Social Development 41921 284 November 2007 Findings reports on ongoing operational, economic, and sector work carried out by the World Bank and its member governments in the Africa Region. It is published periodically by the Operations Results and Learning Unit on behalf of the Region. The views expressed in Findings are those of the author/s and should not be attributed to the World Bank Group. The Tanzania Second Social Action Fund (TASAF II) Knowledge Sharing and Learning for Better Delivery of Results Context and Development Objective of TASAF II T anzania is currently Management Committees implementing the second (CMC) in charge of managing phase of the Tanzania the funds and being Social Action Fund, known as accountable to the TASAF II. The first phase, community; and social TASAF I, commenced its cohesion. operations in the year 2000 The main objective of to respond to the challenge TASAF II is to empower facing the Government on communities to access how to put in place the right opportunities so that they mechanism to deliver can request, implement, and tangible benefits to monitor sub-projects that communities while the contribute to improved government was engaged in a livelihoods that are linked to program to reform the indicator targets of the economy to bring about long- Millennium Development term benefits. The Goals (MDGs) as stipulated in implementation of TASAF I the National Strategy for registered demonstrable Growth and Reduction of achievements in line with Poverty, popularly known by the country's drive towards its Kiswahili acronym reducing poverty amongst its "MKUKUTA". people. The achievements Findings were mainly in the form of Expanded mandate and full asset creation, employment mainstreaming of TASAF II into creation, income generation, LGAs and skills development. There were also intangible One major challenge of benefits such as enhanced delivering TASAF II is its downward accountability, expanded mandate and full with Community mainstreaming into local government authorities (LGA) between communities, LGAs experiences, and (b) key operations. Unlike TASAF I and central government are knowledge facilitators whom which covered only one third thus effectively enhanced. they can contact and make of the country, TASAF II use of. operates nationally, covering Knowledge sharing and all LGAs in Mainland learning: the rationale Methodology: How were LGAs Tanzania, as well as the linked up? Islands of Unguja and Pemba To ensure smooth transition in Zanzibar. Again while and effective delivery of Four (4) TASAF II joining TASAF I provided support to TASAF II, stocktaking of the LGAs were linked up with mainly five sectors, including best practices and challenges two (2) TASAF I LGAs through support for HIV/AIDS victims, experienced during TASAF I Knowledge and Learning TASAF II provides support to was crucial. Joining TASAF II Workshops, hence the term fourteen sectors on Tanzania LGAs had to be provided with 2+4 exchange workshops. To Mainland and sixteen sectors the opportunity to internalize kick off the process, a in Zanzibar. Through the an objective assessment of National 2+4 workshop was National Village Fund (NVF), achievements and challenges organized to set the stage a funding window for observed during the and pace for the subsequent implementation of sub- implementation of TASAF I, LGA cluster workshops held projects, TASAF II supports through the sub-project in eighteen (18) different efforts towards improved cycle. This would provide centers, hence covering access to social services, opportunity for the joining eventually the entire country provides employment LGAs to learn from the involving all 123 operational opportunities to food insecure experiences of TASAF I, thus areas, i.e., 121 LGAs in households, offers income create space and Tanzania Mainland and 2 generating opportunities to environment for efficient and Islands of Unguja and Pemba vulnerable groups, and raises cost-effective delivery of in Zanzibar. The project-cycle awareness and builds TASAF II. approach, as demonstrated in community capacity to save There were thus three the figure below on and invest. specific objectives to be Community Driven The expanded mandate of attained. First, to give Development Cycle, was used TASAF II is seen therefore participants from the joining to gather LGA experiences, through enlarged LGAs a chance to obtain guide exchange of views, and geographical coverage, knowledge and experience identify challenges and number of sectors supported, gained from their TASAF I lessons, and measures to and inclusion of software type counterparts, hence making address them. Personnel who and income generating it an in-depth learning event were involved in the interventions. of best practices. Second, implementation of TASAF I TASAF II is also fully was to offer a unique made presentations, followed mainstreamed into LGA opportunity for the by interactive sessions and activities. Thus local identification of real issues group work; with feedback government personnel are that needed redress, and given during plenary, and accountable to the help implementers to consensus built around beneficiary communities minimize repetitive identified challenge areas, through their role in experimentation. Third, to charting at the end the way facilitation, technical build on the problem-solving forward. supervision, and appraisal of potentials available at LGA, community programs. Public village and community levels Key results and lessons monitoring is carried out by so as to enable implementers Local Government elected at these levels to identify: (a) No doubt the 2+4 exercise has representatives. Through where to find examples of been an enormously useful TASAF II operations, linkages both positive and negative exercise, an eye opener and Community Driven Development Cycle information out well in advance creates space for effective participation of and SUB PROJECT enhances commitment by IDENTIFICATION sector experts in carrying out DESK COMPLETION AND APPRAISAL INAUGURATION desk appraisals. Improperly conducted field appraisals cause problems during subproject implementation, SUPERVISION in terms of increased AND CDD FIELD APPRAISAL MONITORING SUB-PROJECT subproject costs, CYCLE resettlement problems and environmental degradation. It may as well lead to sub- IMPLEMENTATION projects being unsustainable, APPROVAL negatively affects community participation and diminishes LAUNCHING ownership. 3. Ownership and accountability garnered through a huge opportunity for procedures were clearly effective engagement ensuring efficiency and cost- explained thus avoiding Mobilization and effectiveness in wasteful utilization of sensitization of communities implementation of TASAF II. resources. Knowledge of the during the pre subproject It became clear through the local culture and traditions cycle stage creates ground process that each step in the as well as the involvement of for smooth implementation, sub-project cycle was unique influential people (opinion encourages community in its characteristics and makers) facilitates the participation and lays a contribution to the process, process of identification of strong foundation for and required proper handling and building consensus accountability. Effective to assure successful around community needs. engagement is done through implementation of the Continuous sensitization and holding community meetings, Project. Most critical though prior consultations with attendance of community were the pre-subproject and village/mtaa leaders avoids members on the launching identification stages. These poor attendance at day, posting in public places were identified to be critical community meetings, as information about the sub to doing right in all the meetings are set to take project including the amount ensuing stages. Key lessons place on days and at times of funds involved, the work drawn for which strategic convenient to community schedule and labour interventions are required members. contributions. Indeed include the following: identified subprojects that do 2. Provision of guidelines key not respond to community 1. Setting the stage right for cost-effectiveness priority needs do not get full through proper facilitation Provision of clear and support from the community Facilitation is indispensable simplified guidelines used for and leads to (i) poor and requires the use of desk appraisal, together with community participation properly trained facilitators making frequent technical during implementation and and this ensured that correct backstopping visits to LGAs (ii) conflicts regarding roles messages about TASAF were and communities saves on and responsibilities of disseminated, distortions costs. Proper planning by different parties, thus rectified, and principles and coordinators, getting causing unnecessary delays. Involvement of the 5. Sustainability critical and community in must be nurtured implementation makes skills Post completion follow up is transfer possible. important to check on the functioning, usage and 4. Norms and standards quality of services being adhered to through supervision provided by the created and report writing assets; including Continuous and objective- sustainability of such oriented supervision is a pre- facilities. Communities need requisite for successful to be sensitized on this. implementation of subprojects. Regular preparation of reports, For more information, contact Ida including those on Manjolo justification, facilitate timely (imanjolo@worldbank.org). decision making, release of subsequent disbursements, and finalization of arrangements for completion of sub-projects.