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:
i)     Staffing
ii)     Training and orientation
iii)    Guidance Material
iv)    Access to technical support
v)     Equipment and materials
vi)    Participation
vii)    Communication
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.