness. Marginalisedgroups will be specifically targeted for participation (child friendly training time, crèche available,sessions for semi-literate participants etc.)

High Barriers to participation for those with a disabilityDisability specifc barriers (social and environmental) results in a lack of inclusion in the project

MitigationsFormative research & GESI analysis to understand disability-appropriateness. People withdisabilities will be specifically targeted for participation (accessible meeting premises, disability-sensitive feedback tools & training for project teams etc.)

Medium Political unrestPolitical unrest results in violence/ instability in the project area

MitigationsCMs will receive specific training for monitoring under these circumstances, or monitoring will besuspended. Living locally, CMs and YCCs will have a strong understanding of norms, culturesand risks.

High TransportationHigh levels of traffic accidents resulting in injury or death. Project staff and YCCs have to travellarge distances during the the project life

MitigationsProject staff will adhere to RITs current transportation policies. All YCCs will be provided withhelmets in the event of motorbike public transportation.

High Movements in exchange rates and inflationExchange rate movement or inflation over budgeted rate increases project cost.

MitigationsUtilise historical 3-year average inflation rate for Tanzania costs to hedge against volatility(6.5%). Utilise recent Shilling spot rate for exchange rates, which reflect BREXIT impact onmarkets (2,691).



Medium Drop Outs among YCCsYCCs leave the project and their role early, often due to change in personal circumstances

MitigationsYCCs are assessed during selection to help prepare them and ensure commitment. They will beincentivised and will be motivated to perform a well respected role. A natural drop-out rate isexpected, planned and budgeted for.

Medium Co-FinancingRI is not able to raise the required co-finance from restricted sources each year.

MitigationsDevelop co-financing strategy (target list, co-financing products and plan of action). Disseminateinto Fundraising Team's Plan of Actions. Approach funders upon stage 2 notification. Monitorprogress and adjust strategy and accordingly.

Medium Actors responsible for delivery feel threatened by CMs roleAuthorities, local leaders and others responsible for delivery feel threatened by CMs role andhinder their activities - they refuse to participate and do not permit the project to continue(projects must be approved by the Village Executive Office)

MitigationsAuthorities' and community leadership meetings at each level; agreement sought before targetcommunities agreed. CMs will monitor in pairs and trained to manage relationships. Seriousthreats will require cessation and investigation to ensure safety.

Medium Adverse weather conditionsCyclical weather patterns, such as rainy season and/ or major environmental shock

MitigationsTanzania has well established seasonal rain patterns that community structures and planningare based around. Work will be planned around such cycles. Based locally, CMs have no needfor extended travel in such scenarios.

Medium Cash FlowPayment in arreas as standard and payment in partial arrears can be requested, exposing RIT toadditional cash flow pressures.

MitigationsRequest payment in advance. Undertake cash flow modelling for project and ensure possibleintegration with organisational cash flow.

High Actors responsible for project fixes are unresponsiveDonors, Govt authorities, development actors, contractors resist the JWGs recommendationsand refuse to implement project fixes.

MitigationsHold stakeholder meetings in Dar and in each region during inception. Hold regular 1 to 1meetings to obtain buy in from all parties. Maintain a non confrontational / amicable approach.Only start an advocacy campaign (with media) as last resort.



Medium Drop Outs among CMsCMs leave the project and their role early, often due to change in personal circumstances

MitigationsCMs are assessed during selection to help prepare them and ensure commitment. They will beincentivised and a key criterion of selection will be a personal commitment the community. Anatural drop-out rate is expected, planned and budgeted for.

Medium Fear of reprisalCommunity members fear reprisals in providing feedback to the CMs

MitigationsCM training will ensure that a variety of methods for providing feedback are enacted, includingthose which provide anonymity, and frequent sensitisation of all community structures will takeplace to diffuse concerns.

Medium Inability to recruit sufficient numbers of youth to the projectToo few youth are interested in taking part as YCCs and CMs for the project to maximise itsreach

MitigationsUse existing networks. The targeted districts are areas where RI currently recruits (500+ peryear). Lean on general MOUs already in place. Market to an appropriate level of interest.

Medium DevCheck platform is not fully utilisedCMs uncomfortable in using DevCheck leading to reduced motivation and increased drop outs ofCMs and YCCs. Poor and/ or no data arising from community monitoring undertaken by CMsuploaded to DevCheck.

MitigationsDevCheck will be prototyped and tested with youth before being activated. There is a supportstructure in place should technical support or additional training be needed.

Medium Security of project assetsValuable items such as phones/tablets. Carrying Petty Cash.

MitigationsAsset security to be addressed in inception with project staff, YCCs and CMs to ensure clearguidance on security processes and policies and documented in project manual. Minimum/lowspec phones used by CMs to minimise theft / fraud risk.

Low Lack of familiarity with smartphone devices among CMsCMs don't have the knowledge to be able to use smartphones as the technological platform forinputting findings on DevCheck

MitigationsCMs are trained on smart-phone and DevCheck use. For those that are nervous, YCCs willrepeat these sessions. Communities will not be selected if there is not a signal present. 3G isavailable in the regions.



Low Impatience among community members to see resultsA perceived lack of action post-provision of feedback frustrates community members

MitigationsRelationship building through regular feedback with communities on importance of monitoring.Continued awareness



Summary Budget Total: £1,402,276Project Funding

Expense Year 1 Year 2 TotalStaff 0 0 0

Facilities & Equipment 0 0 0Accomodation & Admin Costs 0 0 0

Technical Assistance 0 0 0Travel 0 0 0

Core FundingExpense Year 1 Year 2 Total

Staff 0 0 0Facilities & Equipment 0 0 0

Accomodation & Admin Costs 0 0 0Technical Assistance 0 0 0

Travel 0 0 0

impact application 3tze-8ffy-cv social accountability ......3tze 8ffy cv raleigh referees april 06,...

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