The Capacity Building component is geared towards ensuring that capacity is in place at community, ward, PAA, regional, SVPO and national levels to implement the programme at the required scale and to an appropriate quality. This component supports the functioning of all other components of the programme. It ensures that there is appropriate understanding and capacity for implementing the social safety net, livelihood enhancement and targeted infrastructure development components. This component also includes a Research and Development sub component which aims to learn lessons from TASAF III implementation and seeks to find ways to improve the programme in the future through research and pilots.
There are eight key elements of the capacity building component:
ii) Training and orientation
iii) Guidance Material
iv) Access to technical support
v) Equipment and materials
viii) Research and Development
This component both seeks to ensure that there is adequate capacity in each district prior to the programme becoming operational in that district; and to maintain and continue to improve capacity once the programme has become operational. It also aims to promote transparency and accountability in the management of TASAF funded activities at all levels.
The staffing available to TASAF III includes permanent government staff assigned specific responsibilities for aspects of programme implementation, long-term direct employees of TASAF and short-term contract staff employed to support specific tasks.
Training and orientation
In addition to ensure that the right staff are in place to implement TASAF III, these staff must have the necessary skills and knowledge to implement the programme effectively. Once a PAA has been selected for inclusion into the programme a series of trainings will be launched. Initial trainings are completed prior to the programme becoming operational in the PAA.
TASAF will continue to support training throughout the life of the programme, in order that any new staff (whether directly employed by Programme, or employed by the PAA engaged in programme implementation) can quickly be brought on board with programme procedures. This is necessary given the high levels of staff turnover in the country.
All trainings conducted are evaluated to ensure that the quality of capacity building is continuously enhanced.
Manuals, Guidelines and Handbooks
Up-to-date manuals, handbooks and other guidance materials are made available to each PAA and the Regions. These guidance materials will be provided in hard copy as each PAA (or Region) joins the programme. In addition, Community Management Committees and Village Councils/Shehia Advisory Council/Mtaa Committee will receive guidance material for their areas of responsibility.
Rapid Response Teams and Other On-going Support
In addition to the trainings provided and the manuals and other guidance materials mentioned above, implementers can call on on- going support from staff based in the TMU.
PAA, Region and SET staff can be able to request further information or guidance from the TMU by telephone, email or letter. Most queries will be responded to using the same modes of communication either immediately or within two weeks of the request being submitted. More complex matters may take longer to resolve.
In addition, the TMU and SET staff Rapid Response Teams who undertake regular field visits to a sample of PAAs where the programme is preparing for operation or under implementation.
These teams are responsible for conducting regular visits throughout the country to provide on-the-job advice and support based on demand. Rapid Response Teams (RRTs) both provide front line implementers with coaching and support to address any practical problems they face in programme implementation; and generate feedback about any aspects of programme design which are problematic and unclear. Programme Officers and other TMU staff provide the majority of staffing for these teams, but other sector staff (who also knows about TASAF procedures) may be brought in as well.
In most cases the TMU will select a sample of PAAs to visit, but PAAs can also request that an RRT visit be made. It may not be possible to respond to all such requests immediately, but every effort will be made to conduct an RRT to a requesting PAA within three months of the request.
Provision of Key Equipment
Each PAA is expected to have adequate equipment to manage TASAF III. A package of equipment is provided for each PAA as they join the programme. This comprises of:
- Two computers, printerand accessories
- One fax machine
- One photocopier
- One air conditioner
- One motor vehicle
Officer furniture is the responsibility of the participating PAA and is not provided by the programme. Stationary and other incidentals can be purchased using funds allocated to the PAA for facilitation, monitoring and administrative expenses.
Participation of beneficiaries, households, communities and other stakeholders is promoted and facilitated in all stages of implementation of components of the Programme. Guidelines on participation provide details of activities performed in all stages, and key players and entities responsible. The guidelines are provided to the beneficiaries, households, communities, facilitators and other stakeholders involved in the implementation, in order to guide and facilitate participation process in various activities supported and implemented.
A Communication Strategy is in place to support the orientation of key stakeholders, facilitators, community members and beneficiaries. This strategy focuses on ensuring that key stakeholders understand programme objectives, approaches and components. It also focuses on ensuring that key aspects of the programme including targeting as well as transfer and other programme entitlements are understood. This ensures that programme beneficiaries and stakeholders are accountable. The Communication Strategy uses a range of communication methods and channels including:
i) Print media (brochures, posters, newsletters)
ii) Media outlets (TV, Radio and Newspapers)
iii) IEC (Information Education Communication) materials for orientation sessions.
iv) Chart of rights and responsibilities shared with all programme beneficiaries. This clearly presents the expected rights to the programme, programme benefits as well as beneficiaries responsibilities to the programme.
v) Press releases (electronic and print media).
Research and Development
The Research and Development sub component aims to learn lessons from TASAF III implementation and seeks to find ways to improve the programme in the future through research and pilots. While it is linked to, and informed by, the M&E system the Research and Development sub component is distinct because it has the flexibility to undertake research, commission studies and pilot activities not currently envisioned under the Monitoring and Evaluation system. Research and Development (R&D) in TASAF III has a dual purpose:
a) To contribute to finding solutions to immediate operational
Challenges of project implementation, and
b) Provide a basis for a more long-term platform for promoting learning and knowledge sharing and consulting in social protection and community driven development operations.
R&D comprises three main areas of activity:
1. Studies to explore issues which emerge through informal reports and anecdotal evidence. These studies may focus on aspects of programme implementation where challenges in implementation are being reported, or areas which are of particular interest to programme stakeholders.9
2. Partnerships with Academic Institutions to enable their Masters and Doctorate students to conduct their academic research on issues related to TASAF III.
3. Action research such as pilots or trialing of alternative programme modalities. One such trial is likely to be launched following a process evaluation in year two. The subject of the trial will depend on the results of this evaluation and will aim to find alternative modes of implementation in areas where difficulties are being experienced. The trial will be designed in a way which will ensure that the Independent Evaluation can contribute to the assessment of its impact.
The development of the TASAF III research agenda and strategy agenda is an on-going process fusing the internal operational experience of TASAF staff with external expertise. It also is in line with the National Strategy for Growth and Reduction of Poverty (NSGRP) and the National Social Protection Framework. An initial Research Agenda and Strategy is in place, but will be regularly updated during programme implementation.
The outcome of R&D work includes publications that pull together some of the work done by social protection practitioners from the TMU, PAAs as well as studies and research undertaken by post graduate students from institutions of higher learning within and outside Tanzania. In addition regular knowledge exchange forums are convened to support the dissemination of information and the exchange of ideas.