Mid-Term Evaluation Report Summary

MID TERM EVALUATION REPORT FOR THE
WOMEN EMPOWERMENT IN ZANZIBAR (WEZA)
PROJECT
Joke Hoogerbrugge
joke@cats-net.com
Dar es Salaam,
April 2010

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List of abbreviations
ASSP Agriculture Support Services Program
CBOs Community-based Organizations
CRPs Community Resource Persons
IGAs Income Generating Activities
CORPS Catalyst Organization for Women Progress in Zanzibar
FAWE Forum for African Women Educationalists
JOCDO Jozani Credit and Development Organization
MACEMP PAC Marine and Coastal Environmental Management Program
Project Advisory Committee
PADEP Participatory Agricultural Development program
PESACA Pemba Saving and Credit Association
TASAF Tanzania Social Action Fund
SC Shehia coordinators
SPM Selection Planning and Management of Business
TAMWA Tanzania Media Women Association
TGNP Tanzania Gender Network
UWAMWIMA Umoja wa Wakulima wa Mboga Mboga Wilaya ya Magharibi
VCEDS Value Chain and Enterprise Development Specialist
VS&L Village Savings and loan
WEDTF Women Development Trust Fund
WEZA Women Empowerment in Zanzibar
ZAGC. Zanzibar Gender Coalition
ZAMEW Zanzibar Media Women Forum
ZAT Zanzibar Association of Tourism
ZAC Zanzibar Aids Commission
ZAFELA Zanzibar Female Lawyers Association

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Executive summary 5
1.0 Introduction 8
2.0 Background 8
2.1 Strategic context and concept of the intervention 9
2.2 Detailed description of activities and comparison with the log frame 9
3.0 Key questions used for primary data collection 17
3.1 Elements of the project cycle for evaluation 17
3.2 Type and depth of the review and composition of the sample 18
3.3 Whom are the recommendations addressing? 18
4.0 Evaluation criteria 19
4.1 Relevance 19
4.2 Compliance 24
4.3 Effectiveness 25
4.4 Efficiency 27
4.5 Impact 28
4.6 Sustainability 31
4.7 Participation and shared responsibility 33
5.0 SWOT Analysis 34
6.0 Conclusion 35
7.0 Lessons learnt 35
8.0 Recommendations 37

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ANNEXES 40
Annex 1. Workplan 40
Annex 2: Summary achievements of the project ERs to Dec 09 in the log
frame for field work implementation 41
Annex 3: Questionnaire for Mid-term Evaluation 44
Annex 4: List of analysis tables 49
Annex 5: Number of respondents per shehia in Unguja and Pemba 66

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EXECUTIVE SUMMARY
Women Empowerment in Zanzibar (WEZA) is a multi-facetted project operating in 60
Shehias distributed in four districts in the Islands of Unguja and Pemba (Central and
South districts in Unguja; Micheweni and Wete districts in Pemba). Next to economic
empowerment through village saving schemes, product development and business
training, the project has a component of social change that addresses the social, cultural
and political barriers to women’s empowerment. Grassroots women’s empowerment
efforts are effectively supported by building the capacity and enhancing efforts of local
and national institutions.
In order to assess progress made by the project against the targets, this mid-term
evaluation was carried out between December 2009 and January 2010. It also aimed at
addressing different key questions on aspects of the relevance of the project
interventions, compliance, effectiveness, efficiency, impact, sustainability, participation
and shared responsibility. Besides reviewing project and other relevant documents for
secondary data collection, primary data was collected through discussions with key
stakeholders and by administering a questionnaire at the community level. The
questionnaire was developed with input from WEZA staff and associates, before the
actual data collection in the field.
So far, the project has made commendable achievements and has also experienced
challenges and lessons that can be documented and used as a guide for further
programming. A sample size of 697 (528 MHH; Male Headed Households), 112 FHH;
Female Headed Households and 57 Men) corresponding to 76% MHH, 16% FHH and 8%
Men respondents was used for both focus group and individual questionnaire. A total of
32 focus groups discussions, 16 in Unguja and 16 in Pemba were conducted. The
individual questionnaire was set with an overall proportion of 42.47% for Unguja and 57.
53%. This was also based on the number of the VS&L groups in each island (120VS&L
groups in Unguja and 180 groups in Pemba).
The evaluation results provide valuable experiences and lessons for implementers,
stakeholders and for decision makers including donors, the recipient local institutions
and the communities. It also highlights the trend of project implementation and
recommends actions to be taken to improve performance which will ultimately lead to
achievements of the project objectives and impact. Additionally, the evaluation fulfills the
requirement of the project contract between donor and the implementing agency.
The mid-term evaluation shows that WEZA is well in progress in contributing towards its
expected results and objectives and it is therefore worthwhile proceeding with the
implementation of the current strategies and approaches to skills building of women
groups in savings, income generation and social change processes. The project has been
able to reach 7,242 women against the set target of 6,000 women by the end of year 2.
These women have been able to save an equivalent of 133,276 Euros against the
baseline status of 68,000 Euros. The capacitated women’s civil society organizations
such as ZAFELA, ZAMEW, ODEO have improved their support to women’s empowerment
by enhancing capacities on governance, advocacy, networking and analytical skills.
WEZA has also contributed towards strengthening of the technical and organizational
capacity of JOCDO and PESACA (Village Savings and Loan organizations) to enable them
to support women’s economic and social empowerment efforts.

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Lessons learnt:
Some of the lessons learnt from this study include:
• Acceptability of the project by the community and collaboration with the local
authorities as well as adherence to government policies are among the most
important factors for the project success.
• Close monitoring of VS&L groups ensure groups stability and compatibility with
the project initiatives.
• Use of CRPs and Shehia Coordinators have played significant role in promoting
effective and sustainable project performance at the community level.
• Technical support to JOCDO and PESACA credit organizations is crucial in
improving services to the target community.
• Communities have basic knowledge on viable income generating activities related
to their situations though they lack marketing strategies and technicalities of
initiating and running business projects.
• Multi institutional interventions are very effective in increasing awareness to the
women in the rural areas.
• Media is a powerful tool in communicating the project issues and seeking to
address pressing issues e.g. Issues around Gender Based Violence etc.
Conclusion
This assessment covers a period of the first two years of the project implementation.
(January 2008 to December 2009). During these two years, the project concentrated on
sensitizing the targeted community members, beneficiaries and other stakeholders to
join the project implementation process which, according to this study, has turned out to
be a very successful undertaking. Along with the sensitization processes, the project also
focused on building capacities of the project staff particularly partners, associates and
the community resource persons who took a leading role in building capacities of the
targeted community members, CSOs/CBOs and networks who are expected to take over
the implementation of the interventions when the project is phased out. With this effort
the project has realized active participation of the community and the community
resource persons that has lead to community’s increased income through the VSLs and
income generating activities; increased awareness of their rights and capacity to make
duty bearers accountable. It is hoped that if this positive trend continues it will certainly
impact the lives of the targeted community especially women.
Recommendations
• Continued collaboration with different stakeholders at community level including
the local governments and local leadership, Shehia Coordinators and CRPs as well
as community groups using participatory processes will enhance acceptability of
the project and ease project implementation.
• Continued monitoring and mentoring support to VS&L groups ensure groups
stability and compatibility of the project initiatives.
• Increased awareness to community leaders and men on different gender issues
and women empowerment is crucial to the project as it changes their negative
attitudes towards women empowerment.

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• Further identification of training needs for CRPs and Shehia Coordinators will
assure continued strengthening of the capacity of the community.
• WEZA is to identify areas of technical support to enable JOCDO and PESACA to
document their experiences in savings and credit systems including best practices
and to explore ways for establishing community banking for the VS&L groups.
• Given that marketing and value chain development is a relatively new field for
WEZA project, great emphasis need to be placed in regular and continuous
monitoring and technical assistance with regards to product design, development
and value addition to sustain production of quality produces as well as proper
documentation of experiences.
• On dissemination of broad scale awareness on project interventions attention
should be paid to rural communities.
• Special efforts should be taken to ensure that WEZA women use their loans for
investments so that to improve their capital and net cash income.
• The project also can explore effective ways for engaging men (especially religious
leaders, influential men, etc.) to promote women empowerment and gender
equality. Concentrating fully on women alone can be counterproductive.

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1.0 INTRODUCTION
The WEZA project has a set of objectives and targets which should be achieved within
the project timeframe. To assess the achievements, the contract agreement scheduled
the mid-term and end-term evaluations. The project implementation has reached half
way since it was launched in January 2008. Since then a variety of activities have been
accomplished or initiated. The project is addressing new and rather complicated issues
such as those related to social change. It is also a participatory process of learning and
doing that involves a wide range of less experienced actors such as marginalized rural
community members, local government institutions and local civil society organizations.
At this stage where the project implementation is half way, it is important to have
reasonably comprehensive assessment to determine the implementation status.
Therefore the indicators set out in the log frame and measured during the baseline need
to be assessed and compared against the expected results and objectives at this point in
time.
This evaluation is intended to provide in depth understanding of the status of the issues
and learning experiences and lessons from the previous stages of the project cycle. It
also aims to promote communication among key stakeholders and inform the
groundwork for decision-making at both management and political levels.
The primary purpose of the mid-term evaluation is to assess the extent to which the
project has achieved its expected results and objectives and whether it is worth
proceeding with the current implementation approaches and strategies.
2.0 BACKGROUND
CARE International in Tanzania together with her main partner TAMWA (Tanzania Media
Women Association) and the three associates – Jozani Credit and Development
Organization (JOCDO), Pemba Saving and Credit Association (PESACA) and Forum for
African Women Educationalists (FAWE) are implementing Women Empowerment in
Zanzibar (WEZA) project funded jointly by European Union, the Government of Austria,
CARE Austria and CARE Tanzania at the ratio of 50%, 33.33%, 15% and 1.67%
respectively. It is a four years project to be implemented between January 2008 and
December 2011 with a budget of €1.5mill. WEZA is operating in 60 Shehias of which 30
are in two districts of Pemba North (Micheweni district and Wete district) and 30 are in
two districts of Unguja South (Central district and South district).
For the first time CARE in Zanzibar is implementing a project with a component of social
change that addresses the social, cultural and political barriers to women’s
empowerment. The project is closely collaborating with a number of Civil Society
Organizations such as Zanzibar Female Lawyers Association (ZAFELA), Zanzibar
Association for Children’s Advancement (ZACA), Network of Vegetable Growers Western
District (UWAMWIMA); the Coalition of twenty CSOs and local government at the levels of
Shehia and District (60 Shehias and four districts). All these participate in and benefit
from the implementation of the project directly or indirectly.

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The overall project objective is to contribute to reduced poverty and improved social
justice in Zanzibar (as per Millennium Development Goals 1 and 3); while the specific
objective states that: Income increased and social, cultural, and political barriers
to women’s empowerment progressively overcome for 6,000 rural poor women in
four districts of northern Pemba and Southern Unguja.
The day-to-day implementation of the project is operated under the following four main
Expected Results:
ER1: At least 300 women’s groups, mobilized and successfully implementing village
savings and loan scheme.
ER2: 5,000 women undertaking action for social change towards women’s
empowerment.
ER3: 2,500 women profiting from 4 new or improved market-driven products.
ER4: Grassroots women’s empowerment efforts effectively supported by 60 local and
national institutions.
The key documents reviewed during this evaluation (see List of documents in the Annex)
include:
• WEZA project document which contains project logical framework with indicators
• Project work plans and progress reports
• Project monitoring and evaluation plan;
• Several study reports such as wealth ranking, social change analysis, market
analysis, etc
• Log frame
2.1 Strategic context and concept of the intervention
WEZA project is basically focusing on reducing poverty in the rural areas of Zanzibar
through supporting the women in four districts to increase their income and overcome
the existing social, cultural and political barriers to women’s empowerment. This is
achieved through skills building of women groups in savings, income generation and
social change processes, as well as building capacity of women’s civil society
organizations to improve their support to women’s empowerment through improved
analytical, governance, advocacy and networking capacity. WEZA also aims to
strengthen the technical and organizational capacity of JOCDO and PESACA (Village
Savings and Loan organizations) to enable them to support women’s economic and social
empowerment efforts.
2.2 Detailed description of activities and comparison with the log frame
In the following sections activities related to the four main expected results are
elaborated.
Inception Phase Activities:
During the three-month inception phase, WEZA finalized agreements with partners and
associates, hired staff and established offices and procured equipment. Also during this
time, CARE organized a two-day meeting of key stakeholders from civil society and
government institutions potentially to be involved in the project on each island. TAMWA

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Social Change Officers and JOCDO/PESACA Community Resource Persons facilitated
extensive mobilization within Shehias through community meetings to spread awareness
about the Village Savings and Loan methodology, income generation, and ‘action for
social change’ and to promote civil society capacity strengthening activities. In each
Shehia (Village), TAMWA Social Change Officers disseminated information about the
project and conducted wealth ranking and discussions with Shehia Coordinators,1 local
civil society organizations and women representatives to identify poorest groups to target
specific beneficiaries.
Activities for Expected Result 1: At least 300 women’s groups, comprising 6,000
women, mobilized and successfully implementing village savings and loan scheme for
investment in livelihood, income generating and social development activities
Activity 1.1: Provide technical support to JOCDO and PESACA to develop business plan
and improve services to communities
A care taker committee consisting of 12 Community Resource Persons from Village
Savings and Loan groups was formed in early 2003 in Unguja as CARE was phasing out
its Jozani-Chwaka Bay Conservation Project. This resulted in the development of the
Jozani Credit and Development Organization (JOCDO), registered as an NGO in October
2003 to continue supporting communities on Village Savings and Loan activities.
Membership to JOCDO is group based, and is operated primarily by volunteer
Community Resource Persons who have been identified by Village Savings and Loan
groups as having strong capacity to provide technical assistance on an as-needed basis
in implementation of the VS&L methodology. JOCDO has established a fee structure
whereby communities pay for Village Savings and Loan technical assistance and training
services. Since JCBCP ended and JOCDO began, JOCDO has received two loans from
CARE, one for on-lending to the initial groups performing well and the second one for
purchase of office equipment such as computer and printer, and other items such as
cash boxes for sale to groups.
In Pemba, the Pemba Savings and Credit Association (PESACA) has emerged in a similar
manner, from the initiative of Community Resource Persons initially recruited by groups
benefiting from CARE’s Misali Island and Ngezi Forest Conservation Projects.
An evaluation of JOCDO found that its fee base, and financial viability, could be
increased, with enhanced quality to JOCDO’s training services. The evaluation also
highlighted the need for a business plan that clearly outlines and plans for all inputs
and costs to ensure financial viability over the long-term. While PESACA has not been
formally evaluated, many of the same issues needed to be addressed. Under WEZA,
CARE’s Capacity Building Officer for Savings and Income provided technical support to
JOCDO and PESACA to develop business plans, and enhance financial sustainability of
their organizations. Additionally, CARE provided training for JOCDO and PESACA
Community Resource Persons for Year 1 and Year 2. Both JOCDO and PESACA
received technical assistance and training workshops on business plan development and
organizational development in June 2009. In support of JOCDO and PESACA, field
observations were conducted and re-training took place for 60 Community Resource
Persons (30 Unguja; 30 Pemba) to improve their competences and to address common
1
Shehia Coordinators” are women in each Shehia who have been selected by MLYWCD to compile data and follow-up on women’s and children’s
issues, reporting to the Ministry of Labour ,Youth, Women and Children Development

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problems observed in follow-up visits e.g. poor record keeping and misleading ways of
loans issuing. In support of PESACA 17 new community resource persons were identified
and trained to cover for the gap for the married who moved to other places and those
who proved to be less interested or competent in providing services to the communities
in Pemba.
Activity 1.2: Introduce Village Savings and Loan program and facilitate group formation
for 6,000 women in 300 Village Savings and Loan groups
To identify interested community women for the Village Savings and Loan component of
the project, the CARE Capacity Building Officer for Savings and Income, in collaboration
with TAMWA, JOCDO and PESACA volunteer Community Resource Persons planned and
carried out mobilization meetings in all Shehias. WEZA encouraged community members
including existing women’s social and development groups (e.g. agricultural, beekeeping,
seaweed or other groups) to join the project to learn Village Savings and Loan
methodologies as well as extend the methodology to brand new groups, formed during
project start-up/inception. For all new Village Savings and Loan groups identified (174
in Year 1 and 126 in Year 2), WEZA purchased and distributed 300 start-up kits which
include accounting materials and lock-boxes to hold member savings. By June 2009 a
total of 280 groups were formed for Unguja and Pemba with 6,922 members for all
Village Savings and Loan groups with a total share values amounting to Tshs.
159,169,500 (Euros 90,249). By December 2009 WEZA had reached 60.2 % of its end
target for savings. This means that a total of 7,242 VS&L members had accumulated
savings of € 133,276 equal to Tshs. 222,126,500 (see Annex 4 Summary of the output
Expected Results in the Log frame). The default rate is 0%, but delay in repayment does
occur. Also 60% of the beneficiary women cite social benefits of participating in the
scheme e.g. increased confidence, sense of social cohesion or empowerment (see Annex
2).
Activity 1.3: Train and support 6,000 women in 300 groups in Village Savings and Loan
methodology and selection, planning, and management of income generating activities
After the initial introduction to the Village Savings and Loan program, JOCDO and
PESACA Community Resource Persons (CRPs), conducted weekly visits to all groups and
trained all group members in Village Savings and Loan methodology. During these
trainings, groups with support from staff, set up their management committee,
elaborated their internal regulations, defined objectives and began savings and credit
activities. WEZA staff and volunteers (CRPs) during this period also assisted the groups
to develop social insurance funds on themes of their choice (e.g. a fund to support
members in terms of emergency). Following this process, the JOCDO and PESACA
volunteer Community Resource Persons trained all groups on Selection, Planning and
Management (SPM) of income generating activities to enable them to make informed
decisions about taking loans and investing in productive activities.
Activity 1.4: Provide monthly support visits to 6,000 women in 300 groups on Village
Savings and Loan methodology
Once new Village Savings and Loan groups have been trained, JOCDO and PESACA
Community Resource Persons, with periodic support from CARE staff provided follow-up
support visits to all groups on a monthly basis, especially during loan disbursements or

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repayments. In January-June 2009 monitoring visits were conducted to 249 VS&L
groups on Unguja and Pemba.
Activities for Expected Result 2: 250 matured / well established women’s Village
Savings and Loan groups undertake actions for social change towards women’s
empowerment
Activity 2.1 Facilitate social analysis processes for 5,000 women in 250 Village Savings
and Loan groups
TAMWA Social Change Officers, managed by TAMWA´s Capacity Building Coordinator for
Gender and Social Change, and working in close collaboration with Shehia Coordinators,
facilitated social analysis processes in 250 groups (starting with 125 already mature
Village Savings and Loan groups from previous CARE programs in the first year of the
project). The intention was to support women to:
− define “women’s empowerment”;
− identify social/cultural/political barriers to women’s empowerment;
− question their attributed role in society; and
− develop action plans to address these barriers and associated poverty issues
TAMWA led this process in collaboration with Shehia Coordinators and local, relevant
civil society organizations’ representatives. They subsequently assisted women to identify
barriers to women’s empowerment through discussions and analysis in all groups using
the “Reflect” methodology adapted from ActionAid. TAMWA continues working with
groups to orient them to social change methods, empowerment concepts, raise
awareness about existing women’s civil society groups in Zanzibar (e.g. Forum for
African Women Educationalists, the Zanzibar Gender Network, Zanzibar Media Women’s
Forum, Zanzibar Association for Children’s Advancement, Zanzibar Female Lawyer’s
Association, etc.) and their functions, and create action plans for addressing social
cultural barriers and underlying causes of poverty.
Shehia Coordinators for Women and Children are women in each Shehia (Village) who
have been selected by the Ministry of Labour, Youth, Women and Children
Development to compile data and follow-up on women’s and children’s issues,
reporting to MLYWCD. WEZA works closely with these coordinators and assistant
coordinators to build their capacity and understanding of gender issues and thus
support the existing decentralized structure in place for gender under the Ministry.
In the period January-June 2009, the social empowerment component paid more
attention to addressing social cultural barriers facing women and information access to
women legal rights, issues of illiteracy, gender knowledge, early marriages and rape
cases. Networks and linkages were established aiming at providing a forum for collective
efforts in changing the course of the situation. Press releases were regularly made and
covered by many media outlets.
One issue which also needed to be addressed as it was slowing down the project in the
first year was that there were less qualified Shehia coordinators serving in different
Shehias or them being too busy. In addressing the challenge, the project staff selected
assistant Shehia coordinators and trained them on their respective roles, WEZA project

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objectives, expected results, gender concepts and fund raising skills and techniques.
This enabled them to acquire the necessary skills for delivering services in their areas.
WEZA aimed to undertake 250 initiatives related to women’s empowerment (e.g. women’s
literacy, land tenure issues, domestic violence, HIV/AIDS, migration) by the end of year
3 (see Annex 2). As for July – December 2009, WEZA has undertaken 149 initiatives or
59.6% of its target.
Activity 2.2: Provide technical support to 5,000 women in 250 groups for action plan
implementation
Under this activity, CARE identified existing training curricula and resources on issues
identified by groups, through other CARE projects in Tanzania (i.e. Women and Girls’
Empowerment (WAGE) and LEADER projects both addressing girls education and
empowerment in Kahama district), ActionAid, the Ministry of Labour, Youth, Women and
Children Development, UNDP and UNFPA. Following the development of women’s action
plans, TAMWA Social Change Officers managed by TAMWA´s Capacity Building
Coordinator for Gender and Social Change conducted training for all groups in areas
related to action plan implementation (e.g. advocacy, leadership skills, etc.). Additionally,
where action plans involve income generation, TAMWA liaised closely with CARE’s
Capacity Building Officer for Savings and Income (who facilitates development of new
viable products under ER3) during this process, to link interested individuals or groups
of women with technical assistance and training in undertaking economic activities as
discussed under ER3. All training, and follow-up was carried out in close collaboration
with Shehia Coordinators, and other local level civil society organizations
staff/volunteers, to facilitate capacity strengthening as well as to continue supporting
women’s ‘action for social change’ processes after the project ends. In addition to
providing training, WEZA linked groups with relevant women’s civil society organizations
(described in more detail under ER 4); as well as other organizations conducting related
work (e.g. Zanzibar Association for Fishers’ and Farmers’ Development, Action Aid, etc.).
From January-June 2009, trainings were conducted in advocacy, leadership skills and
other areas as per action plans. This included 49 adult classes, gender training to 60
VS&L groups and training in human rights and laws to 60 Shehia coordinators and 60
VS&L group members at grass root network on Pemba and Unguja.
Activity 2.3: Support 3,000 women in 150 Village Savings and Loan groups in project
design, fundraising and implementation
During the design of this project, CARE and partner staff visited several government and
non-governmental agencies to learn about funding opportunities for women’s groups at
grassroots level in Zanzibar. Examples of programmes that have funds earmarked
specifically for community and grassroots projects in Zanzibar in areas of economic and
social development include: the World Bank funded Marine and Coastal Environment
Management Programme (MACEMP)--$3.2 million, delivered through the Tanzanian
Social Action Fund (TASAF) for community economic development; World Bank--$2.5
million for water, education, and health projects, and $21 million (available for all of
Tanzania, including Zanzibar) for vulnerable groups; Zanzibar AIDS Commission ($1.5
million) for HIV/AIDS related projects; and UNDP’s Small Grants Program (€770,000 per
year). Experience from all of these programs indicates that funds disbursement and/or
effectiveness is hampered by inadequate managerial and technical capacity at village

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level to develop sound proposals and implement programs effectively. Therefore, WEZA
works with its beneficiary groups of women to raise awareness about the existence and
mechanisms for application to these funds; design proposals; and implement the
projects effectively. Efforts were made to link VS&L groups with the Zanzibar Aids
Commission and with other relevant organizations. Assistant Shehia coordinators were
trained on fundraising and project development. Also follow-up visits were paid by social
change officers to discuss gender issues and girls rights.
As can be seen from Annex 3, 6 groups or 10% managed to get external support,
whereas WEZA target is to get external support to 45 groups by the end of year 3.
It was also targeted to have 2000 women (80%) with increased confidence to speak to
others by year 3. Annex 2 shows that during the mid-term evaluation 463 women in
Pemba and 223 women in Unguja (i.e. 34.3%) gained confidence to speak in public.
Activity 2.4: Disseminate broad-scale awareness about gender issues across Zanzibar
The WEZA design recognizes that women’s empowerment can be greatly facilitated if
women gain support from family and community members, who must see the change as
beneficial for all, rather than as a threat. The concept of “women’s empowerment”, if not
presented carefully, can be threatening to men, especially in Zanzibar where husbands
and male relatives currently have significant authority over women. Therefore, CARE and
TAMWA identified specific media and public relations interventions to disseminate
information about the project and encourage a favorable attitude towards the women’s
economic and social empowerment activities. Methods included press releases,
newspaper articles, and sound-byte, radio advertisements and programmes (e.g. mini
soap operas, interview programmes) for dissemination by radio and television.
Advertisements occur with messages conveyed relevant to project interventions, new
developments and programs occurring at the time. Through all messages disseminated,
the project highlighted how women’s empowerment is in the best interest of all members
of society, with special emphasis on benefits to husbands, brothers, fathers and sons of
women involved. Media campaigns also highlight the roles of local institutions (e.g.
school committees, health committees, civil society bodies, local government authorities
in all sectors) in supporting women’s issues, to facilitate support for achievement of
Expected Result 4.
All media related activities were facilitated by TAMWA, through its extensive network of
journalists, reporters and television and radio stations. TAMWA conducted two-day
training on gender issues for 30 journalists on each island in the first year, with a follow-
up in year 3 of the project. This ensures that the media understands the issues they are
reporting on, and the objectives of the project. In addition, TAMWA involved journalists
in covering specific project events such as Village Savings and Loan, engagement of local
women’s groups with national/island-wide civil society organizations (under ER4),
economic activities, etc.
In the period January-June 2009, two press releases, 10 articles, 15 stories were
distributed and 30 electronic programmes were aired in order to disseminate broad-scale
awareness about gender issues across Zanzibar e.g. addressing early pregnancies.
Activities for Expected Result 3: At least 2,500 women producing and profiting from 4
new or improved market-driven products.

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Activity 3.1: Facilitate sub-sector analysis on new potential products
CARE facilitated sub-sector analyses on new potential products. The process included
scoping of opportunities leading to a shortlist of promising options, in depth market
analysis for short-listed options, reviewing of local regulations, availability of raw
material and technology, inputs supply, production capacity, processing and value
addition, transportation, and analysis of business viability. As a part of this analysis,
research on the potential interest of fair trade buyers in Zanzibar products was also
explored.
The process of final selection of Income Generating Activities (IGAs) by individual VS&L
group members was done for the purpose of establishing production groups by product
categories after identifying the market driven products.
Activity 3.2: Train 2,500 women on developing and adding value to 4 new products
CARE facilitated training for 2,500 women on developing and adding value to the
products identified by the sub-sector analyses. Vegetable and fruits, poultry, tailoring
and handicrafts were selected as sub-sectors in participatory way and based on market
research. While project beneficiaries engaged in Village Savings and Loan activities, they
were also encouraged to get involved in production activities under ER3. Women who are
engaged in Village Savings and Loan groups may have diverse interests in terms of which
products they are interested in producing, and therefore it was not anticipated that the
same groupings of women in the Village Savings and Loan program become production
groups. The project facilitated the development of production groups based on demand.
Producer groups have started receiving training in accordance to their needs and linked
with the markets especially those embarking on vegetables. As training incentive nine
producer groups were provided with vegetable seeds and farm yard manure to be used at
their field schools during training for husbandry practices.
Between January-June 2009, training and technical assistance was provided to 492
VS&L group members on value addition and product development. Training took place
on fruits and vegetable farming (270), poultry (195) and tailoring (27), but not yet on
handicrafts. A total of 786 producers (54.7%) of the 1,438 trained are now fully engaged
to the above listed IGAs by December, 09.
Activity 3.3: Facilitate development of effective and sustainable marketing strategies for
products developed
The WEZA design recognizes that there is big potential, in economic terms, at the base of
the economic pyramid where the majority of women’s informal small businesses,
including agribusinesses operate. Due to their fragmented nature, these small
businesses have so far not been recognized as potential in contributing to the
mainstream economy. In addition to promoting new products, and improving the quality
and marketability of existing products (including agricultural products), WEZA thus also
supports the establishment of new business entities for aggregating products and
marketing; and maintaining linkages between buyers, producers and input suppliers.
CARE, and in some cases, the business entity itself fulfills such roles as disseminating
information on agricultural and trade policies, assisting producers to access and
circulate market information using varieties of Information, Education and
Communication materials.

16
Recently, twelve producer groups have been linked with input suppliers, service
providers and private enterprises such as tourist hotels in Zanzibar.
Activity 3.4: Assist 2,500 women in producer groups to manage sustainable access of
necessary raw materials.
During training and promotion of new/improved products, product development training
entities or consultants, work with women to identify necessary raw materials, sources for
raw materials and how to gain access to them. In cases where raw materials are forest or
other natural resources, women may need to negotiate with local authorities, village
conservation committees, or even the Jozani National Park or Ngezi Forest Reserve
authorities to allow and develop sustainable mechanisms for harvesting. In these
instances, WEZA’s ‘action for social change’ activities identified under ERs 2 and
networking and advocacy activities under ER4 helps women to gain the skills they need
for organizing themselves and negotiating on such issues. TAMWA Social Change
Officers assist women to make links with relevant civil society bodies where relevant.
Activities for Expected Result 4: 60 local and national institutions, including at least 20
civil society organizations offer improved technical, advocacy, and networking support to
grassroots women’s economic and social empowerment efforts.
Activity 4.1: Conduct gender training for project partners and associates
CARE and TAMWA organized gender training for project staff, including partners and
associates, conducted by Tanzania Gender Network (TGNP). CARE took the lead on
coordinating the training, and TAMWA discussed the training content with the TGNP to
ensure relevance to the Zanzibar context, and ensure Training of Trainer components are
included. The training aimed at building awareness and capacity among key
implementers in addressing gender issues, within the context of promoting women’s
empowerment.
Coordination training was conducted for the Zanzibar Gender Network secretariat, which
led to division of roles and responsibilities and agreements on organizing regular
meetings to members and make contact with other relevant stakeholders.
Activity 4.2: Provide training and technical support to 20 civil society organizations and
networks
TAMWA conducted a participatory capacity assessment of the nascent Zanzibar Gender
Network, whose secretariat is the Forum for African Women Educationalists. Capacity
assessments of the Zanzibar Gender Network and civil society organizations were used to
develop capacity strengthening plans, and conduct training and follow-up technical
assistance in key areas by CARE and TAMWA. TAMWA helped women’s groups connect
with these agencies through providing transport funds for women’s representatives to
attend civil society organizations’ meetings, advocacy campaigns, and other functions.
Likewise, WEZA supported transport costs of civil society organizations to travel to the
field to meet with women’s groups, while simultaneously advocating to civil society
organizations to include such costs in their budgeting processes in the future in order to
better link with and represent rural women. To augment support for the Zanzibar
Gender Network, as well as relationships between rural women and national/island-wide
civil society organizations, TAMWA also educates and informs journalists and editors

17
about these activities and the conceptual framework and rationale for them, in the
context of women’s empowerment and strengthening civil society’s role, and
representation of the poor and marginalized in Zanzibar.
Activity 4.3: Conduct capacity building to 40 local and national institutions
Capacity building of local institutions is directed by women’s issues identified during
social analyses under ER2. For example, women identified girls’ dropping out of school
as a barrier to women’s empowerment and economic development. Thus, the group
decided that school committees needed to be strengthened with regard to understanding
the rights of women and girls to education, responding to girls’ issues, and advocacy to
school administration to make changes in favor of girls. Domestic violence issues also
resulted in WEZA building capacity of local police or Shehia leaders to take such reports
seriously and follow up on cases.
In March 2009 an in-depth assessment for 20 identified CSOs was done aiming at
understanding the CSO’s capacity as a way towards addressing gender issues in the
project area and Zanzibar community as a whole. One challenge is that CSOs often lack
both financial resources and competent personnel.
In the period January-June 2009 a network for rural women has been established to
work as a forum for exchange of information, experience and ideas. Here 100 women
were selected from VS&L groups by the women themselves to form the network. They
attended a meeting sharing WEZA project proposal, women barriers and information
sharing mechanisms.
3.0 KEY QUESTIONS USED FOR PRIMARY DATA COLLECTION
3.1 Elements of the project cycle for evaluation
The evaluation covered several key aspects at different stages of the project cycle
emphasizing the following key questions:
At implementation level: assessment of the effectiveness of the implementation
approaches and strategies including those outlined in the project document, how
efficiently was the document followed; is the implementation consistent with the project
activities/interventions as outlined in the project document? Is the implementation
status/stage in line with the project time frame? Are the intended impact groups
reached?
Monitoring of the project implementation: Does the project have a functioning
monitoring and evaluation plan? How the assessment, collection, analysis and
presentation of the important data and information are as per project monitoring plan?
Project results: Providing assessment of the project outcomes and the impacts or
expected outcomes and impacts with associated sustainability. Is the project achieving
the required results? What is the trend of the results? How can the results be compared
with the baseline status?

18
Main emphasis is placed on:
• Participation of impact groups and key stakeholders in project implementation,
• Effectiveness and efficiency of the project on the project initiatives i.e. the existence of
the sustainability strategies and multiple effect of the project intervention to project
untargeted areas.
3.2 Type and depth of the review and composition of the sample
The evaluation was designed to hit a balance between office and field study, however
more emphasis placed on field study to involve all impact and targeted groups and the
key institutions involved. The study revealed the acceptance of the project interventions,
participation of different actors and the status of implementation as per the pre-designed
indicators and helped predict the future direction and absorption of the project
interventions.
In order to implement the evaluation, WEZA project staff were involved in developing a
questionnaire and trained on executing the questionnaire in the different project districts
at Shehia level to get the opinion of the different target groups. A total of 697
questionnaires were administered in the islands of Unguja (296) and Pemba (401). The
selection criteria of the respondents used for sampling was based on the period of
formation of the groups namely the old groups formed between January and June 2008
(old 1), groups formed between June and December 2008 (old 2) and village saving and
loans groups formed in 2009 as well as none members. The sample was characterised by
60% old VS&L, 20% new VS&L and 20% None VS&L of which 42.47% drawn from
Pemba and 57.53% from Unguja. Another criteria used to differentiate the target groups
was a division between male headed households (MHH), female headed households(FHH)
or men being interviewed. MHH, FHH and Men set at 76%, 16% and 8% for both Pemba
and Unguja (see Annex 6). Collection of data took place from the 9th to 14th December
2009 in Unguja and Pemba, covering a total 32 Shehia’s out of the 60 shehias under the
WEZA project. The data collected was then worked out in Excel and thereafter
transformed in table format. (A list of analysis tables 1 – 28 are in Annex 4)
The qualitative information from the focus group discussions was derived from 696
respondents (528MHH, 112FHH and 56Men) covering 32 focus groups of which 16 were
from Unguja and 16 from Pemba from 7th to 8th December, 2009.
Multiple choice questions of three to four levels were used to measure the project
performance in two years of the project implementation. The interviews involved
dialoguing with the respondents to ensure clear understanding of the question by the
respondents so that the interviewers tick the correct answer and keep the respondents
interesting to the questions that follow in the questionnaire. Discussion was also
necessary as some questions were found to be some how difficult to understand if asked
directly without providing additional explanation.
3.3 Whom are the recommendations addressing?
As the evaluation is mostly focusing on assessing the efficiency and effectiveness of the
implementation approaches and strategies, recommendations are addressed to all key
stakeholders with particular emphasis to project implementers. The recommendations
also address parties that have been involved in project designing and monitoring as well
as the impact groups who are expected to take actions on implementation of the
interventions.

19
4.0 EVALUATION CRITERIA
In order to achieve the evaluation objectives the study was concentrated on the seven
criteria (relevance, compliance, effectiveness, efficiency, impact, sustainability and
participation) as described below:
4.1 Relevance: The relevance of the project interventions to local and national needs
and priorities (i.e. comparison of results with immediate and longer-term objectives).
Relevance assesses the rationale and context of the project at its inception, establishes
any changes made in project context during implementation and whether the project was
well conceived. Therefore it assesses the appropriateness of the project objectives to the
problems that it was supposed to address, and to the physical and policy environment
within which it operated.
Relevance of the Action to the Objectives and Priorities of the Programme:
The WEZA project has high relevance to the Co-financing with European Development
NGO’s Programme’s poverty reduction and capacity strengthening agenda. WEZA aims to
reduce poverty in Zanzibar through assisting women to increase income and overcome
social, cultural and political barriers to women’s empowerment. The project achieved this
through direct training and facilitation in savings, income generation and social change
processes with women in groups; as well as through strengthening the capacity of
women’s civil society to improve support for women’s empowerment through improved
analytical, governance, advocacy and networking capacity. Additionally, WEZA developed
technical and organizational capacity of two village savings and loan organizations
(JOCDO and PESACA) to support women’s economic and social empowerment efforts.
WEZA builds upon and supports existing institutions and structures, such as building
capacity of nascent women’s networks in Zanzibar, and strengthening the role and skills
of Shehia Coordinators, responsible for follow-up on gender issues within the
decentralized system.
WEZA directly supports the first and third Millenium Development Goals (i.e. Eradicate
extreme poverty and hunger; and Promote gender equality and empower women). WEZA
aims to increase women’s income through skills building and development of new or
improved economically viable products and sustainable marketing mechanisms; and
unite women to address underlying causes of poverty, rooted in economic, social, and
political barriers to women’s empowerment.
The target group selection was geared to include 6,000 women aged 16 and above in
Micheweni and Wete Districts of Pemba; and Central and South Districts of Unguja. In
the selection attention was paid to include:
- 1,800 (30%) female heads of households given that the latter are particularly
vulnerable to economic shocks and marginalization.
- 3,000 women who are illiterate as well as 3,000 women who are literate to encourage
mutual support and learning.
Hereby emphasis is to include poor women based on the wealth ranking in target
Shehias, rural women and beneficiaries of previous CARE programs. Final beneficiaries
include an estimated 120,000 community members in the 60 Shehias (Villages) where
the project works, as well as thousands of additional citizens across both islands

20
through increased capacity of national level civil society organizations and institutions,
awareness raising through media campaigns and multiplier effects.
Key barriers to women’s empowerment and equitable participation in social, economic
and political domains include insufficient business skills and technical know-how;
socially ascribed gender roles and norms in Zanzibar; low awareness of laws protecting
women’s rights and confidence; insufficiency of credit services and weak representation
and governance. WEZA also seeks a vital role for civil society to play in building women’s
capacity, demanding better responsiveness to women’s issues by local and national
institutions; and overcoming barriers to women’s empowerment.
First questions in the questionnaire were asked to get a clearer picture on the general
characteristics of the target groups.
Age group: In Unguja 47 respondents are under 25; 222 are between 25 and 50; and 22
respondents are over 50. In Pemba 71 respondents are under 25; 289 are between 25
and 50 and 37 are over 50 years old. This confirms the observation in the baseline study
that the majority of the women participating in the project are between 25-50 years old.
Level of education: In Unguja 237 know how to read and write, but 46 don’t know how to
read and write and 4 respondents learned how to read and write through WEZA. In
Pemba 266 know how to read and write, 151 don’t know how to read and write and 26
learned to read and write through WEZA. The outcomes reflect the education levels
prevailing among women in rural Unguja and Pemba are in line with WEZA efforts to
include illiterate and literate women in the project .This again agrees with baseline
findings on the difference in illiteracy between Unguja and Pemba.
Shares in JOCDO or PESACA: In Unguja 15 respondents have one share in JOCDO, 281
respondents have more than one share in JOCDO. They often have three shares. In
Pemba 112 respondents have one share in PESACA; 209 respondents have more than
one share in PESACA. 75 respondents in Pemba did not have any shares in PESACA and
were not a member of the organisation. Within the group of correspondents more
respondents in Pemba have only one share or even none at all. This might indicate that
women find more possibilities in Unguja than Pemba to pay for their shares, indicating
the same reflection from the baseline on difficulties of getting VS&L shares in Pemba.
Spending of the payout or loan:
In Unguja 74 respondents mention they use it socially, 100 respondents use the payout
for business ventures and 55 respondents use the payout for a combination of both. In
Pemba 112 respondents use the payout socially, 209 respondents use it for their
business. Women are encouraged to invest in commercial activities, but still a large
percentage uses the payout in a non-productive way, i.e. have not started investing on
four identified products by the project, and instead they buy items such as beds,
mattresses, sewing machines etc. for their brides, and buy household basic needs to
support their families as there is no other reliable source of income from other
community members apart from the VS&L scheme that can serve those purposes.
Borrowing even a small amount of money from community members outside the VS&L
groups is a difficult task due to lack of source of income that compares with that of the
VS&L scheme. These findings also indicate that the respondents see it as one of the

21
advantages of the project that it gives easy access to loans and that they can themselves
decide how they spend the money from the payouts.
Some of the guiding questions to assess the relevance of projects interventions used
during the interviews with the targets groups are:
• How important are the interventions for the impact and target groups and
subgroups?
Showing in table 1 is that in Unguja 65% of the different target groups find the
interventions very relevant, whereas 29% find the interventions reasonably relevant. In
Pemba 68% of the interviewed target groups find the interventions very relevant, whereas
29% sees it as reasonably relevant. Only few respondents find the interventions of little
or no relevance. The majority of the respondents found the interventions are important
because they address their needs such as income stability, social welfare, production
skills, policy awareness and capacity to hold duty bearers accountable. However, those
few who said the interventions have little relevance is because their expectations such as
matching loans, material support were not met and some of them were non-VS&L
members who have no knowledge of the project interventions.
• To what extent have the interventions addressed their needs and interests?
In table 2, in Unguja 24% of the respondents find that WEZA addresses their needs and
interests to a large extent. 55% of the respondents find that WEZA addresses their needs
and interests reasonably extent and 13% find that it addresses their needs to a small
extent.
For Pemba about the same picture emerges. Totally, 28% find that WEZA addresses their
needs to a large extent, 49% to a reasonable extent and 19% to small extent. The extent
in which interventions address the beneficiaries needs and interest does not vary much
according to the length of involvement of WEZA project (between old1, old2, new groups).
This is an indication that the project keeps their beneficiaries interest and needs. The
project seems to have enough flexibility, competency and linkages to do so. Needs are
increased income, business skills, linkage with market for their products and financial
institutions for credit facilities. On social aspects needs were found to be ownership of
properties and decision making, understanding their rights and solutions for Gender
Based Violence. The respondents liked to see that the institutions are held accountable
on evolved issues in their areas.
• How are the interventions complied with the Zanzibar development policy and
planning.
In Unguja 82% of the respondents found that WEZA project interventions comply with
Zanzibar development policy and planning. In Pemba 90% of the respondents found
that project interventions comply with development and policy planning.
The project interventions like Zanzibar development policy (Mkuza) addresses the
poverty reduction on issues of growth and reduction of income poverty (income
inequality, employment, availability and access to food), Social services and well being
(education, health, water and sanitation, gender and social protection) and Good
governance and National unity. WEZA has been working in collaboration with local

22
government authorities and community based organizations to address underlying
causes of poverty, rooted in economic, social, and political barriers to women’s
empowerment including cross cutting issues like HIV/AIDS and gender related issues.
• How appropriate are the project objectives to the problems that they were supposed
to address, and to the physical and policy environment within which it is operating.
Table 3 shows that 39% (114) of the respondents in Unguja find the project objectives
very appropriate, 51% (151) find them reasonable appropriate and 7% (20) of the
respondents find them to a lesser extent appropriate. In Pemba 35% (141) of the
respondents find the project objectives very appropriate, 52% (209) find the reasonably
appropriate, while 18% find the objectives to a lesser extent appropriate to the problems
that they were supposed to address. This indicates/suggests that the project objectives
are well conceived by the target groups and found to be appropriate for the project
targeted areas based on barriers that are worked on. Key barriers to women’s
empowerment and equitable participation in social, economic and political domains
include insufficient business skills and technical know-how; socially ascribed gender
roles and norms in Zanzibar; low awareness of laws protecting women’s rights and
confidence; insufficiency of credit services and weak representation and governance. To
the physical and policy environment WEZA also seeks a vital role for civil society to play
in building women’s capacity, demanding better responsiveness to women’s issues by
local and national institutions; and overcoming barriers to women’s empowerment.
• Review the inter-relationship of the project team, community organizations and
networks and funding agencies in terms of complementarities and coherence in
activities undertaken.
Table 4 indicates that In Unguja 13% (39) out of the 293 respondents find that this inter-
relationship is very good; 52% find it good and 27% find the inter-relationship average.
On the other hand in Pemba, 44% (141) find the inter-relationship very good, 52% (209)
find it good and 9% (37) find it average. This illustrates that the collaboration among the
project team CARE, TAMWA, JOCDO, PESACA and FAWE are working and aiming for
similar objectives in planning and implementation, joint review of project progress and
challenges. There is a good relationship with CSOs and networks especially in the areas
of supporting community capacity building, advocacy and material support such as
water pipes, vegetable seeds, exercise books for adult classes. CSOs and networks are
anxious to support community initiatives but they have limited resources. However, to
some extent the funding agents such as Banks, Microfinance institutions respond
positively to community funding requests but due to high interest rate and collateral
pledging discourage the community to accept funds from them. Other development
partners like MACEMP and TASAF contributed some amount of fund for capacity
building and strengthening financial stability.
• Does the overall design reflect the situation on the ground, over which an overall
assessment could be conducted?
Referring to table 5, 40% (118) of the respondents in Unguja found that the overall
design of WEZA project reflects the situation on the ground in a very good way, 50%

23
(147) respondents found it reflects the situation on average and 6% (25) of the
respondents found that the project reflects the situation to a small extent.
For Pemba 60% (243) of the respondents that found the overall design of WEZA reflects
the situation on the ground in a very good way; 29% (119) respondents found it reflect
the situation on average and 3% (13) respondents found that the overall design reflects
the situation to a small extent. This result indicates that the overall design of the project
reflects the situation on the ground which was characterized by high illiteracy, low
income generating activities, limited access to market and or lack of market information,
lack of business skills, low capital for investment, lack of power for decision making at
household, community and national level. Thus respondents appreciate that the project
is addressing many of these problems.
• Are the project interventions relevant or appropriate to the needs of the women and
men beneficiaries?
Table 6 illustrates that In Unguja 88% (262) of the respondents find the project
interventions relevant to the needs of women and men beneficiaries; 7% (21) respondents
find the project interventions not relevant to the needs of the beneficiaries, whereas 5%
(16) respondents don’t know the answer.
In Pemba 95% (383) respondents find the project interventions relevant to the needs of
women and men beneficiaries; 2 % (7) find them not relevant and 3% (12) don’t know the
answer to the question.
The community needs for both men and women are equally the same for the economic
and social categories. These are: Economic - control over own income, productive assets
and properties, access to market and access to microfinance services. Social - equal
influence between men and women in household economic decision making, equal
control over all household economic resources and equal rights to self determination in
economic roles outside household, and elimination of gender discrimination and woman
exclusion from the market. Therefore, the project interventions are appropriate to its
beneficiaries as majority of the community are aware of their needs and rights, able to
identify their problems at community and household level and advocating for the same.
• Is the overall approach and strategy consistent with the problems and the intended
effects?
According to table 7 in Unguja 25% (72) of the respondents finds the consistency of the
overall approach and strategy very high, 48% (142) find the consistency high, 19% (55)
find it medium, 5% (15) find it low and to 4% (11) of the respondents it is unknown. In
Pemba 31% (123) of the respondents find the consistency very high, 50% (201) find it
high, 14% (58) respondents find it medium and 2% (7) of the respondents find the
consistency low. It is unknown to 3% (14) of the respondents. Some of the intended
effects of the project include the following:-Increase women’s available cash savings,
improve gender equity, Improve responsiveness of institutions to women’s issues, at least
300 women’s groups, mobilized and successfully implementing village savings and loan
scheme, 5000 women undertaking action for social change towards women’s
empowerment, 2500 women profiting from 4 new or improved market-driven products,

24
grassroots women’s empowerment efforts effectively supported by 60 local and national
institutions. This implies that the participatory methodologies used in project
implementation were understood by the community thus making easy acceptance of the
project and reaching the target members within a very short time.
• Is the project demand-driven?
According to table 8 attached, 84% (246) of the respondents in Unguja the project is
demand driven. 10% (28) of the correspondents find the project not demand driven. 5%
of the respondents don’t know the answer to the question. In Pemba 93% (372) of the
respondents find the project demand driven. 4% (16) respondents don’t find the project
demand driven and 3% (13) of the respondents don’t know the answer to this question.
Overall the project is found to be demand driven by a vast majority of the respondents as
the project is taking into consideration the needs of its beneficiaries. Experiences have
shown that the primary needs of the targeted community as already explained above are
reliable sources of income, respect and dignity and that is what the project is exploring.
However, the rate of meeting the economic demand is fairly higher compared to social
demand because social change is a process which normally needs longer time and
requires a combination of approaches. The remaining period of the project may not be
enough in reaching the intended and real social change in communities we work with,
bearing in mind that WEZA is the first project in Zanzibar dealing with the social change
following VS&L scheme approach and advocacy strategies that are in place.
4.2 Compliance: The compliance of the project with regard to principles of poverty
reduction, promotion of good governance among the stakeholders, the respect for the
cultural and natural environment. The questions asked here were:
• Are the interventions relevant to sector policy and country program?
Table 9 shows that 21% (61) of the respondent in Unguja the compliance of the project to
principles of poverty reduction is very good; 47% (138) of the respondents find the
compliance good; 26% (78) find the compliance average and 4% (11) find it small.
In Pemba 29% (117) of the respondents find the compliance of the project to principles of
poverty reduction very good; 47% (188) find it good; 13% (52) find it average and 7% (27)
find the compliance to a small extent relevant with principles of poverty reduction. From
these results it is true that the project is in line with the principles of poverty reduction
and promotion of good governance in terms of improving income poverty among the
poorest community members in the project areas at the same time creating community
cohesion through VS&L groups. In a way, the VS&L groups enhance women’s ability to
make decisions on issues related to their development. WEZA is supporting the Zanzibar
Strategy for Growth and Reduction of Poverty (ZSGRP) which combine several Zanzibar
sector policies and that are also in line with Millennium Development Goals (MDGs) and
is well aligned with MKUKUTA and the Joint Assistance Strategy for Tanzania. ZSGRP
like WEZA project focuses on the reduction of both, income and non-income poverty to
ensure the attainment of sustainable growth.

25
• Have the objectives taken into account the cross-cutting issues relating to gender
balance and equity?
According to 66% (194) respondents in Unguja the objectives of the project have taken
cross-cutting issues relating to gender balance and equity into account; 22% of the
respondent don’t find that gender balance and equity are taken into account; 12% (34)
don’t know the answer to the question. In Pemba 82% of the respondents find that
gender balance and gender equity have been taken into account; 13% (52) find that they
have not been taken into account and 7% (29) of the respondents don’t know the answer
to the question especially non-VS&L members (Table 10). The question relates closely
with the social change component in WEZA project and its efforts for women
empowerment touching both economically, social, cultural and political aspects. Some of
the cross-cutting issues related to gender balance and equity include justice in the
distribution of resources, benefits and responsibilities, prevention of gender based
violence, discrimination, sexual exploitation and abuse and access to productive assets.
Through this policy it is clear that the project implementation matches up with CARE
gender policy which seeks to promote equal realization of dignity and human rights for
girls, women, and men, and the elimination of poverty and injustice. Specifically, this
policy is intended to improve the explicit incorporation of gender in programmatic and
organizational practices.
With the above findings it is no doubt that the project does consider gender cross-cutting
issues as it addresses issues such as illiteracy, leadership, ownership of assets and
resources, and human rights for the improvement of the gender balance and equity.
However, this is the area the project should put more effort to ensure that more
members of the community outside VS&L groups benefit from the outcome of the
project.
4.3 Effectiveness: The effectiveness of the project in terms of its objectives and
strategies. Effectiveness assesses how effective the organization has been in achieving
project purpose/results. This is done by comparing expected achievements of objectives
at inception and that stated in the log frames against actual achievements of objectives
at time of evaluation. Thus factors and processes affecting achievements of objectives
were investigated.
The possible key questions for examining the degree of effectiveness are:
• To what extent will the intervention’s objectives (probably) be met?
Table 11 shows that 36% (107) of the respondents in Unguja agree that the intervention
objectives have been met to a very good extent; 49% (146) agree that the intervention
objectives have been met to a reasonable extent. 9% (26) of the respondents find that the
intervention objectives are only met to a small extent. In Pemba 49% (199) of the
respondents agree that the interventions objectives have been met to very good extent;
44% (178) of the 401 respondents agree that the intervention objectives have been met to
a reasonable extent. The results indicate that there is a good hope that the intervention
objectives will be met given that the VS&L scheme is well accepted and operating in all
targeted areas through which group members engage themselves in income generating
activities and in promoting their social welfares. Despite the fact that community has
limited sources of income especially in Pemba, individual savings are steadily increasing.
However, there is a problem of low investment on profitable income generating activities.

26
The majority of VS&L members keep their savings in the box without taking loan for
investment. On the social aspects there are ongoing discussion forums with established
advocacy strategy for the emerging issues at Shehia and district levels where community
based organizations have started to support community initiatives especially in the area
of advocacy though result have not been very much encouraging. The project team
should take serious measures to resolve issues of low investment and organizational
support to community initiatives.
• To what extent does the intervention reach the impact/target groups?
In Unguja 28% (84) from the respondents finds that the interventions reach the target
group to a large extent; 53% (157) find that the interventions reach the target group to a
reasonable extent; 13% (40) find that the interventions reach the target group to a small
extent.
In Pemba 39% (158) of the respondents find that the interventions reaches the target
group to a large extent; 48% (194) of the respondents find that the interventions reaches
the target groups to a reasonable extent; 10 % (39) of the respondents find that the
interventions reach the target group to a small extent (Table 12). Based on the above
findings it is genuine to say that the interventions have been well received by both target
and impact groups. The way to which the interventions reach the target group is closely
linked with the set-up of the project which is working through Shehia coordinators and
the Community Resource Persons. These are technically supported by CARE, TAMWA,
JOCDO and PESACA staff which also shows that they work as a team at the community
level. Also, the VS&L group leaders are trained with the expectation that they pass on
the intervention information to other community members. However, there are some
complaints that the formation of the VS&L groups is gender imbalanced due to limited
inclusion of men in VS&L groups; meaning that the project was purposely designed to
reach more women than men. During the remaining period of the project
implementation, the project team should explore better ways of working with men so that
to promote gender balance and equity.
• How far has the project achieved its expected results?
Table 13 shows that 9% (28) of the respondents find that the project has achieved its
expected results to a very high extent; 45% (133) of the respondents find that project has
achieved its expected results to a high extent; 52% (156) of the respondents find that the
project has achieved its expected results to a medium extent. In Pemba 14% (57) of the
respondents find that the projects has achieved its expected results to a very high extent;
43% (171) find it achieved its result to ai high extent; 33% (133) find that the project
achieved its result to a medium extent. 6% (25) respondents find that the project
achieved its results to a low extent. This can be a reflection of the progress made
especially with VS&L schemes. The achievements includes over 100% of the 6000
expected women joined and successfully implementing the VS&L scheme and reached
60.2% (€133,276 equivalent to Tsh 222,126,500 ) of the expected saving of €221,538 by
end of Year 2. Currently, 786 of 2500 women have started to profit from 4 improved
products and have access to market. Of the 5000 women 2650 are undertaking actions
for social change towards women’s empowerment in the area of eradicating illiteracy,
gender violence, seeking equity to employment opportunities and decision making.
Twelve out of 60 local and national institutions have started to support empowerment

27
processes to grass root women by providing trainings on gender and legal rights. As the
project is half way it is expected that the existing gaps on the expected results could to a
large extent be bridged in the course of the project implementation.
• Are there alternative implementation strategies that would have been more effective
in achieving project outcomes?
In Unguja 38% (113) of the respondents think that there are alternative implementation
strategies which would be more effective in reaching the project outcomes, whereas 52%
(155) don’t think that there are alternative implementation strategies which would be
more effective. In Pemba 36% (43) of the respondents think that there are alternative
implementation strategies which would be more effective, whereas 51% (204) of the
respondents don’t find more effective alternative implementation strategies (Table 14). A
slight majority of respondents seems to agree with implementation strategies followed by
the project i.e. use of community resource persons for economic issues and Shehia
coordinators for social change issues. These are responsible for training the community
on business skills, linking community products to market, create understanding of
women’s right, policies related to ownership of properties and assets and empower them
to be able to participate in decision making at household and community level. For those
who think of alternative strategies want more men involved in project implementation for
the purpose of bringing quick social change in the VS&L groups, they prefer mixed
groups rather than women only groups. The potential alternative implementation
strategies suggested by many respondents is the inclusion of men in the project
intervention as target groups so that they can influence intended changes to community
rural women. Matching loan/ material support was again frequently mentioned but was
seen not to be a sustainable package as it will not be available when the project is
phased out.
4.4 Efficiency: This particularly reflects the utilization of the resources in relation to
results during the project implementation. It assesses efficiency ratios of performance in
terms of cost, quality, and timing using records kept by the project. The level of detail in
record keeping is a major factor in the accuracy of efficiency ratios. It therefore assesses
the cost, speed and management efficiency with which inputs and activities were
converted into results, and the quality of the results achieved.
The questions that were raised are:
• Do the resources involved correspond with the results achieved?
In Unguja 56% (165) of the respondents think that resources involved corresponds with
the results achieved; 24% (71) do not think that the resources involved corresponds with
the results achieved; 19% (55) do not know the answer to this question, especially under
none members.
In Pemba 69% (277) of the respondents think that resources involved corresponds with
the results achieved; 11% (43) do not think that the resources involved corresponds with
the results achieved; 20% (79) do not know the answer to this question, especially under
none members (Table 15). It seems respondents have a quite positive impression on how
inputs are converted into results, but it is also noted the questions concerning efficiency
are more difficult to assess for the respondents. Secondary data from the office was used

28
to complement the results. Some community members had expectations that the project
shall provide cash and material support to individual VS&L group members; that were
not possible for the project and instead the project concentrated on providing knowledge
and skills for increasing community capacities in managing their livelihoods and social
affairs.
• Are there alternative approaches, which would involve lower costs / fewer resources
but achieve the same or higher results?
Table 16 indicates that in Unguja 60% (173) respondents don’t think that there are
alternative approaches which would involve lower costs and fewer resources to achieve
the same or higher results. In Pemba 56% (225) of the respondents don’t think that there
are alternative approaches which would involve lower costs and fewer resources to
achieve the same or higher results. The use of the VS&L groups as an entry point is the
most effective and cost effective approach (low coast and achieve higher results with
higher impact). The use of the project Advisory committee is another effective approach
for experience sharing, follow-up and assessment of the project progress. This therefore
implies that the approaches chosen by WEZA are appropriate for the beneficiaries.
4.5 Impact
The impact or consequences of the intervention in terms of the overall situation of the
target group/persons affected. For this project the impact can be technical, economic,
social and political that reflects to gender or other relevant social categories. It assesses
impact of the project on target beneficiaries both desired, and unplanned. It assesses the
effect of the project on its wider environment, and its contribution to the wider sectoral
objectives summarized in the project’s Overall Objectives. Nevertheless, some of the
important key questions that could reveal the project impact after two years of
implementation are as follows:
• What are the positive and negative consequences (intended and unforeseen
consequences) to date?
According to table 17, in Unguja 58% (169) of the respondents indicated that the project
has positive consequences for them; 16% (47) mention negative consequences; 15% (45)
don’t know the answer to the question. In Pemba 82% (330) of the respondents mention
positive consequences; 4% (18) mention negative consequences and 13% (51) don’t know
the answer to the question. Examples given of positive consequences are: easy access to
loans that reduce income inequalities and at the same time taking care for uncertainties,
training on vegetable growing and poultry, togetherness and mutual support in the
group, helps the women to support their children better in education without being
dependent of their husbands, gaining knowledge and skills and building confidence for
self reliance. Beside the positive gains there are some unforeseen negative consequences
bound to rise: high family break up to women being independent, become multi-
borrowers due to accessibility of loans causing fraud, and ignore their traditional norms.
• Is the actual decision making at household level real making social change?
Referring to table 18, 70% (204) of the respondents from Unguja find that the actual
decision making at household level is real making social change. 25% (74) of the
respondents find that actual decision making at household level is not making social

29
change. In Pemba 76% (305) of the respondents find that actual decision making at
household level is real making social change. 17% (67) of the respondents find that
actual decision making at household level is not making social change. Examples of
kinds of decisions taking place at household level are on: children support (school fees
and health), control of their money, reporting cases of gender based violence, attending
adult classes, family planning, advocacy against early marriage and kind of viable
income generating activities to engage in. The decision making at household level has
slowly created social changes. Men are allowing their wives to go for adult classes and
take loans to improve on the welfare of their families. Women participate now in
community development programs without shying off, able to make decisions and fight
for their rights. Regarding who is making what kind of decisions at HH level; both men
and women are making decisions in different roles or at least men are considering
women decisions. However, many women would prefer to make joint decisions. Some
decisions in the household are still strongly decided by men including family planning –
how many children should they have even if such decisions affect women’s health.
Women make strong decisions on their earnings/income, joining adult education and
acquiring knowledge about their rights. Usually participatory or joint decisions are more
effective than individual decision. For example in reporting cases of gender based
violence. If men support the cases, it will boost the women’s morale and moreover
enhance credibility, compared to cases reported by women only which tend to be easily
neglected by assuming a lack of evidence. Nevertheless, decisions that contribute and
rescue household situation at times of financial crisis and indignity are taken as equally
important by both men and women and thus are decided jointly. To realize more
effective decision making by women, more trainings are required to bring up the issues
and reasoning for changes. Above all, it also needs to be considered that social change is
a process and hard to reach within a short time span of only two years.
• How is gender-mixed and women-only groups’ impact on perceived social change in
those groups and communities? Which form of group is more effective in terms of
social change?
Table 19 illustrates that, in Unguja 17% (50) of the respondents assess that gender-
mixed and women-only groups have a very high impact on social change. 28% (83) of the
respondents mention that gender-mixed and women only groups have a high impact.
32% (96) of the respondents mention that gender-mixed and women only groups have a
medium impact. 12% (37) of the respondent think gender mixed and women only groups
have a low impact.
In Pemba 20% (82) of the respondents assess that gender-mixed and women-only groups
have a very high impact on social change. 27% (108) of the respondents mention that
gender-mixed and women only groups have a high impact. 24% (98) of the respondents
mention that gender-mixed and women only groups have a medium impact. 8% (33)
respondents find it has a low impact.
Some mention the advantage of support of men in mixed groups, e.g. in groups’ IGAs
that involve construction, while others find that women only groups help them to be
open in discussions about different issues. When it comes to discussing women issues
that will lead to actual decision making as those mentioned above (Table 18), women
groups are more appropriate. The women-only groups have fairly social change because
they can make decisions on various factors on their own and feel free for self expression

30
than in mixed groups. They are then able to do the advocacy work at the household and
at community level. With regard to development issues for the community, mixed groups
are preferred due to the fact that men still hold more power than women to negotiate and
carry the matter forward. In this course involved women do learn from their men
colleagues.
• What are the effects the project is having at the household level?
In Unguja 81% (237) of the respondents find that the project is having effects at
household level; only 3% (8) of the respondents find there is no effect on household level,
but 16% (46) respondents made known that they don’t know the answer to this question.
In Pemba also 81% (327) of the respondents find that the project is having effects on
household level; 3% (11) of the respondents find that the project is not having an effect
on household level. Over 15% (61) of the respondents don’t know the answer to this
question, especially in the category of none members (Table 20). These findings suggest
that the project is helpful to the household level. Women contribute towards the
education of their children and basic needs and enhance mutual support at household
level and within the group. Some of the beneficiaries have used the loan from the VS&L
for construction or rehabilitation of their houses and improving their business entities.
There is a cost sharing at household level which could be one of the factors that reduce
money that could be set aside by women for investment on business. Women need to
change their behavior of spending the money from the savings and loan scheme in order
to reduce women’s’ burden on household spending that is supposed to be done by men
and slightly supported by women. For the Male Household, religiously, husbands are
obliged to provide all the basic needs of the family all over the period when are physically
fit, but some husbands neglect this responsibility indirectly forcing their wives to
support their families to over expected limit causing them not to be in a position to
invest on income generating activities. This again calls for the inclusion of men in
project interventions to remind them of their position in the community in the process of
supporting women empowerment efforts.
• Are there other external influences having an effect on project outcomes?
As shown in table 21, in Unguja 16% (48) of the respondents find that there are external
influences having an effect on the project; 78% (230) of the respondents don’t find that
there are external influences on the project.
In Pemba 25% (103) of the respondents find that there are external influences having an
effect on the project; 63% (251) of the respondents don’t find that there are external
influences on the project. In the project areas there are few external influences which
have come through project facilitation e.g. UWAMWIMA that linked production groups to
the market, ASSP and PADEP provided inputs for livestock production and Department
of Adult education is paying teaching allowances to WEZA project Adult classes. Other
influences came through community facilitation e.g. TASAF for advocacy on HIV/AIDS,
WEDTF issued loans in different VS&L groups to support income generating activities,
MACEMP provided financial support to VS&L groups and Action Aid through their own
initiatives provided agricultural inputs and advocacy support to WEZA VS&L groups.
Despite all that achievements the community seems to be less competent enough in
areas of fund raising practices, lobbying and advocacy and WEZA project should put

31
more effort in raising the required competencies in these areas. Media on the other hand
should continue to play an important role in influencing development partners to give
more support to community initiatives.
4.6 Sustainability
The idea here is to see the long-term effectiveness of the intervention and its
consequences. That is the project interventions result last longer with continuous
improvements in the lives of the poor and marginalized targeted population. It assesses
sustainability issues relating to continued flow of improvements made by the project.
This will be possible with candid input of the organization, beneficiaries and relevant
professionals involved in the project/program. It assesses the likelihood of a
continuation in the stream of benefits provided by the project, particularly continuation
of the project’s activities and achievement of results, and with the particular reference to
development factors of policy support, economic and financial factors, socio-cultural
aspects, and institutional capacity. The following key questions may lead to
understanding of the degree and nature of sustainability during the course of the project
implementation and after the phasing out of the donor support:
• To what extent do the interventions take an account of those factors which
experience has shown to be of key importance in sustainability?
In Unguja 24% (71) of the respondents find that factors of key importance in
sustainability are taken into account to a high extent; 65% (193) of the respondents of
the respondents find they have been taken into account to a medium extent, and 6% (18)
thinks they have been taken into account in a low level. In Pemba 30% (119) of the
respondents find that factors of key importance in sustainability are taken into account
to a high extent; 58% (232) of the respondents of the respondents find they have been
taken into account to a medium extent, and 8% (32) find they have been taken into
account in a low level (Table 22). It therefore can be concluded that WEZA paid attention
towards factors of sustainability in the project design and during the implementation of
the project. Key factors for economic part include business skills, knowledge of market
and capital. The community has a reasonable amount of business skills, market
information and capital from their own savings, if well practiced with good monitoring by
the project staff the community will have improved sustainable sources of income, the
situation that will give rise to attainment of project goal and impact. Key factors in social
aspects include advocacy, lobbying, networks, fundraising, discussion forums and
sharing experiences through cross visits and all have been well initiated and operating.
However, for the remaining project period more efforts are needed in areas of
strengthening capacity of Shehia coordinators and Community Resource Persons in the
areas of weakness such as fund raising, business skills and leadership to ensure
sustainability of the project interventions.
• How sustainable are the local institutions receiving support?
As can be seen from table 23 below 40% (119) of the respondents in Unguja find the
local institutions receiving support are sustainable; 50% (146) of the respondents find it
less sustainable and 4% (10) of the respondents find it not sustainable.
In Pemba 36% (143) of the respondents find that the local institutions receiving support
are sustainable. 45% (181) of the respondents find these institutions less sustainable

32
and 9% (35) find them not sustainable. In Pemba 11% (43) of the respondents don’t
know the answer to the question. The majority of the local institutions have well
structured organizations and staffing but staff lack competencies in areas of project
designing, fund raising and leadership with limited reliable funding sources. They mostly
depend on external fund sources mainly from international organizations. To enhance
their sustainability, the project should put more efforts to improve the missing
competencies. The sustainability of these institutions will largely depend on their
capacity to raise funds and ability to retain their competent staff.
• Are actors/partners financially, socially, and institutionally sustainable?
Table 24 shows that in Unguja 65% (192) of the respondents think that WEZA partners
are sustainable financially, socially and institutionally. 25% (72) of the respondents do
not think WEZA partners are sustainable. 10% (30) of the respondents don’t know the
answer to the question.
In Pemba 62% (250) of the respondents find WEZA partners financially, socially and
institutional sustainable; 25% (99) of the respondent don’t find the partners sustainable,
and 13% (52) especially non-members don’t know the answer on this question.
The main actors to WEZA project include JOCDO and PESACA which are credit
institutions supporting the VS&L groups that have longer experience working
independently with the communities and thus socially they are well accepted within and
beyond the project areas. However, like other local institutions, JOCDO and PESACA
have no reliable fund sources due to lack of fund raising skills. TAMWA as main actor
and partner seems to be fairly sustainable because it is structurally well established with
sufficient competent staffs who have gained more managerial skills in the course of
implementing WEZA project. Other actors include ZAFELA, CORPS and ZAMEO which
are institutionally and socially sustainable because they have well defined structures,
offices and sufficient competent staff but are financially unsustainable. All the actors
and partners should use this opportunity of working with CARE to improve their
competencies in fund raising so that to make their institutions financially sustainable.
• Are interventions providing for local project/programme management and/or
building the corresponding local capacities and institutions?
As shown in table 25 in Unguja 86% (253) of the respondents find that interventions are
building local capacities and institutions, whereas 9% (27) of the respondents don’t find
so. 4% (13) respondents do not know the answer to this question.
In Pemba 62% (248) find that interventions are building local capacities and institutions,
17% (69) do not find the partner sustainable. 20% (84) respondents don’t know the
answer to the question. The project interventions reach the communities through already
empowered community based contact persons i.e. community resource persons for
economic interventions and Shehia coordinators for the social change interventions.
Additionally, VS&L group leaders and members of the grass root network who are closely
working with JOCDO and PESACA as umbrella organizations for the VS&L scheme
together with other CSOs for gender and advocacy are playing an important role in the
management of VS&L groups and exchange of information among different VS&L groups
in each Shehia. With this strategic approach community and members of the local

33
institutions are always exposed to various trainings such as leadership, gender equity,
financial management, life skills development and computer skills for the purpose of
building their capacities for future sustainability of the interventions.
4.7 Participation and shared responsibility
This is the degree to which the impact/target groups, beneficiaries, or affected persons
are involved in decision-making processes, leadership and capacity building in general.
The criterion can be further analyzed through the following key questions:
• Are the objectives and expected results promoting the participation of the targeted
beneficiaries?
According to table 26 the objectives and expected results promote participation of the
target group to a large extent, i.e. 86% (253) in Unguja and 92% (372) in Pemba
respectively. Discussion with the stakeholders revealed that right from the start of the
project local government leaders have been participating in community awareness
campaigns and groups formation; while some CSOs and CBOs participate in awareness
and trainings of the VS&L groups on saving and loan procedures and gender issues.
Similarly service providers are participating in supplying production inputs such as
seed, organic manure to project production groups; whereas consumers including
hoteliers, are the customers and market sources for the women producers. Considering
the number of the VS&L groups with more than 7000 members engaged in various
enterprises and social change operations such as literacy classes and fund raising, is a
clear indication that the project objectives and expected results promote participation in
project implementation and management. Moreover, involvement of other institutions
such as ZAFELA, CORPs and ZAMEO which support the VS&L groups in addressing
issues of gender is another show that WEZA project clearly puts a high priority on
participation and sharing responsibility
• How far does the project design address the issue of project ownership; i.e. are
targeted beneficiaries having the feeling of ownership of the project?
According to table 27 attached, 37% (109) of the respondents in Unguja have a high
feeling of project ownership; 53% (155) have a medium feeling with regard to project
ownership. In Pemba 54% (218) of the respondents have a high feeling of project
ownership and 38% (152) respondents have a medium feeling about ownership of the
project. The above results show that communities have shown a good impression of
ownership in areas of participation in VS&L scheme (by setting their own by-laws which
group dependent) where they manage their own savings, involved in project planning,
reviewing and assessing the project achievements during stakeholders meetings.
Decision making on approaches and strategies for addressing identified barriers in
Shehias, participants to attend different events and in the use of their savings are done
by the VS&L members themselves. The use of the VS&L scheme as an entry point seems
to promote the sense of ownership among the beneficiaries.
• What influences do the stakeholders and beneficiaries have on the project
implementation, monitoring and evaluation exercises?
In table 28 in Unguja, 25% (73) find that stakeholders and beneficiaries have a high say
in project implementation, monitoring and evaluation. 68% (200) of the respondents

34
indicate that they are involved in this at a medium level. 21% (62) of respondents find
that their influence is low.
In Pemba 33% have (131) finds that they are involved at a high level and 43% (171) find
that they are involved to a medium level. 12% (48) finds that their involvement is low.
Project Advisory Committee (PAC) and other stakeholders’ meetings which involve
members from government institutions, CSOs/CBOs and grassroots networks have
opportunities to participate in project discussions where they provide advises and share
experiences with the project management team and communities through meetings and
field visits organized by the project annually or semi annually. Therefore through
meetings stakeholders and beneficiaries provide useful guidance especial on derived
challenges or problems related to project implementation such as issues of involving men
in the project implementation, choice of appropriate collaborators and advise on
potential credit service providers etc.
5.0 SWOT Analysis
The SWOT analysis below gives an overview of the strengths, weaknesses, opportunities
and challenges for WEZA project. This SWOT analysis was conducted in June 2009.
Internal
Strengths Weaknesses
Capable staff
Facilities
Good relationships
Acceptability and access both
community and government
Openness
Stability
Issues touch communities
interest
High level of participation
Powerful organisations
Involvement of partners and
associates in the process
Meeting expectations
(loans/matching funds)
Goal ‘social change’ is hard to
reach
Demand on material support
Different perspectives among staff
and priorities
Other projects with different
approaches (material)
External
Opportunities Challenges
Cooperation with other NGOs
Complex systems
Low education level of target
group
Different policies within partner
organisations
Shortage of equipment/added
value
Cooperation with other NGOs
Added value: strong consortium
and institutional arrangements
Diverse staff (academic
background) and mixed sexes
Strong external relations including
government and communities
Fits with MDGs and government
strategies and policies
Guiding systems and rules
Gender sensitive staff
Stability

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