TAPP_Reports_Attachment_9.pdf

EVALUATION OF THE TANZANIA

HORTICULTURAL VALUE CHAIN

DEVELOPMENT PROGRAM

Appendixes

September 16 2011 This publication was produced for review by the United States Agency for International Development by;

Dermot Cassidy John Nene-Osom Azu PhD

Michael Makokha Jane MacAskill.

Contents

APPENDIX 1; PEOPLE AND ORGANIZATIONS CONSULTED / MET

APPENDIX 2; UNDERSTANDING LIVELIHOODS AND WEALTH IN ORDER TO STRENGTHEN

INCLUSIVITY

APPENDIX 3; PRELIMINARY LIVELIHOOD ZONING 2008 – BY FEWSNET

APPENDIX 4; FOOD COMPOSITION OF SOME TRADITIONAL CROPS GROWN IN TANZANIA

APPENDIX 5; DETAILED RESULTS OF THE ASSESSMENT OF THE TANZANIAN HORTICULTURAL

ASSOCIATION (TAHA)

APPENDIX 6; FINANCIAL MANAGEMENT

APPENDIX 7; LIST OF TAHA’S EXTERNAL RELATIONS

APPENDIX 8; CURRENT AND PROPOSED ORGANOGRAMS

APPENDIX 9; TAHA’S STRATEGIC FOCUS AND FUTURE PLANS TO REVAMP HORTICULTURE ... 32

APPENDIX 10; STRENGTHS AND WEAKNESSES OF TAHA

APPENDIX 11; QUESTIONNAIRE FOR GATHERING DATA ON NON-FINANCIAL ORGANIZATION

DEVELOPMENT PARAMETERS

APPENDIX 12; FRAMEWORK FOR FINANCIAL REVIEW

APPENDIX 13; TAHA ORGANIZATIONAL CAPACITY ASSESSMENT COMMISSIONED BY

TANZANIA CLUSTER COMPETITIVENESS PROJECT

APPENDIX 14; STATEMENT OF WORK EVALUATION OF THE TANZANIA HORTICULTURAL

VALUE CHAIN DEVELOPMENT PROGRAM

APPENDIX 15; TRAVEL SCHEDULES IN TANZANIA

The authors views expressed in this publication do not necessarily reflect the views of the

United States Agency for International Development or the United States Government.

EVALUATION OF THE TANZANIA HORTICULTURAL VALUE CHAIN DEVELOPMENT PROGRAM 3

Appendix 1; People and organizations consulted / met

Name Organization Title E-mail

Mark Magila ACT/Tanzania Agricultural Partnership

(TAP)

National Coordinator M_magila@hotmail.com/ mjmagil@actanzania.org

Henry Okumu

Africado outgrower scheme production manager henry.okumu@africado.co.tz

Amagro Nursery

– Mkuranga

Novat Ludovic

Amagro Office - Dar

Secretary novat@amagro.org

Burton Nsape

Amagro Office – Dar

Chairman burton@amagro.org

Hamad Mkopi

Amagro Office – Dar

Agronomist

Joseph Giovinazzo

Arusha Blooms – Arusha

Managing Director

Chris Ojiewo AVRDC The World Vegetable Centre

Vegetable Breeder, Vegetable Breeding and Seed Systems program chris.ojiewo@worldveg.org

Dr Marilyn Belarmino

AVRDC The World Vegetable Centre

Genetic Resources Scientist marilyn.belarmino@worldveg.org

Hassan S Mndiga

AVRDC The World Vegetable Centre

Senior Training Assistant hassan.mndiga@worldveg.org

Philip Ndung’u

AVRDC The World Vegetable Centre

Regional Administration and Finance Officer philip.ndungu@worldveg.org

Pauline Kisanga

Counsenuth Executive Director/nutritionist pkisanga@counsenuth-tz.org

Mari Pennanen

Dar es Salaam Corridor Group

(DCG)

Business Development Director mari@dsmcorridor.com

Saada Shabani

DCG Director saada@dsmcorridor.com

Mike Chambers

Entrepreneurship Leading Development

CEO mikechambers@tanhort.com

Dr. Richard Pluke

Fintrac Environmental Specialist/Acting COP

Richard@fintrac.com

Cleopa Ayo Golden Food Products, Muheza

Managing Director ayo@gfp.co.tz

Joseph Kinga HomeVeg packhouse manager

Machel Tarimo

HomeVeg finance & admin manager

Justin Stokes J. E. Austin Associates Inc.

Director jstokes@jeaustin.com

4 EVALUATION OF THE TANZANIA HORTICULTURAL VALUE CHAIN DEVELOPMENT PROGRAM

Rehema Mshana

Kiliflora Sales and Flower Sourcing Manager rehema@kiliflora.com

Shao Coleman

Kiliflora Import and Export Manager colman@kiliflora.com

Fatma Riyami

Koga Farm - Mkuranga

Owner of Farm and MD of NatureRipe, Kilimanjaro Ltd fatma@natureripe.co.tz

Malindi ULT

Market Hub – Stone Town

Juma S.

Shekidele

Ministry of Agriculture, Food Security, & Cooperatives.

Horticultural Training Institute

- Tengeru

Principal jsheiza@yahoo.co.uk

Miwaleni Site, Arusha Blooms outgrower project

Irene Bariki Multiflower - Arusha flower seed deputy

Joyce Mbise, Multiflower – Arusha vegetable seed

Onion Farm – Bungi

Amani Temu TAHA Operations and Credit Officer operations@tanzaniahorticulture.com taha@habari.co.tz

Isaac Ndamanhyilu

TAHA Community Advocacy Officer taha@habari.co.tz

Jacqueline Mkindi

TAHA Executive Director taha@habari.co.tz

Michael Chambers

TAHA General Secretary/TAHA Board mikechambers@tanhort.com

Onesmo Kenneth

TAHA Programmes Officer taha@habari.co.tz

Prosper Valentine Leiya

TAHA Finance and Administration Officer taha@habari.co.tz

Bob Kisamo TAHA FRESH Finance and Administration Manager tahafresh@habari.co.tz

Mrs. Tertula Swai

TAHA/TPSF Cluster Competitive Program

(TCCP)

Member of

TAHA

Board/Cluster Development Specialist tmswai@yahoo.com

Benedict B Jeje

Tanzania Food and Nutrition Centre

Director – Nutrition Policy and Planning bbjeje@yahoo.co.uk

Omar Mohammed

TAPP Agronomist

Stephen Mruma

TAPP Agronomist

EVALUATION OF THE TANZANIA HORTICULTURAL VALUE CHAIN DEVELOPMENT PROGRAM 5

Ismael Guga TAPP Lushoto Agronomist

Milton Chitanda

TAPP Moshi Field Manager mchitanda@fintrac.com

Richard Pluck

TAPP, Fintrack – Arusha Environmental Specialist/Acting COP

Drew Johnson

TechnoServe Manager of Strategic IT Solutions djohnson@tns.org

Dr.

Alexandra Mandelbaum

TechnoServe (SHIFT Program)

Chief of Party AMandelbaum@tns.org

Mary G.

Materu

Counseneth: Centre for Counselling, Nutrition and Health Care

Chairperson/nutritionist marymateru@counseneth-tz.org

Tunapendane Group

Thomas Hobgood

USAID Team Leader, Agriculture and Food Security

Alphonce Kyariga

USAID Tanzania Monitoring and Evaluation Specialist akyariga@usaid.gov

Janeth Said USAID Tanzania Nutrition and Safety Nets Specialist jsaid@usaid.gov

Maurice Shines

USAID Tanzania Economic Growth Officer mshines@usaid.gov

Tom Hobgood

USAID Tanzania Team Leader, Agriculture and Food Security thobgood@usaid.gov

Yarabbi Tuwezeshe – Bububu

Zapha+ group – Unguja Ukuu

6 EVALUATION OF THE TANZANIA HORTICULTURAL VALUE CHAIN DEVELOPMENT PROGRAM

Appendix 2; Understanding livelihoods and wealth in order to strengthen inclusivity HEA Livelihood Baselines, COD & KAP and their contribution to the HVCDP The purpose of these studies would be to address the following questions: a) can poor households afford a MAD and b) if they cannot, what appropriate livelihood specific interventions would improve diet and dietary diversity. If they can afford a MAD, then a KAP would help to identify BCC required.

This might be most appropriate in Morogoro – the flagship region.

What a HEA baseline would include It would build on the USAID FEWSNET Livelihood Zoning and include:

Analysis of seasonality to identify when labor availability increases, gaps in production, market price and expenditure peaks and troughs Wealth group breakdown (very poor, poor, middle and better-off) and description which would also highlight linkages between wealth groups in terms of renting in/renting out of land, labor Description of food and income sources and expenditure pattern (particularly food purchases and essential non-food e.g. agricultural and livestock inputs, health and education costs) by wealth group.

An analysis by wealth group of capacity to meet their basic food staple (energy) requirements and other essential expenditures.

Identify whether there is sufficient flexibility in either their production or income to support a diversified diet.

How the baseline can be used Provide information that could be strengthen targeting of various horticultural interventions Provide evidence to support both horticultural and dietary diversity programming Facilitate pro-poor targeting Facilitate interpretation of the Household Hunger Indicator .

Contribute to the interpretation of nutritional status data.

Identify priorities for each wealth group to improve livelihoods

SCUK Poverty and Vulnerability in Singida rural district

In the example above (in Singida) – HEA baseline data was used to assess why poor households could not afford to pay the community health insurance fund. A key finding was that seasonal health costs and food prices peaked at the same time of the year, during cultivation when households had less income and greater food needs

Cost of Diet study together with a KAP Would build on the livelihood baseline and identify whether the poorest households can afford to diversify their diet and meet the nutritional requirements of all family members (particularly children under 5 and pregnant women), constraints and appropriate interventions and messages.

EVALUATION OF THE TANZANIA HORTICULTURAL VALUE CHAIN DEVELOPMENT PROGRAM 7

Appendix 3; Preliminary Livelihood Zoning 2008 – by FEWSNET

8 EVALUATION OF THE TANZANIA HORTICULTURAL VALUE CHAIN DEVELOPMENT PROGRAM

Appendix 4; Food composition of some traditional crops grown in

Tanzania

EVALUATION OF THE TANZANIA HORTICULTURAL VALUE CHAIN DEVELOPMENT PROGRAM 9

Appendix 5; Detailed Results of the Assessment of the Tanzanian

Horticultural Association (TAHA)

NASCENT EMERGING EXPANDING MATURE

GOVERNANCE

BOARD -No Board or independent body is providing oversight

The Board does not differentiate between oversight and management roles

If the Board is beginning to provide oversight, it may not represent the interests of the constituency

The Board is not assisting management to identify legislators, influence public opinion or raise funds

Members of the

Board or independent body have been identified by have not yet assumed a leadership role

The Board is attempting to micro-manage rather than provide oversight

The Board is not aware of the needs of constituency or role it could play

The Board’s membership is stable and functioning

The Board is able to differentiate between its role and that of management

The Board has some members who are leaders in relevant fields but it lacks broader representation.

The Board is aware of its responsibility to provide oversight and represent the interest of constituents but is not consistently doing so

The Board’s composition includes leaders in the field of the organization’s mission as well as those capable of carrying out such roles as policy direction, fund-raising, public relations, or lobbying

Mechanisms are in place to obtain appropriate input from constituency and assure that organizational planning reflects Board’s policy

MISSION/GOAL The organization has a vague idea of its mission and the contribution it is attempting to make

The mission is understood by only one or a few members of the

Board or senior management

The activities carried out by members of the organization may have little relationship to the mission

The mission may be clarified internally, but it is not widely understood by the public

The mission is not reflected in planning or job function

The vision and mission are clear to staff, constituents and outsiders, strategies and objectives are in alignment with the mission

Operational planning may be conducted by senior management and linked to the budgeting process but with little input from the staff or constituents

The organization’ vision of the future and specific mission are clear to staff, constituents and outsiders

The organization’s vision of the future and specific mission are clear to staff, constituents and outsiders

The organization’s strategies are aligned with the mission and state how it will be achieved

Strategies are realistic in the context of the organization’s activities and can be translated into clear program objectives

10 EVALUATION OF THE TANZANIA HORTICULTURAL VALUE CHAIN DEVELOPMENT PROGRAM

CONSTITUTENCY The organization links to its constituency are weak

The organizations views its constituency as passive beneficiaries rather than as potential partners

The organization does not serve as an advocate for its constituency

The organization’s outreach to its constituency is improving

Certain influential members of the constituency may be consulted or invited to participate in some decision because they are seen to have a stake in the outcome

Some awareness exists of the possible role of the organization as an advocate for the constituency

The organization’ constituency is well-defined and its needs and views are considered in planning and decision-making

The organization is involved in lobbying and other advocacy functions on behalf of the constituency

Organization supports to build self-help capacities among constituents are still sporadic

The organization’s constituency is well – defined and regularly involved in planning process

The organization recognizes constituents as partners

The organization supports the creation of community structures and develops constituent’s capacity in planning and decision making

The organization engagers in advocacy and lobbying activities on behalf of constituents

LEADERSHIP There is an individual or a few individuals in the organization who control most functions

Management style is directive and staff members provide primarily technical input

Management does not articulate clearly to staff the organization’s purpose or individual staff members’ contributions to the purpose

Most decisions are made by the Board, sometimes with input from one or two staff members.

Staff has little understanding of how management makes decisions

Leadership is till seen primarily as directive and controlling, rather than providing meaning and enabling self-direction to employees and mentoring their performance

Senior management’s relationship to staff is more consultative and management decisions are delegated

Staff increasingly understands, but are not systematically involved in decision making

Leadership understands that its primary role is to provide overall direction and monitor performance but it is still concerned with control

The Board and senior management have a clear understanding of their roles and responsibilities, which include articulating a clear vision of the organization, mission and interpreting it to staff

Delegation and transparency characterize decision-making by senior management

Staff are appropriately involved in direction and policy development

EVALUATION OF THE TANZANIA HORTICULTURAL VALUE CHAIN DEVELOPMENT PROGRAM 11

LEGAL STATUS The organization may or not be legally registered and nor have obtained whatever fiduciary and taxation status as required by local law

Management has yet to identify sources of legal, financial and labor management advice

The organization is registered by has not yet integrated financial and legal advice into planning and management decisions

The organization is not in compliance with some local reporting and labor requirements

Appropriate expert advice is integrated into planning and management systems

The organization is generally in compliance with local reporting, tax and labor requirements

Appropriate expert advice is fully integrated into management decisions

The organization is in full compliance with the reporting, tax and labor requirements

The organization assists constituency organizations to obtain the same legal status and compliance capacity

MANAGEMENT PRACTICES

ORGANIZATIONAL

STRUCTURE

The organization has no clearly defined organizational structures and lines of authority and responsibility are not clearly defined

The organization has a defined organizational structure but line of authority remain unclear and authority tends to be exercised by an individual or a few individuals

The organization has a defined organizational structure with clear lines of authority and responsibility

The administration of the organization places emphasis on the areas of responsibility but does not confer the necessary authority on individual to permit them to operate effectively

The organization is not effectively incorporating the organizational structures into assigned tasks nor using it to evaluate staff performance

The organization has a defined organizational structure with clear lines of authority and responsibility

The organization’s organizational structure is used in supervisory sessions and performance evaluations

12 EVALUATION OF THE TANZANIA HORTICULTURAL VALUE CHAIN DEVELOPMENT PROGRAM

INFORMATION

SYSTEMS

No systems exists within the organization to collect, analyze or disseminate data

Information is collected randomly and manually

A rudimentary electronic

Management

Information

System (MIS) is in place but it is not accessible to all staff

Data utilization potential is not understood

A MIS is operational and most staff have access to it

The MIS is still primarily used for word processing and book-keeping by individual staff understand and use data on an ad ho basis

There is no mechanism for integrating MIS information into the organization’s planning process

The MIS has the capacity to store and process baseline and survey data

Data analysis capability is relatively sophisticated

There is improved project planning based on analysis of data provided by the

MIS

MIS data has been integrated into operational planning and decision making`

ADMINISTRATIVE

PROCEDURES

Administrative procedures are informal and organization staff lack a common understanding of them

Administrative procedures are increasingly formalized, Filing and recording systems are not being fully utilized

No administrative manual exist

Administrative systems are formalized and functioning

An administrative manual exists but it is not referred to regularly

Administrative procedures are well defined, flexible and used to clarify situations

The administrative manual is included in the strategic review process and updated as needed

PERSONNEL There are no formal personnel procedures to administer salaries and benefits or to record personnel data

Formal employment procedures do not exist

Basic personnel administration systems exist but informal employment practices continue

Positions are not advertized externally and there are no common organization-wide procedures for determining qualifications for employment, recruiting, hiring and termination

All necessary personnel systems are formalized and implemented

Occasionally informal mechanisms are used

There is a need to integrate personnel practices into the strategic planning process are not fully understood

Personnel systems are understood by all staff

Staff opinion of human resource policies and procedures are regularly sought

Formal employment practices are uniformly reviewed to ensure consistency with the mission and policies of the organization

EVALUATION OF THE TANZANIA HORTICULTURAL VALUE CHAIN DEVELOPMENT PROGRAM 13

PLANNING Some planning is carried out but with limited input from staff and constituents

Decisions are made and activities planned without reference to the agreed-upon strategies to achieve the mission

There is little assessment of the resources required to undertake activities

One or a few people may make decisions and plan activities giving little explanation to those responsible for implementation

Annual operating plans are developed and reviewed primarily by senior staff without reference to the previous year’s planning analysis of resources, availability, or other factors which could affect implementation

Annual plans are developed with little or no input from constituents or staff

Strategic and short-term planning is conducted primarily by senior management

Staff and constituents may have some input in the planning by they are not involved in decision-making

There is occasional review of workplans

There is an annual review of the organization’s achievement and an analysis of resource availability

All parts of the organization develop annual operating plans aligned with the organization’s mission and strategies

There is regular review of long-term plans

14 EVALUATION OF THE TANZANIA HORTICULTURAL VALUE CHAIN DEVELOPMENT PROGRAM

PROGRAM

DEVELOPMENT

Program development is largely donor or staff-driven and funded and it is managed on a project-by-project basis

Program design, implementation and monitoring and evaluation, if done are carried out based on the donor’s requirements

Often the donor’s system is not well understood, is poorly implemented and badly managed

Individual projects are developed within an overall programmatic framework

Occasional evaluations are conducted at the request of donors and undertaken by outsiders

Constituents are involved only as recipients of a program

No comprehensive system exists for determining the purpose and objectives of program/projects or for monitoring and evaluation

A comprehensive system exists for program development and implementation

The system is sometimes on imposed by the donor or one that has developed by the organization itself

Either system can provide the information required by the donor and allow for monitoring and evaluation to be carried out by the staff

Constituents are consulted on program design and involved in implementation and evaluation

Constituents serve as partners in program design, implementation and evaluation

Key indicators have been identified for monitoring and evaluation

Lessons learned from

M&E are applied to future activities

PROGRAM

REPORTING

The organization does not report on the results of activities or evaluations to constituents

The organization is not sharing information based on lessons learned from activities and evaluations

The organization provides information on activities and evaluations only when requested or required by a donor

The organization shares information on lessons learned only as required

The organization occasionally publishes the results of its activities and evaluations but it does not have a system for distribution

The organization does not yet have an effective system through which to share information on lessons learned from its experience

The organization has a system in place to regularly publish and distribute information to donors and constituents, government and other interested organizations on the results of its activities and other relevant issues

HUMAN

RESOURCE

DEVELOPMENT

EVALUATION OF THE TANZANIA HORTICULTURAL VALUE CHAIN DEVELOPMENT PROGRAM 15

HUMAN

RESOURCE

DEVELOPMENT

The organization conducts no systematic assessment of staff performance on which to plan for changes or improvements

The organization is unable to plan for change to improve the performance of individuals through better work planning, training, development and promotion

There is little or no understanding of the relationship between staff performance and the achievement of objectives

A staff evaluation system my exist but it is not necessarily based on job performance

The organization has identified resources with which to conduct ad hoc training of staff

There is a better match between staff responsibilities and skill requirements

Staff development needs are assessed and used to develop training plan

The human resource development plan is integrated with the organization’s strategic plan

A performance-based management system exists to meet the needs of the organization’s human resource development

Training plans are regularly updated according to the performance improvement and career development needs of the staff and a human resource development plan exists

Staff are assigned and promoted according to their job performance

16 EVALUATION OF THE TANZANIA HORTICULTURAL VALUE CHAIN DEVELOPMENT PROGRAM

STAFF ROLES The organization has no particular process to determine the relationship between human resource needs and program objectives

The roles and job responsibilities of existing staff are unclear and changeable

The limited staff are expected to carry out responsibilities beyond their expertise and some essential tasks are not done by anyone

Job descriptions and work responsibilities are not documented

Job performance is not assessed and there is no planning done to improve the performance of staff through better work planning training, development or promotion

The organization has no process of analysis to identify work requirements and job functions

There is beginning to be a link between senior staff responsibilities and their expertise by some gaps continue to exist in skill requirement

Job descriptions do not exist, usually based on a supervisor’s idea of the work to be accomplished

A staff evaluation system may exist by it is not necessarily based on job performance as defined in a job description

The organization has identified some resources for ad hoc training of staff

Jobs are well-defined and documented in job descriptions and work assignments

All core skills required to perform job functions exist within the organization

A performance-based appraisal system is in place and staff are assigned and promoted according to their performance

Some human resource planning does take place but it is still not integrated with job performance or the strategic planning process

A training plan exists based on an assessment of staff development needs

The organization conducts reviews and updates an organization-wide analysis of work requirement

The analysis of work is linked to the organization’s planning priorities and serves as the basis for work assignments

All skill areas required to carry out the organization’s work are covered by staff and the resources exist to contract out for other needed skills

Staff performance is monitored and decision about training and promotion are based on ability and needs

Human resources planning is integrated with the organization’s strategic plan

EVALUATION OF THE TANZANIA HORTICULTURAL VALUE CHAIN DEVELOPMENT PROGRAM 17

WORK

ORGANIZATION

There is little understanding of the necessity to organize work beyond the issuing of directives

No mechanisms are in place to coordinate work activities of different staff

There is little understanding of the need to work as a team or what it means

Meetings are irregular, dominated by interest of a few and do not have a predetermined purpose and agenda, nor do they not reach concrete conclusions

Staff provide technical input only and are not involved or informed of decisions

No formally recognized lines or mechanisms exist for intra organization communication

Work is organized by supervisors

Little attention is paid to work flow or to consciously organizing work beyond work plans

Individual, unit or project work plans are developed by these plans are not coordinated across functions

Regular meetings of staff are conducted according to known procedures

Selected staff are consulted on some decisions

Intra-organization communication is conducted on informal basis

Consciousness is developing on part of staff and management that communication breakdowns and overlaps occur

A variety of work methods are utilized

Staff are recognized as being able to make useful suggestions about how their own work should be organized

Team work is encouraged and work plans are shared across units and work sites

Communications are open and inter-hierarchal

Staff know how to participate in meetings and are aware of how decisions are made

Mechanisms exist for vertical and horizontal communication and link organizational unit/project structure

Staff teams are self-directed and organize their work around a clear understanding of the organization’s mission and strategies

Staff is skilled in and appropriately use a variety of techniques and methods to meet the organization’s program objectives

There is a formal mechanism in place for inter-team planning, coordination and work review

Staff is able to shape the way to which they participate with management in program implementation

Constituents are involved with management in making decisions that directly impact on them

18 EVALUATION OF THE TANZANIA HORTICULTURAL VALUE CHAIN DEVELOPMENT PROGRAM

DIVERSITY ISSUES The staff and

Board do not represent the diversity of their constituency or the interests of their stakeholders

Women receive different status that men and their particular needs are not yet addressed

No policy exists but among some levels of the organization there is some awareness of an interest in the value and need for representation of the various members of the constituency

Policies exist to diversify the Board and staff by their composition does not yet fully reflect that of the constituents

The composition of the Board fully represents gender and other diversity among constituents

SUPERVISORY

PRACTICES

Relationships among staff members are not yet recognized as an important factor that can impact achievement of the organization’s program objectives

Conflict among staff members or constituents is not effectively dealt with

There is little or no awareness of the available practices and techniques with which to develop the organization’s capacities

There is some awareness of the importance of staff being able to work together and with diverse groups but it is not yet understood that these skills can be taught and such activities managed

Some supervisors attempt to mediate conflict but techniques and mechanisms for conflict resolution are not understood

The organization has established and documented grievance procedures

Some supervisors have received training in mediation techniques and interpersonal and group work skills

Supervisors recognize organization development as an important management function

The organization has established policies and methods to develop skills, manage relationships and measure performance

The organization understands that clear assignments and good implementation by self –directed staff usually result in fewer conflicts

Staff has been trained in conflict recognition and resolution techniques

SERVICE DELIVERY

EVALUATION OF THE TANZANIA HORTICULTURAL VALUE CHAIN DEVELOPMENT PROGRAM 19

SECTORAL

EXPERTISE

The organization has little operational or program experience

The organization has no sectoral expertise or track record

The organization has some good ideas about how to meet needs of targeted constituencies

The organization has growing expertise in its targeted sector

The organization has the capacity to access additional expertise in the area of expertise as required

The organization is recognized as having significant expertise in its targeted sector and is being invited to contribute to sectoral discussion

The organization is able to deliver effective and appropriate services to constituents

The organization is beginning to build fee-for-service and other cost recovery mechanisms into its service delivery

The organization is able to adapt program and others services delivery capacities to reflect the changing needs of its constituency

The organization is beginning to extend service delivery to other constituents

The organization is recognized as an experience actor in its sector by donors, government and other organizations

CONSTITUENCY

OWNERSHIP

The organization’s services are defined by donors or managers with no involvement from its constituency

The organization has no plan to support the development of its constituents organizational capacity as an objective for sustainability

The organization is not providing capacity-building training/technical assistance to its constituents

The organization seeks constituent input into defining services by does not do so in a systematic or comprehensive manner

The organization has identified resources for ad-hoc training of constituents in program or technical areas

The organization has not identified resources to support organizational capacity-building of its constituents

The organization has mechanisms in place to involve its constituents in project planning and implementation and monitoring and evaluation

The organization has plans to transfer management responsibilities to constituents and to provide training and organizational development support to build its capacity

The organization considers its constituents to be equal partners in defining services to be provided and in the management of projects

The organization updates its training and organizational development plans according to the improved performance and capacity building needs of its constituency

20 EVALUATION OF THE TANZANIA HORTICULTURAL VALUE CHAIN DEVELOPMENT PROGRAM

IMPACT

ASSESSMENT

The organization does not have a system to monitor and evaluate program/project achievements

The organization has no mechanism with which to determine impact indicators, establish baseline measures or assess the impact of its activities

The organization is able to evaluate individual projects to determine if project activities took place as planned and if specific project objectives were achieved

The organization has no baseline data or system to monitor its activities

The organization has not identified indicators or collected baseline data with which to monitor project activities

The organization is aware of the need to develop project sustainability and measure impact but has not established a system

The organization has identified indicators for success for each project goal

The organization updates its training and organizational development plans according to the improved performance and capacity building needs of its constituency

EXTERNAL

RELATIONS

CONSTITUENCY

RELATIONS

The organization’ agenda is largely donor and management driven with little or no input from its constituents

The organization is located in an urban center and its headquarters are a long distance from where it carries out activities, making it difficult to involve constituents effectively

The organization develops systems and programs in a top-down manner

The organization’s work is focused in the field and it is viewed as an ally by constituents

The organization has credibility with its target constituency and with donors interested in the same program area

The organization operates from a field project site

The organization involves constituents in decision-making

The organization views constituents as being responsible for providing counterpart resources

The organization provides resources to enable constituents to develop organizational capacity

The organization is seen as a valuable partner by its constituents

By being field based, the organization effectively integrates constituency into management and program decisions

The organization regards its constituents as a full partner

EVALUATION OF THE TANZANIA HORTICULTURAL VALUE CHAIN DEVELOPMENT PROGRAM 21

INTER-

ASSOCIATION

COLLABORATION

The organization does not have experience in working with other organizations, either local or international

The organization is not known or trusted by the sector community

The organization has no plans to work in collaboration with others in the same region or same sector

The organization is increasingly known and trusted by others in the sector community but as yet has little experience in working collaboratively with others

The organization works with international or other local organizations

The organization participates in and supports other sector networks but as yet does not play a leadership role in any sector coalitions

The organization plays a leadership role promoting coalitions and partnerships and a formal association of sector organizations

The organization can help mediate sector organizations-

Government conflict

GOVERNMENT

COLLABORATION

The organization’s relationship with government is adversarial

The organization does not collaborate with government agencies working in the same sector or geographical area

The organization has little understanding of its role in advocacy or development of public policy

The organization has identified common interests which it shares with government and relations are friendly

The organization collaborates with different government agencies or representatives on issues or activities in specific sectors

The organization’s relationship with government is friendly and often informal

The organization is sometimes called upon by government to carry out specific projects or collaborate on sectoral issues

The organization is seen as a reliable partner by the government

The organization has formal mechanisms it uses to collaborate with government, donors and other organizations

The organization provides input into policy-making on issues to its area of expertise

22 EVALUATION OF THE TANZANIA HORTICULTURAL VALUE CHAIN DEVELOPMENT PROGRAM

DONOR

COLLABORATION

The organization sees donors as a souce of financing activities and has not yet developed a relationship or made contribution to donor forums or agendas

The organization has received funding from donors y has yet to establish a track record or to acquire sufficient credibility to be invited to participate in donor forums

The organization has a proven track record and established its credibility and is invited by donors to contribute to discussions on sectoral issues

The organization is viewed as an authority and leader in its sector of expertise and is considered a spokesperson and resource by donors

PUBLIC

RELATIONS

The organization is not well-known outside the range of its activities or constituents

The organization has no clear image which it articulates or presents to the public

The organization has not prepared a document for dissemination that provides information about its objectives or activities

The organization is known in its own community, but does little to promote its activities with the public or with key governmental decision-makers

The organization understands that public relations are important by has no ability to carry out PR activities

The organization has limited contact with key decision-makers and has limited lines of communication with the public

The organization has clear ideas on issues but has yet to develop them into a policy platform

The organization has a clear image and message and a policy platform

The work of the organization is well-known to the public and policy makers and it is able to use this reputation to attract support when necessary

The organization is able to engage decision-makers in dialogue on policy issues and may have identified Board and staff members to fulfill this function

EVALUATION OF THE TANZANIA HORTICULTURAL VALUE CHAIN DEVELOPMENT PROGRAM 23

LOCAL

RESOURCES

The organization tends to view the private business sector with suspicion and distrust

The organization does not work in cooperation with any part of the private sector to draw on resources, technical expertise or influence

The organization’s programs are not based on local resources availability

The organization has began to identify local volunteer support in addition to that which it receives from the constituency

The organization seeks technical assistance from some private sector and government resources

The organization purchases goods and services from the private sector

The organization draws support from the local private sector and government agencies but project sustainability still depends on continued support from external donors

The organization has recruited individuals from the private business sector to serve on its

Board or as technical advisors

The organization’s projects are supported by local entities who contribute to program results and their sustainability

The organization has staff members who are aware of and have direct contacts within the government, private business sector and among donors

Collaboration between organization and private business sector is strong and the organization is considered a community development partner.

MEDIA The organization has no relationship with nor is its work well known to the media

The organization’s activities are not known outside of its constituency

The organization does not yet know how to access or use media to inform the public about its work

The organization has contacts in the media which it uses when it wishes to inform the public about an important issue

The organization knows how to work collaboratively with the media

The organization is well known and its operations and experience are solicited by the media

The organization uses the media as a means to inform the public about its work and mount public education campaign

SUSTAINABILITY

24 EVALUATION OF THE TANZANIA HORTICULTURAL VALUE CHAIN DEVELOPMENT PROGRAM

PROGRAM

BENEFIT

SUSTAINABILITY

The organization’s constituents do not see or feel that they benefit from services or programs

The organization has no understanding or plan for continuity

The organization is not working with local institutions

The organization’s constituency recognizes the benefit from services and programs but does not yet have the means to continue them without assistance from the organization

The organization has yet to develop relationships with and is not providing capacity building assistance to local organizations

The organization’s constituency recognizes the benefits from services and programs but does not yet have the means to continue them without assistance from the organization

The organization has developed relationships with local organizations and is providing

Training/TA to build capacity but as yet has no phasing-out strategies

The organization’s program activities are important to and owned by the constituents

The organization program activities can continue due to behavioral change of the constituency

The organization has developed systems for short and long-term continuity

The organization has developed relationships with local organizations and phasing-out strategies

ORGANIZATIONAL

SUSTAINABILITY

The organization lacks a shared vision and skills to interact with other development partners in civil society

The organization has no understanding of its role as a partner in development

The organization is not involved in coalitions, networks or umbrella organizations

The organization has a shared vision but as yet lacks the understanding and skills to interact with other development partners

The organization is a member of coalitions and networks but is not yet able to provide leadership

The organization has a clear vision of its role and skills to participate in development activities

The organization participates in sector networks and coalitions but is not yet playing a leadership role in the sector community

The organization is acknowledged to have expertise in the sector but is not recognized as a leader or consulted by donors or government

The organization has a clear vision and understanding of its role as a development partner in building society

The organization is a leader in forming coalitions and networks with the organization and participates in activities concerning the sector

EVALUATION OF THE TANZANIA HORTICULTURAL VALUE CHAIN DEVELOPMENT PROGRAM 25

FINANCIAL

SUSTAINABILITY

The organization has limited capacity to access funding and does not recognize the need to diversify its resource base

The organization has limited capacity to develop project funding proposals

The organization has begun to understand the need to develop alternative resources by has no concrete direction or plan

The organization has no relations with local government or private business sector organizations

The organization is able to develop project funding proposals by does not have ready access to the donor community

The organization has begun to explore alternative resources through developing relationships with government and the private business sector

The organization has secured alternative resources such as in-kind and commodities donation and membership fees

The organization has begun to diversify its funding base and to develop cost-recovery mechanisms and programs

The organization has a developed and diversified resources base to continue longer-term activities

The organization had developed fee-for-service and/or other cost-recovery mechanisms built into service delivery

The organization has developed and relies on local support for its on-going activities

26 EVALUATION OF THE TANZANIA HORTICULTURAL VALUE CHAIN DEVELOPMENT PROGRAM

RESOURCE

SUSTAINABILITY

The organization’s operating funds come from only one source and are raised for one short-term project at a time

The organization has little understanding of the need to eventually become self-supporting and has not yet attempted to identify local resources

The organization’s funding is insufficient to meet plans or to provide project services

The organization has funding to cover short-term project costs and overhead

The organization can prepare a multi-year program budget but is still dependent on a single donor or limited funds

The organization can prepare a multi-year program budget but is still dependent on a single donor or limited funds

The organization is beginning to become aware of local resources generation possibilities by has not yet identified or mobilized them

The organization has funds for short-term expenses but has also developed a medium-term funding plan and strategies

The organization is not dependent on a single donor either for overhead or for program expenses.

The organization is able to recover a percentage of core costs through locally-generated resources (membership fees, dues, fee-for service, regular fund-raising etc)

The organization has adequate funds to meet current program needs and basic program delivery can continue even if there is a shortfall in funding

The organization is not depended on any one donor or source of income for overhead or program expenses

The organization has a longer-term plan and strategies exist to become more self-supporting and financially independent,.

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Appendix 6; Financial Management

Resources CRITERIA FOR EACH PROGRESSIVE STAGE

Aspect Component Founding Developing Expanding/Consolidating Sustaining

FINANCIAL RESOURCES

Financial

Management

Planning

Budgets are set unrealistically.

Budgets are developed incrementally on a project-by-project basis, usually only for donor funding.

Budgets are maintained on project-by project basis, but are not used as instrument for organizational decision making. Awareness of overall annual financial condition emerges.

Organization maintains a multi-year

“master” organizational budget, but still does not manage finances accordingly.

Financial planning is based on a “master” organizational budget and includes overall financial condition in long-term organizational planning and management. Future needs/projections are clearly defined.

Financial

Management

Control Financial resources are mainly controlled by donors. Internal controls are weak.

Financial procedures are established, but still are not fully systematic.

Financial procedures are systematic and established to support operational management. Documented procedures facilitate ongoing controls.

Control is an internal management function.

Organization does not perceive controls as being excessive.

Reporting

Financial reports are incomplete and difficult to understand.

Organization often needs to be prodded to produce them.

Financial reports are clearer but still incomplete. Reports are project-specific and usually submitted on timely basis.

Financial reports are clear and complete, even as portfolio becomes more complex. Formal reports are regularly used in operational management.

Reports and data system can quickly provide a sense of overall financial health.

Reports are timely and trusted.

28 EVALUATION OF THE TANZANIA HORTICULTURAL VALUE CHAIN DEVELOPMENT PROGRAM

Resources CRITERIA FOR EACH PROGRESSIVE STAGE

Aspect Component Founding Developing Expanding/Consolidating Sustaining

Audits Audits are not performed.

External audits are only rarely performed.

External audits are performed frequently, but aperiodically.

External audits are performed with a regular, and appropriate, frequency.

Separation of

Accounts

Funds are not separated for different projects within the organization.

Project funds are separated only when required by donors.

Standard procedure is to avoid cross-project financing . All funds are separated, but occassional cross-project financing occurs.

All project funds are separated and adequate controls exist to avoid cross-project financing.

Financial

Vulnerability

Funding

Diversity

Financing comes from only one source. Organization is implementing agent of one donor.

Financing comes from multiple sources, but 70% or more from one source.

No single source of funding provides more than 60% of funding.

No single source provides more than 40% of funding.

Funds are adequate to pursue core agenda and requirements.

Financial

Viablity/ Adequacy

Project funding is inadequate to cover immediate project activities and is dependent on local opportunities. All staff

100% project funded.

Funding is available to cover project activities, consistent with mission.

Some overhead generated to support core mgmt/fundraising positions.

Funding is available for short-term costs. Medium-term funding strategies exist. Key staff have support from some non-project funds to support organizational priorities.

All projects, consistent with mission, have long-term funding plans and current funds are adequate to meet needs of management plan.

Key organizational development skills are fully supported.

EVALUATION OF THE TANZANIA HORTICULTURAL VALUE CHAIN DEVELOPMENT PROGRAM 29

Appendix 7; List of TAHA’s External Relations

1. Swiss government

2. USAID

3. Dutch government

4. Government of Tanzania

5. Cluster Competitiveness Program (CCP)

6. Agricultural Council of Tanzania (ACT)

7. Forum for Agricultural Research in Africa (FARA) Policy Platform

8. Tropical Pesticide Research Institute (TPRI)

9. Selian Agricultural Research Institute (SARI)

10. Tengeru Horticultural Research Institute (HORT-Tengeru),

11. Sokoine Agricultural University

12. AVRDC – World Vegetable Center

13. AMAGRO

14. Tanzania Seed Traders Association (TSTA)

TAHA’s Affiliations

Local

1. Agricultural Council of Tanzania (ACT)

2. Tanzania Private Sector Forum (TPSF)

3. Horticultural Development Council of Tanzania (HODECT )

Regional

1. Horticultural Council for Africa

International

1. Global GAP International

2. COLEACP

Representation on National Organizations

TAHA is representing the industry in the following national, zonal and regional Technical Committees:

1. National Technical Committee of the Tanzania Trade Integration Strategy;

2. National Sanitary and Phytosanitary (SPS) Technical Committee and Tanzania Trade Integrated

Strategic Committee (TTIS);

3. Zonal Agricultural and Research Technical Committee (ZARTEC) – Chairing the Northern Zone

(Arusha, Kilimanjaro, Manyara, and Tanga regions);

4. Executive Committee of the Regional Tanzania Revenue Authority (TRA) Stakeholders Forum;

5. Arusha Regional and District Business Forums

30 EVALUATION OF THE TANZANIA HORTICULTURAL VALUE CHAIN DEVELOPMENT PROGRAM

Appendix 8; Current and proposed Organograms

Current organogram

EVALUATION OF THE TANZANIA HORTICULTURAL VALUE CHAIN DEVELOPMENT PROGRAM 31

Proposed / revised organogram

32 EVALUATION OF THE TANZANIA HORTICULTURAL VALUE CHAIN DEVELOPMENT PROGRAM

Appendix 9; TAHA’s Strategic Focus and future plans…