TAMWA STRATEGIC PLAN 2016-2020

TANZANIA MEDIA WOMEN`S ASSOCIATION

STRATEGIC PLAN 2016-2020

P.O.BOX 8981

Tel +255222772681, Fax +255222772681 E-mail: [email protected] or [email protected]

Sinza-Mori, Kijitonyama, Dar es Salaam

Zanzibar Office

P.O Box 741, TunguuZanzibar, Cell:: +255 773 747252

Email:[email protected]

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TABLE OF CONTENTS

LIST OF ABBREVIATIONS ------viv FOREWORD ------iv ACKNOWLEDGEMENT ------vii EXECUTIVE SUMMARY ------vivii

TAMWA ------1 CHAPTER ONE: INTRODUCTION ------4 1.1 PURSPOSE OF THE PLAN ------4

1.2 METHODOLOGY ------4

1.3 PLAN LAYOUT ------5

CHAPTER TWO: SITUATION ANALYSIS ------6 2.1 PERFORMANCE REVIEW ------7 2.2 SWOT ANALYSIS ------15 2.3 PESTS ANALYSIS

2.4 CRITICAL ISSUES FOR GENDER RESPONSIVENESS------18

2.5 EMERGING ISSUES ------19

CHAPTER THREE: IMPLEMENTATION PLAN ------200 3.1 OBJECTIVE A: GBV AND PERSISTENT GENDER INEQUALITIES ------200

3.2 OBJECTIVE B: COMBATING VIOLENCE AGAINST CHILDREN ------242

3.3 OBJECTIVE C: WOMEN ECONOMIC EMPOWERMENT ------284

3.4 OBJECTIVE D: GIRLS, WOMEN ACCESS TO INFORMATION AND ICT------25

3.5 OBJECTIVE E: INSTITUTIONAL STRENGTHENING AND NETWORKING------28 3.6 AREAS OF INTERVENTIONS ------30

3.7 EXPECTED IMPACTS ------31

3.8 RESOURCE REQUIREMENTS------31 CHAPTER FOUR: RESULTS FRAMEWORK ------31 4.1 RESULTS CHAIN ------32 4.2 RESULT BASED FRAMEWORK ------32 4.3 REPORTING PLAN------32 4.4 MONITORING AND EVALUATION ------33

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List of Tables

Table 1: Number of women MPs since 1995------10 Table 2: Women Councillors in Zanzibar------10 Table 3: Women and Men in Six Decision-Making Positions in 2014------11 Table 4: SWOT Analysis------16 Table 5: External Environment Analysis------17 Table 6: Critical and Emerging Issues------20

Table 7: Reporting Plan------32

Appendices

Appendix 1: Result Based Framework------1 Appendix 2: TAMWA Current Organization Structure ------1 Appendix 3: TAMWA Proposed Organization Structure------3

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LIST OF ABBREVIATION CRC Crisis Resolving Centre CSOs Civil Society Organizations FemAct Feminism Activism Coalition FGM Female Genital Mutilation FYDP Five Years Development Plan GBV Gender Based Violence GEWE Gender Equality and Women Empowerment HIV/AIDS Human Immune Deficiency Virus/Acquired Immune Deficient Syndrome HRD Human Resource Development LHRC Legal and Human Right Centre MDGs Millennium Development Goals NGOs Non-Governmental Organizations NSGRP II National Strategy for Reduction of Poverty PEST Political, Economic, Social and Technology SAHARINGON-Southern Africa on Human Right Network SDGs Sustainable Development Goals SOSPA Sexual Offences Special Provision Act SWOT Strength, Weakness, Opportunity and Threat TAMWA Tanzania Media Women`s Association TAWLA Tanzania Women Lawyers Association TDHS Tanzania Demographic Health Survey TGNP Tanzania Gender Network Programme URT United Republic of Tanzania WEZA Women Empowerment in Zanzibar WiLDAF Women in Law ad Development in Africa

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FOREWORD

The process of developing this Strategic Plan began in September 2014. This Strategic Plan has been participatory in that it has involved members and key partners and has taken on board their contributions and concerns.

In the course of developing this plan various challenges have been encountered particularly in deciding on the strategic focus and objectives viz-a-viz what is expected by beneficiaries, members as well as key stakeholders. Nevertheless the experience shared in the process strengthened TAMWA’s resolve to come up with a Strategic Plan that is relevant and with long-lasting results.

Additionally, the process of developing this Plan has made TAMWA reposition itself and adopt new approaches in order to go beyond the awareness creation and take the driver’s seat as the main agent of empowerment and development.

We hope this Strategic Plan will inform and encourage the communities we serve, our partners and sponsors, to work with us in our quest for zero tolerance on Gender Based Violence and gender inequality in all spheres of the United Republic of Tanzania. Where there is zero GBV and equality, there will be Justice, Peace and Development.

The role of the Media is now appreciated and respected as a channel for social justice; therefore TAMWA’s role is to demonstrate that change can be achieved through the media. This Strategic Plan is a collective commitment of all Tamwanites to achieving a peaceful Tanzanian society that respects human rights with a gender perspective.

Ms Rose Reuben Ms Valerie N.Msoka Chairperson Executive Director

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ACKNOWLEDGEMENT

Once a document is complete it is easy to forget that getting it to completion took long hours, arguments and readings. Having said that, nothing good comes without some sweat. This Strategic Plan is the outcome of a lot of commitment from a team lead by Board member Sophia Ngalapi with team members Gladness Munuo, Maria Shaba and Upendo Mwinchande. Others were Mzuri Issa, Marko Gideon and the Executive Director, Valerie N. Msoka. The secretariat provided the logistical support and ensured the hot water was always available for the endless needed teas. The final product would have been incomplete without the support of the Governing Board, TAMWA members as well as stakeholders who were instrumental on suggestions on the way forward. The Consultants, Stella Manda, Ibrahim Ugullumu and Aida Kiangi put in their expertise to ensure the document is what it is. To all mentioned and unintentionally not mentioned THANK YOU.

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EXECUTIVE SUMMARY

Tanzania has witnessed, through the media, an increased awareness of issues related to Gender Based Violence, Gender Inequality, Women’s access, control and ownership of resources, Women’s representation in decision making bodies, Maternal Health and children issues, the rights of people with disability and the elderly - basically an awareness of human rights with a gender perspective. This has resulted in positive actions by the government and society in addressing the needs of the marginalised, especially women and children.

The proposed Constitution of Tanzania, the 2015 General Elections and the Sustainable Development Goals (SDGs) adopted in 2015 are opportunities to further address the situation and to ensure that Tanzanians are aware of democratic and developmental processes that affect their lives. It is in this context that TAMWA’s strength will once again be tested in ensuring that women’s and children’s rights are addressed to bring about the required change.

It was to address women’s rights which were being denied that in 1987 women from different media organizations joined hands to form the Tanzania Media Women’s Association (TAMWA). While the primary aim of the organisation was to address the plight of women in the media houses and the portrayal of women and their issues in the media, reality was that the situation they faced was the same for most women in Tanzania.

Since its inception the organization has contributed to the social transformation towards women at the national, community and individual levels. However, as much as one can commend this attitudinal change, there is still a lot to be accomplished to the realization of social justice, gender equality and women empowerment.

Thus, this SP is another step to the realization of the above goal. It is a plan that has been informed by the previous strategy (2009-2014), lessons learnt and the contextual analysis of the state of women and girls rights in Tanzania. It has also been informed by TAMWA’s participation in coalitions, alliances and in the ongoing struggles to break all inequality chains and social injustices.

Furthermore, it has taken stock of its current status, management structure and performance mechanism and acknowledged that there is a need for change, an

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enhancement of its constitution as well as its human and financial capacity in order to perform effectively, efficiently and deliver tangible outcomes in the society it serves.

Through this stock-taking, the strategic thematic areas to address will be:

i. GBV and Persistent Gender Inequalities ii. Women’s Social, Political and Economic Empowerment iii. Violence Against Children and especially the Girl Child iv. Girls and Women’s Access to Information and ICT v. Institutional Strengthening

These will be addressed through TAMWA’s major roles and functions which include media advocacy, lobbying, training, journalistic surveys and coalition building. At the end of Strategic Plan, the Association also expects to see a significant change of its constitution, networking and its structure.

There is no doubt that this Strategic Plan will be open to review and changes as TAMWA responds to the needs of women and girls through and within the media. This document will therefore serve as reference to the organization’s implementation plans and, through monitoring and evaluation mechanisms inform subsequent plans in the coming years.

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TAMWA

In late 1986, 12 women media practitioners met and saw the need to organize and form an organization that will promote women and girls’ issues. The result was the Tanzania Media Women's Association (TAMWA), a membership, non-governmental, non-partisan and not- for-profit organization registered on 17th November 1987 under the Societies Ordinance Cap 337 of 1954 with registration number (SO 6763). In 2004, the association complied with the 2002 NGO Act of the United Republic of Tanzania. In 2007, TAMWA was also registered in Zanzibar as TAMWA Zanzibar under Society Act No. 6 of 1995. To date TAMWA has more than 100 members from both Tanzania Mainland and Zanzibar accredited to various media houses while some work as media consultants and some holding government office.

OPERATING FRAMEWORK

In response to the widespread violation of women and children’s rights in the society and the dominance of patriarchal values that reinforce gender inequity and inequality, it was envisaged that TAMWA would advocate for women and children’s rights by conducting awareness raising activities for social transformation in the society through the use of media. Through this, the media in general would embrace and promote human and women’s rights, gender equality and development. This is what informed TAMWA’s vision and mission.

VISION: A peaceful Tanzanian society which respects human rights from a gender perspective.

MISSION: To advocate for women and children’s rights for cultural, policy and legal changes/transformations in the society through the use of media.

CORE VALUES • Transparency The organisation shall enhance the spirit of transparency in everything it does. Efforts shall be made to ensure that every key actor, programme and activities of the organisation are transparent. This is important as it indicates honesty and sincerity for the ultimate integrity and credibility of the organisation. • Accountability The organisation shall be accountable not only to donors but also to stakeholders and individuals who work with it. The organisation shall promote and indicate the spirit of accountability to all staff, members and other stakeholder whom TAMWA shall collaborate with. TAMWA’s motto is “Umoja, Uwajibikaji na Uaminifu” - Unity, Accountability and Trustworthiness. • Diversity The organisation believes that different views and opinion from a wide range of stakeholders are healthy for bringing about desirable changes in the society. Multidisciplinary is another element of diversity which TAMWA values.

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• Respect The organisation shall uphold and respect each individuals dignity, their human rights and each member and employee is duty bound to adhere to this.

SOME ACHIEVEMENTS: 1987 – 2015 Over the last 20 years of media advocacy work, TAMWA , in collaboration with other like- minded organisations, has contributed variously to the perceived transformation of the Tanzanian society including the realization of the following:

▪ The government enacted The Sexual Offences (Special Provision) Act (SOSPA) 1998 which criminalize carnal knowledge with a girl below 18 years and for the first time criminalized FGM for a female below 18 years. Feminism Activism Coalition (FemAct), a gender movement bringing together more than 50 NGOs country wide, appointed TAMWA to lead the campaign for the enactment of the said law.

▪ The repeal of The Land Ordinance of 1923 and the enactment of the Land Act of 1999 and the Village Land Act of 1999, all of which reinforced the right of women to own land. For the first time in the history of the country, the village Land Act of 1999, provided for the participation of women in land dispute resolution organs.

▪ In the late 1990s, broke the silence on killing of elderly women due to witchcraft beliefs. Today witchcraft killing is a national agenda.

▪ The repeal in 2005 of the Zanzibar Spinster, Widows and Female Divorcee Protection Act No 4 of 1985 which sentenced to jail for two years, women who fell pregnant out of wedlock.

▪ Empowerment programs increased number of women in parliament from 20 percent in 2000 to 35 percent in 2010 and for the first time a woman became Speaker of the National Assembly. The number of Local Government Women Councillors also increased from about 1, 200 (33%) in 2005 to 1,740 (about 35%) in 2010.

▪ Village saving and loan schemes in Zanzibar for investment in income generating and social development activities whereby more than 2,000 women were involved in activities including poultry, handcraft, soap making, vegetable and petty trade. Out of these programs women managed to take various actions for their self- development including reporting GBV cases and encouraging each other to take actions. In the 2010 general election 27 members of the groups contested at various levels mainly councillors and eight of them won the race.

▪ A scholarship fund was initiated in 2005 to loan fees to members to pursue further studies in the country. Todate, 16 members have pursued Bachelor and Master Degrees in various local universities.

▪ Transformed the media industry to appreciate issues related to gender equality.

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Media reports no longer feature women activists and organizations only doing community service but actively making demands on the government to respect constitutional and legal rights. Todate more than 2000 journalists (men and women) have received training facilitated by the organization on gender sensitive reporting.

Institutionally, major achievements included:

▪ Purchase and furnishing of office premises at Sinza-Mori, Kinondoni in Dare es Salaam. ▪ Acquisition of land and building of office premises in Tunguu area Zanzibar. ▪ Opened an office in Pemba, Zanzibar. ▪ Ownership of a 34.7 hectare plot at Kongowe, Kibaha, Coast region for future development of the association such as the building of a TAMWA institute. ▪ Maintaining clean audit reports over the last 10 consecutive years.

All these have resulted in TAMWA being recognized by the government as an active partner in advancing gender equality, empowerment and development in Tanzania. In 2010 a TAMWA member received the Tanzania Woman of Courage Award provided by the USA Government in recognition of her efforts to promote equality, opportunity and justice for Tanzanian women and girls. In 2014 two of its members were selected to be part of Constituent Assembly which discussed the constitution which will lead Tanzania in its next phase of its democratic growth. In 2015 TAMWA received two national awards in recognition of its efforts to bring about gender equality and women empowerment in the country. In the same year, a TAMWA member received the first champion award for advocacy against child early and forced marriage from the Canadian High Commission in Tanzania.

Following the successful implementation of the 2003 -2007 and 2009 – 2014 strategic plans, which intensified, among other things, the fight against corruption, legal and favourable treatment of the survivors of violence against women, awareness and action against FGM and child marriage; increase of women in the decision making organs and women economic empowerment; the Association has raised this third 2016 – 2020 strategic plan.

Photo for TAMWA members

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ONE: INTRODUCTION

TAMWA’s vision and mission are a response to the wide spread violation of women and children rights in different forms and levels; the dominance of patriarchal values that reinforce gender inequity and inequality and the marginalisation of women and children. Recognising that the media is an agenda setter and a powerful tool for social transformation, TAMWA uses the media and communication tools to advocate for issues that affect these two groups. It therefore harnesses the competencies of its members and engages with the media to give voice and visibility to the disadvantaged and marginalised groups. This strategic plan, as have been previous ones, is towards the realisation of this mandate.

1.2: PURPOSE OF THE PLAN

The purpose of this plan is to focus on women and children especially the girl child and contribute to national efforts which address gender discrepancies in socio-economic, political, technological and civil spheres of life in Tanzania. In doing this, the plan will provide guidance to different TAMWA stakeholders through the activities and targets as well as the allocation of resources.

The plan will serve to inform TAMWA’s stakeholders, guide the Association’s operations and its accountability to the communities. It will also set a basis for performance monitoring and evaluation mechanisms.

1.3: METHODOLOGY

The Strategic Plan has been prepared in a participatory manner involving the management of TAMWA and the secretariat of both Tanzania Mainland and Zanzibar, stakeholders such as TGNP, MCT, UNFPA and PAMOJA TWAJENGA.

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TAMWA’s previous objectives and strategies were also reviewed to ensure that all interventions fit into a common framework; all efforts are streamlined - be they programmes or projects, “recurrent” or “development” into a single rational plan.

The review process made reference to TAMWA’s 2009-2014 strategic plan and its 2014 Annual Report, the SDGs, Tanzania Development Vision 2025, the National Strategy for Growth and Reduction of Poverty and findings of the 2012 census. The process also involved carrying out a situation analysis of TAMWA’s Strengths, Weaknesses, Opportunities and Threat (SWOT) as well as an external analysis of the Political, Economic, Social and Technology situation (PEST).

1.3: PLAN LAYOUT

This Strategic Plan consists of four chapters: Chapter One: The introduction which presents the purpose of the plan, its layout and the methodology; Chapter Two: The situation analysis which provides 2009-2014’s performance review, the SWOT and PEST analyses. Chapter Three: The implementation plan which has the objectives, strategies and targets. Chapter Four: The result framework which indicates the way the strategic plan will be monitored and measured. The chapter also explains the plan’s modalities of reviewing and reporting. At the end of the document there are three annexes, the current and proposed organizational chart for TAMWA and the result framework.

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CHAPTER 2: SITUATION ANALYSIS

TAMWA’s basic objective of “contributing towards a peaceful Tanzanian society that respects human rights with gender perspective”, provided the rationale for the association’s 2009-2014 Strategy which focused on the following issues:

Combating Gender Based Violence: This included: • Girl child education • School pregnancy • Child marriage • Rape • Abandonment of women and children • Denial of widow inheritance rights • Female Genital Mutilation (FGM)

Good Governance: Speaking about and against all forms of corruption at all levels of society and participating in debates on malpractices against women

Promoting Gender equality: Empowering women to participate in the social, political and economic spheres of society and increasing their visibility in decision-making processes and bodies.

Combating Poverty: Building women’s capacity and enabling them to participate in income generating activities.

Health: Reducing maternal deaths through information and creating awareness of issues around HIV/AIDS.

For the effective realization of the above mentioned strategic issues, TAMWA undertook the following:

Policy Analysis and Research in order to gather and analyze issues to facilitate advocacy and dissemination of accurate information.

Advocacy and Coalition Building (ACB) with like-minded organizations to build a stronger advocacy voice so as to raise public awareness on pertinent issues and call for action.

Training and Capacity Building Strategy (TCB) to strengthen advocacy on the strategic issues. This included producing training materials, sharpening journalists and artists’ skills, strengthening media advocacy skills, building community activism and engaging advocacy pioneers.

Organizational Management (OM) to improve performance and sustainability of TAMWA. Planning, strengthening the institution, monitoring and evaluating its activities and looking for opportunities to provide growth to members.

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2.1 PERFORMANCE REVIEW

The implementation of the 2009 – 2014 strategic plan has seen an intensified fight against all forms of GBV and especially FGM, Child marriage and school pregnancy, legal redress for GBV survivors, visibility of women in the decision making organs and action against corruption. However, despite the achievements the perpetuation of GBV and gender inequality in the socio- economic-political spheres of Tanzania society continues as evidenced by a review of the strategic issues:

2.1.1 Combating Gender Based Violence(GBV) Incidents of GBV are still high in Tanzania owing a great deal to lack of awareness of SOSPA (1998), the delay of cases in legal courts and many women and children fearing to speak out against acts of GBV. In Zanzibar the absence of DNA test is another outstanding bottleneck towards legal justice for GBV, especially rape. FGM is still going on in Tanzania and though practiced in a number of regions, the TDHS 2010 report shows that it is high in Manyara (70.8), Dodoma (63.8), Arusha (58.6), Singida (51.0) and Mara (39.0). As regards school dropouts of girls, the 2011 statistics show that 1.4 per cent of all girl students got pregnant while more than 55,000 girls in primary and secondary schools in Tanzania mainland dropped out of school due to pregnancy. In Zanzibar, 30 to 40 girls are annually expelled from school due to marriage and 20 to 30 are expelled because of teenage pregnancies. Lack of awareness and out-dated government policies and the presence of laws such as the Law of Marriage Act of 1971 which allow girls aged below 18 to get married, contribute to the situation. According to the 2010 TDHS report, child and forced marriage is high in the regions of Shinyanga (59%), followed by Tabora (58%), Mara (55%), Dodoma (51%), Lindi (48%).

2.1.1.1 Achievements The 2009 -2014 period has seen an increased awareness of GBV issues in the society. The media has been at the forefront of creating this awareness as exemplified by the more than 10,000 stories written (GEWE 2012-2014 report) on various GBV related issues. International Days of women and children are now marked nationally with both government and political leaders speaking on these occasions and highlighting issues of GBV. From 2012 7

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to 2014, TAMWA has handled 5162 GBV cases while 194 cases were received by TAMWA Zanzibar. All these were referred to relevant institutions for action. The proposed constitution of Tanzania is a showcase of TAMWA’s contribution to the campaign against GBV and how it has gained ground in the country. This is because the document mentions that traditional and harmful practices such as FGM, child marriage and any form of GBV are prohibited.

2.1.1.2 Challenges Changing the mind-set of people steeped in traditions, culture and secrecy and the existing patriarchal system in almost every aspect of the society coupled with conflicting laws which perpetuate GBV. TAMWA has successfully trained women activists in various regions but other actors such as men, boys, political leaders especially at wards and district level, religious leaders and traditional leaders are equally important and they have not been adequately reached.

2.1.2 Good Governance Good governance comprises of processes and democratic institutions through which all citizens and groups – men and women and youths and children - articulate their interest, exercise their rights, meet their obligations and mediate their differences. It is epitomised by the government abiding by its constitutional machinery and a strong and vibrant Civil Society Organisations (CSOs) participating in public affairs. In the period of 2009 – 2014, bribes have flourished in the social, economic and political sphere reducing or excluding the democratic participation of women and the youth. In such a situation too, it is the poor citizens, the majority being women who bare the brunt of corruption. TAMWA believes there is close link between bad governance and GBV, poverty and the spread of HIV.

2.1.2.1 Achievements TAMWA’s trainings on investigative journalism have contributed tremendously in the media’s role of educating the public on the negative impact of corruption and exposing the different types of corruption in Tanzania. One of the results is that at least some government officials implicated in corruption and other malpractices have resigned. In 2008 the Prime Minister and three ministers were forced to resign following allegations of 8

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corruption in the procurement of a power generation plant popularly known as the Richmond scandal. In 2015 a scandal known as Tegeta ESCROW, where millions of dollars were taken from the Central Bank and distributed illegally among government officials and individuals forced the resignation of the Minister of Minerals and Energy, the Permanent Secretary of the same ministry and the Attorney General. The Minister of Lands, Housing and Urban Settlements Development was also asked to resign from her position. Both the Richmond and ESCROW scandals are results of the empowerment of journalists and putting into practice the media role as a gate-keeper.

2.1.2.2 Challenges Society embracing corruption as the norm such that even some media personnel, police and judiciary are being enticed. This impacts the profession and creates animosity among practitioners. Other challenges are the government’s failure to deal with corrupt senior public officials, lack of government commitment to address corruption and the fact that most citizens, especially in the rural areas, don’t understand the nature of corruption and its impacts on the economy, development and the perpetuation of GBV.

2.1.3 Promoting Gender Equality Like other African societies, patriarchy is dominant in Tanzania resulting from a systemic socialization process in which women are relegated to a subordinate position in society. Women are disempowered economically as they do not own wealth which they are the producers. Market access is even more of a setback to them mainly because of fear and lack of exposure. The existing socialisation processes has led to women being seen as objects of pleasure, incapable of making decisions even on their own lives. In essence, women in Tanzania are marginalized in the social, political and economic spheres of the society.

2.1.3.1 Achievements Through trainings to potential women candidates and media advocacy on women participation in democratic processes such as the constitution making process and elections,

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TAMWA, in collaboration with like-minded organisations, has contributed to an awareness of having more women in many decision making bodies. In the parliament of URT women increased from 20 percent in 2000 to 36 percent in 2010 and for the first time a woman became Speaker of the Parliament. In Zanzibar, the number of women increased from 10.5% in 2005 to 30% in 2014. Table 1 below showcases the changes from 1995 when the first multiparty democracy election was held up to 2010: Table 1: Number of Women MPs Since 1995 Election Year No. of women No. of women No. of women MPs candidates in the who won the (Constituents , special seats constituencies elections and presidential appointees) 1995 67 8 37 2000 72 12 63 2005 70 17 97 2010 191 20 125

For the councillorship in Zanzibar where TAMWA has implemented several empowerment programs, the gap is significantly narrowing as shown in table 2 below: Table 2: Women Councillors in Zanzibar since 2000 Election Year No. of women No. of women % of women who won candidates in the who won the through constituencies. wards elections 2000 18 7 4.2 2005 28 10 7.0 2010 75 16 11.3

2.1.3.2 Challenges There are several challenges limiting women’s participation in the political, social and economic spheres, but the most pronounced include male patriarchy inherited in our society and social norms. Additionally, it is the women’s lack of confidence to participate in politics and to compete for positions in work places and other spheres in the society. Despite the fact that the proposed constitution, if passed in the expected referendum, is an opportunity to champion women and other marginalized groups agenda, the fact that there is no structure to monitor its implementation will constitute a hurdle that TAMWA has to strategize to overcome. This is because according to the 2014 Tanzania Human Development Report men still dominate most of the decision making positions as

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exemplified in table 3 below of the six important decision making positions in Tanzania mainland and Zanzibar. Table 3: Women and Men in Six Decision-Making Positions in 2014 Tanzania mainland Zanzibar Total Female Male Female Male Members of 100 167 27 55 349 Parliament Regional 5 20 0 5 30 Commissioners Regional 10 15 1 4 30 Administrative Secretaries District 48 88 2 8 146 Commissioners District 21 113 2 8 144 Administrative Secretaries Councillors 1,321 3,101 63 129 4,614

Furthermore, the illustration on the following page shows men dominance, since independence, in the three pillars of government.

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EXECUTIVE (Presidents)

Julius Kambarage Nyerere Ali Hassan Mwinyi 1964 - 1985 1985 - 1995

Benjamin William Mkapa Jakaya Mrisho Kikwete 1995 - 2005 2005 - 2010

PARLIAMENT (Speakers)

Adam Sapi Mkwawa Erasto Mang’enya

1964 – 1973 & 1975 - 1994 1973 - 1975

Pius Msekwa Samwel Sitta 1995 - 2015 2005 - 2010

Anna Makinda 2010 - 2015

JUDICIARY – Chief Justices

Ralph Windham: 1960 - 1965 Phillip Georges: 1965 - 1971

Augustine Said: 1971 - 1977 Francis Nyalali: 1977 - 2000

Barnabas Samatta: 2000 - 2007 Augustino Ramadhani: 2007 - 2010

Mohammed Chande Othman - 2010 to Present

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2.1.4 Poverty Reduction About 60 percent of women in Tanzania live in absolute poverty even though they contribute more than half of the total household income. Overall, women in Tanzania face numerous constraints, including limited access to resources and opportunities such as land, capital and labour, and decision making power to change the situation so that they can solve their problems at the grassroot level and find a way to improve their status. A strong nation is built by economically empowered individuals not limited to men but is shared with the women who in Tanzania constitute more than 51% of the population.

2.1.4.1 Achievements Poverty has been dropping by 1 percent per annum from 2007 to 2014. The poverty that has affected one’s ability to meet basic needs such as food has been dropping progressively from 34.4% in 2006 to 28.8% in 2014 and abject poverty from 11.7% to 9.7%. Although this achievement is minimal and differs between men and women and also between rural and urban dwellers, it is in the same period when women have increasingly become involved in income generating activities such in informal sectors and have had access to microfinance. Gender Equality and Women Empowerment project’s studies in 2012 and 2014 show the increased number of women engaged in income generating activities from 14.8% in 2012 to 31.5% in 2014. This is the result of women’s access to messages of empowerment, microfinance credits, increased understanding of their rights including the rights to own means of production such as the land. In Zanzibar, TAMWA has involved more than 2000 women in income generating activities including poultry, handcraft, soap making, vegetable farming and petty trade. It has also initiated a farming school at its compound in Tunguu where farmers both women and men meet every Wednesday to increase their farming capacity. The farm which is guided by an expert has successfully planted vegetables such as onions and green peppers which were previously imported because of the belief that the hot weather of Zanzibar was not conducive for farming such vegetables.

2.1.4.2 Challenges Few women have access to banking - one indicator of their inadequate empowerment. In the rural sector, and the poor urban suburbs particularly, women lack property rights as well as adequate knowledge of existing credit facilities. Women’s subordinate positions in the 13

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different spheres of life are enforced by their low education levels, and their inadequate knowledge and skills to manage their work.

2.1.5 Health, HIV and AIDS This area was part of the 2009-2014 SP in response to the 2007 WHO report which showed that 579 women die in every 100,000 deliveries. However, unofficial reports had indicated that the rate was much higher especially in the rural areas due to insufficiency of reproductive health facilities and lack of community awareness on issues and practices impacting negatively on maternal health. It was a trend that needed a great deal of advocacy in order to be reversed and therefore save the lives of women and children. Furthermore, since the first reported HIV/AIDS case in Tanzania in 1983, great strides have been made in administering treatment and care of those affected and stigmatization of those affected has also decreased. However, the linkage between GBV and HIV infection as well as the impact of HIV / AIDS on women has not been properly addressed and poses a problem. This is more so because of incidences of harmful/risk practices such as FGM, rape, child forced marriages and widow inheritance in communities around the country.

2.1.5.1 Achievements The 2012 census results on maternal mortality rate in Tanzania estimated 432 deaths per 100,000 live births. This is 147 deaths less than in 2007. While the decrease is not substantial, the media advocacy that went into highlighting safe motherhood has shown results. Safe motherhood is also addressed in the proposed constitution which will pave the way for even lesser deaths in the coming period. Media advocacy in creating awareness on HIV/AIDS has also paid off in that there is greater awareness on the linkage between GBV and HIV infection as well as the impact of it on women’s general economic status which has led to an increased number of organisations advising on HIV/AIDS. There is also knowledge among communities where FGM is practiced of the possibility of HIV/AIDS infection through the multiple uses of a single FGM tool. This has made some practitioners abandon the practice and intended girls to run away.

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Access to and provision of health services will continue to be an advocacy issue for some time. This is because there are still women who have to walk more than 10 kilometres in search of a health facility and those who can easily access them are faced with lack of medication or the centres are not adequately equipped or staffed. While there has been a general decrease of HIV infection and those having AIDS, there is still need to reach the rural areas which are inaccessible because of the poor infrastructure. Additionally, stigmatization of those living with HIV/AIDS still exist.

2.2 SWOT ANALYSIS

In a bid to embrace the challenges, consolidate the achievements and address the prevailing as a basis of moving forward, an analysis of the Strengths, Weaknesses, Opportunities and Threats (SWOT) that exist has been conducted. The findings are summarized in Table 4 below: Table 4: SWOT Analysis

STRENGTHS WEAKNESS • Human resource: More than 100 members who are • Lack of capital: Creates insecurity and frustration professionally experienced and who individually in programme implementation. have diverse capacities and capabilities. • Lack of Basket Fund: Makes it hard to plan ahead. • Management : Capable, committed and • Limited resources: Difficult to attract experts and knowledgeable secretariat. qualified and experienced staff. • Media Expertise: Knowhow of using the media and • Absence of an advisory board: Create divisions unique style (bang style journalism) it employs among members in dealing with internal conflicts. attracts public attention both within and outside • Limited space: Leads to lack of privacy, intimacy country. and confidence for victims and survivors of GBV. • National recognition: Gender equality and women • Limited collaboration: Makes it hard to create empowerment award by the former President of needed responses especially with government the URT Hon Jakaya Kikwete. officials at the district level. • Knowledge: Understanding the needs of the • Lack of tangible commitment especially among communities it serves. members impacts organizational growth. • Strong networking: Good relationship with • Structural and informational communication gap partners and stakeholders. especially amongst TAMWA members and with • Capacity: To fund raise for its activities. some strategic stakeholders. • Assets: Owns its offices and vehicles both in • Limited number of staff at the secretariat in Tanzania Mainland and Zanzibar. Owns land for Tanzania Mainland and Zanzibar which affects future expansion/development programs.

OPPORTUNITIES THREATS • Uniqueness of the service TAMWA provides. • Global financial crises make it difficult to get • An increasing population that wants to participate funding. in democratic processes. • The thin line between activism, religious • A greater demand for the services TAMWA fundamentalism and politics. provides. • Competition for resources with INGOs. • Potential to build partnership loyalty through • Donor needs and goals that compete with those of quality service. the institution’s. • The SDGs embrace TAMWA’s strategic issues. • Retaining skilled staff, consultants, experts or 15

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• Most CSOs are ready to work in coalitions. volunteers due to lack of financial stability. • Endorsement of the proposed Constitution. • Creation of media and communications • Positive donor perception and attitudes towards departments in many organisations means TAMWA’s work. TAMWA may lose its media advocacy strength. • Legal and policy environment might strangle and interfere with the smooth implementation of activities.

2.2.1 PEST ANALYSIS The year 2015 is historic both at national and international levels. In terms of the latter, it is 20 years after Beijing , and the end of the Millennium Development Goals that the world had committed to achieving by 2015. Both these milestones have addressed women inequality and the media role in social transformation to bring about gender equality and women empowerment. But despite the success of these two, poverty, gender inequality and poor health have not ended and this ushered in the SDGs, will go further than Beijing and MDGs to end poverty and inequality, take action in climate change and environment, improve access to health and education and more.

Nationally, the 2015 general election will bring in a new leadership that will address gender inequality and issues that women right organizations including TAMWA have campaigned for years and more so during the Constitutional Process (2012 – 2014). As TAMWA embarks on another phase of its journey towards achieving a society free of GBV and one which upholds gender equality it will need to take into account the following:

Table 5: PEST Analysis

POLITICAL ECONOMIC

• Change of political leadership and the constitution. • Corruption in the government and the private sector. • Party structures that limit more women in political • Government dependence on donor aid which leadership. sometimes delays developmental agenda. • Government structures which limit women’s’ voices • The “curse” of being endowed by minerals, sources of from influencing resource allocation, utilization, energy, land. distribution and benefits at all levels. • A bold leadership that will take a strong stand on strengthening the economy.

SOCIAL TECHNOLOGICAL

• Lack of legal support frameworks to deal with GBV • Tanzania is vast and diverse. TAMWA needs to seize cases efficiently and effectively. the opportunity of filling the gap in information and • Limited security at home, in the streets, places of communication technology to connect its programmes work, worship, entertainment. with communities. • Lack of quality education, economic power. • Old women burdened with responsibilities of caring the home, orphaned children and those abandoned by parents. • Lack of formalized institutional care and safety for children so that mothers can do gainful work. • Public ignorance of the law. • Neglectful and abusive parents and caregivers.

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2.2.2 Issues Emerging From the Situational Analysis

The performance review, the SWOT and PEST analyses showcase the main critical and the emerging issues which will inform the strategic plan. This strategic plan defines critical issues as those which, may or may not have been amidst us for a long time but pose as barriers to gender equity and equality in Tanzania. Emerging issues on the other hand, are those that result from a socio economic, political, institutional or technological evolutionary environment or process.

2.3 CRITICAL ISSUES 2.3.1 Gender – Based and Women-Targeted Violence • Violence targeted at women. • Conflicting laws which perpetuate GBV. • Inadequate/absence of legal support frameworks to deal with GBV cases efficiently and effectively. • Corruption in the pursuit of justice. • Limited physical space for provision of privacy, intimacy and confidence for victims and survivors of GBV. • Sextortion. 2.3.2 Persistent Gender Inequality • The existing patriarchal system in almost every aspect of the society. • Invisibility of women in the decision making organs. • Party structures that limit more women in political leadership. • Government structures which limit women’s’ voices from influencing resource allocation, utilization, distribution and benefits at all levels. • Patriarchy that limits women access to and participation in education, politics, governance and ownership of resources such as land etc. • An environment that limits access and participation of women with disabilities in the social, economic and political spheres. • A society that burdens old women with care of the home, orphans and children abandoned by parents. • Lack of women’s rights and inaccessible health services.

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2.3.3 Violence against Children, especially the Girl Child • Early and forced marriages. • Inadequate education for girls and youths. • Teenage and School pregnancy. • School dropouts. • Child abuse/gender based violence. • Lack of institutional care and safety for children. • Absence of quality education.

2.3.4 Weak Institutional Setup and structure • Weak commitment of members. • Inadequate staff capacity; high turnover of staff. • Lack of mechanism to address internal conflicts. • Limited collaboration with the Local government (especially at District level). • Inadequate physical space for TAMWA operations (TAMWA and CRC). • Weak financial base and systems. • Weak M & E systems. • Inadequate financial resources.

2.4 EMERGING ISSUES 2.4.1 Girls and women inaccessibility to Information and ICT • Enabling environment for Women and Girls to access ICT services. • Use of ICT for economic empowerment. • Access of information for agricultural development. • Use of mobile phones for development and business. • Use of mobile phones for awareness raising on human rights related to women and girls. • Use of ICT for market access of women in the informal sector. • Use of ICT for political empowerment.

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In summary the emerging and critical issues and their corresponding strategies can be illustrated in the table below: Table 6: Critical and Emerging Issues CRITICAL ISSUES STRATEGIC OBJECTIVE 1. GBV and women-targeted violence. Creating awareness on GBV and gender inequality.

2. Persistent gender inequality and marginalization Empowerment of women for social, political and of women. economic participation; promote access to resources and services. 3. Marginalization/abuse of children especially the Creating awareness on early and forced marriages girl child and the related issues of access to education, teenage pregnancy, school dropout and FGM. Creating awareness of VAC in the society, pressurizing for friendly environment in schools to address the needs of those with disabilities and addressing laws and policies that allow VAC.

4. Institutional setup and structure that is not TAMWA’s structure improved for gender-responsive responsive to changes. activism and actions, through improved coalitions, linkages, synergies networking, as well as organizational and human resource capacity development. The constitution changed to address organizational growth. EMERGING ISSUES STRATEGIC OBJECTIVES Limited access to information and ICT for women and Capacity building on the importance of access to girls information and ICT in seeking opportunities and participation in democratic processes and economic development. Make use of ICT as a tool in the fight against GBV and VAC.

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CHAPTER THREE: IMPLEMENTATION PLAN

TAMWA’s vision of “contributing towards the existence of a peaceful Tanzanian Society that respects human rights with a gender perspective” provides the rationale for the interventions to address the critical and emerging issues. In translating these issues for implementation purposes, TAMWA will consolidate on the gains made during the just ended Strategic Plan and break new grounds. The strategy shall focus on the development and execution of a series of media advocacy initiatives meant to lead to change in policy and legal frameworks as well as attitudes and practices contributing to GBV and gender inequality in all spheres of society, VAC especially on the Girl Child, accessing of services and resources as well as economic empowerment and participation in democratic process of women and youth. In this regard the association articulates and will implement the following strategic objectives:

3.1 OBJECTIVE A: ADDRESSING GBV AND PERSISTENT GENDER INEQUALITIES.

3.1.1 Rationale GBV is defined as any act which might cause physical or psychological harm to women or men. The past ten years has seen a voice rise up against GBV and gender inequalities which has led to action being taken as well as justice being served in some areas. The years have also seen closer collaboration between TAMWA and other actors in the campaign against these issues, for example in Zanzibar, the office of the DPP is open to members of the association should they feel a case is being delayed or justice might be denied. However, the success so far means more pressure so as to ensure Tanzania is free of GBV.

3.1.2 Main Strategies The strategies will apply to each GBV area as follows: • Rape – Strengthen media advocacy and increase counselling and legal support to survivors. Reaching out to rural areas through establishment and support of information and knowledge and one stop centres to address rape cases at the grassroots level. 20

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• Inheritance Rights – Create awareness to increase women’s understanding of this issue. Reaching out to rural areas through establishment and support of information and knowledge centres to address inheritance rights at the grassroots level. • Sexual and Domestic Violence - Increase media advocacy, counselling, legal support and capacity building on gender equality. Reaching out to rural areas through establishment and support of information and knowledge and one stop centres to address sexual and domestic violence cases at the grassroots level. • Sextortion - Increase media advocacy, counselling and legal support. Reaching out to rural areas through establishment and support of information and knowledge and one stop centres to address sextortion cases at the grassroots level. • Harmful Traditional Practices – Increase media advocacy, counselling and legal support. Increase research and analysis, networking and strategic coalition activities to strengthen advocacy for change of laws and policies that perpetuate harmful traditional practices. Reaching out to the rural areas through establishment and support of information and knowledge and one stop centres to address harmful traditional practices at the grassroots level.

3.1.3 Outcomes • Society and law enforcing agencies are taking due action against GBV as a result of increased awareness . • Abolishment of laws that perpetuate GBV and those that are conflicting. • Enactment of laws and policies against all forms of GBV.

3.1.4 Outputs To achieve this objective, the following outputs are expected:- • Increased number of gender based and women empowerment trainings to journalists and communities in both Tanzania Mainland and Zanzibar. • Increased number of women’s understanding of GBV and who are capability to fight for their rights of equality. • Increased number of GBV related laws and policies changed as a result of advocacy. • Increased number of GBV survivors reached with counselling and legal support. • Increased number of women accessing information related to their rights.

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• Increased number of researches, laws, policy analysis and journalistic surveys in GBV prone areas for evidence-based advocacy.

3.1.4 Key Performance Indicators The following Indicators will be used to measure expected outcomes under this objective:- • Number of journalists trained on GBV and gender inequality. • Number of articles and media houses involved in the advocacy against GBV. and gender inequality. • Proportion of women and men who report GBV. • Percentage of reported GBV and gender inequality incidences in the country. • Percentage of people aware of GBV issues. • Number of GBV related laws and policies changed as a result of advocacy. • Number of GBV survivors reached with counselling and legal support. • Number of women accessing information related to their rights. • Number of researches, laws, policy analysis and journalistic surveys on GBV.

3.2 OBJECTIVE B: WOMEN’s SOCIAL, POLITICAL AND ECONOMIC EMPOWERMENT

3.2.1 Rationale Male patriarchy inherited in our society, social norms and women’s lack of confidence are among the reasons that limit women’s participation in the social, economic and political spheres. Politically, men have dominated since independence. This is also due to both party and government structure that perpetuate gender inequality. Economically, marginalization has sunk women into extreme poverty. The FinScope 2009 survey shows that 56% of working-age Tanzanians had no access to financial services of any type or are excluded, with this figure rising in rural areas. More specifically, in Northern Pemba (Micheweni), almost 80% of the population has no access to financial services and in Unguja 55% of the population is excluded from accessing financial services. In addition to the financial access constraint many have not been enrolled in any economic activity while some of those who have, produce low quality products with no reliable market. Unfortunately there are no forums for women to meet, discuss and address their social economic barriers. Socially, the lack of education and GBV in all its manifestations have relegated women to their

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subordinate positions. Despite the fact that the proposed constitution, if passed in the expected referendum, is an opportunity to champion women and other marginalized groups’ agenda, there is no structure to monitor its implementation.

3.2.2 Main Strategies To address the above situation, this objective will use the following strategies: • Political Rights – Promote gender equality in participation and decision-making through capacity building for women to participate in the electoral politics and sensitization of actors including political parties, media, local leaders and religious leaders to promote women in decision making organs. • Economic Rights – Promote women financial access and enrolment to economic activities. Promote women access to lands and increase their benefit from natural resources and agricultural productivity. The main interventions to realize this will include capacity building for women on quality products, market access and gender equality. Additionally, will include advocacy for abolishment of women economic barriers through media and formation of community networks to address women economic issues. • Health – Enhance women’s access to reproductive health services to address issues of infant and maternal mortality rates. In order to realize this, TAMWA will increase media advocacy to raise awareness on the need for women access to reproductive health. • Women with disability – Increase their participation in the social, political and economic spheres. TAMWA will strengthen media advocacy to raise awareness of persistent gender inequalities among the women living with disabilities. • Media – Advocate gender equality in the media’s decision making personnel and in content and promotion of gender sensitive media. This will be realized by promoting gender sensitive media policies in media houses through strengthening media monitoring, research and analysis of gender inequality. Also through advocacy to raise awareness of persistent gender inequalities and mainstream gender issues in media content and institutions.

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3.2.3 Outcomes • Women are represented in power structures and participating equally in decision making bodies. • Women’s increased access to ownership and control of productive assets. • Women’s increased incomes. • More media houses adopt policies that promote gender sensitive content.

3.2.4 Outputs

• Increased number of women in the political arena. • Increased number of women in decision making organs. • Increased number of women who access markets. • Increased number of women who engage in IGAs. • Increased number of women savings groups. • Increased number of men sensitized to support women in the political, social and economic spheres. • Increased number of gender sensitive newsroom policies.

• 3.2.5 Key Performance Indicators • Proportion of women in decision making processes and bodies. • Number of collective actions taken by women through their networks and groups. • Number of women who have access to production equipment. • Number of women with improved business performance. • Percentage of women engaged in income generating activities. • Percentage of men sensitized to support women in the political, social and economic spheres. • Percentage of gender sensitive media policies and content.

3.3 OBJECTIVE C: COMBATING VIOLENCE AGAINST CHILDREN AND ESPECIALLY THE GIRL CHILD

3.3.1 Rationale

Violence against children (VAC) is a persistent issue in Tanzania. Despite the fact that it is a violation of children’s human’s rights and there being international and national laws on the 24

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child, VAC continues in Tanzania. For example, in the case of Child Early and Forced marriage, out of every ten girls, four will be married before 18 years. VAC, especially to girls, can be attributed to a combination of poverty; gender inequality compounded by lack of access to education and entrenched social norms.

To fully address VAC one must thus address the issues of gender, education, livelihood and culture. These factors cannot be dealt with in isolation but in connection as they intersect and influence each other, as well as addressing poverty for the issues of early marriages and FGM and in some cases religion on the issue of early marriages.

Creating awareness of and understanding the need of eliminating harmful traditional practices such child marriage and FGM as well as addressing issues such as school girl pregnancies and dropouts, domestic and sexual violence is key to achieving the Sustainable Development Goals (SGDs) for national human, social, economic and environmental development and, in particular, as a necessary route toward achieving gender equality and empowering all women and girls.

3.3.2 Main Strategies The following strategies will be used to protect and empower the girl child: • Harmful traditional practices - Addressing traditional practices such as early and forced marriages and FGM through strengthening mainstream and community media advocacy, addressing the gaps in laws and policies and social norms that perpetuate child early and forced marriage and FGM. • Education - Addressing inequalities in education through mainstream and community media advocacy against policies and laws that marginalize the girl child including school pregnancy and girl school dropout. • School dropout - Addressing teenage and school pregnancy through increasing awareness on sexual and reproductive health in schools. • VAC - Fight violence against children through mainstream and community media advocacy, addressing the gaps in laws and policies and address institutions and relevant ministries to respond to VAC.

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• Laws and policies – Advocate for amendment of laws and policies that violate children’s rights. • Empowerment - Empowering young girls and those married young through awareness raising to increase understanding of their social, health and economic rights.

3.3.3 Outcomes • Children, families, religious, traditional leaders and law enforcing agencies take action to combat violence against children. • Children, especially the girl child are increasingly protected against harmful practices. • Children aware of their rights and empowered to take action.

3.3.4 Outputs For this strategy the expected outputs include: • Increased media coverage against harmful practices to children and especially the girl child. • Increased number of traditional harmful practices related laws and policies changed as a result of advocacy. • Increased media coverage with content promoting girl child education. • Amended policies and laws that marginalize the girl child including those related to school pregnancy and girl school dropout. • Increased protection programs against VAC for girls and boys. • Increased number of girls finishing school at O and A levels. 3.3.5 Key Performance Indicators The following indicators will be used to measure expected outcomes under this objective:- • Number of media articles and programs against harmful practices to children. • Number of traditional harmful practices related laws and policies changed as a result of advocacy. • Number of media articles and programs promoting girl child education. • Number of amended policies and laws that marginalize the girl child including those related to school pregnancy and girl school dropout. 26

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• The number of media articles and programs on VAC, especially the girl child. • The number of perpetrators served justice and those reported. • The number of survivors getting legal and counselling services. • Number of girls and boys reached through protection programs.

3.4 OBJECTIVE D: GIRLS AND WOMEN’s ACCESS TO INFORMATION AND ICT

3.4.1 Rationale Gender inequality, the patriarchy system and illiteracy mean that women and girls have little or no access to ICT services. Despite the overall growth of ICT in Tanzania, women are still lagging behind in utilizing this opportunity. And this is more so with rural women whose access of ICT services is hindered by factors such as poor infrastructure and distance to ICT centres. While it is acknowledged that ICTs in themselves cannot create gender equality or end poverty, they can be tools for social action, positive social change and personal transformation. Thus, citizens who have access to ICT such as internet and social media will be more aware of their social, political and economic rights than those citizens who lack access.

3.4.2 Main Strategies The main strategies of this objective will therefore be: • Capacity building – Build capacity of women on how to use ICT as a way of empowering them socially, politically and economically. • Training of women journalists – Conduct training of women journalists on ICT. • Reach out the rural women – Reach out the rural women to raise their awareness on various forms of GBV, socially, politically and economic empowerment through mobile communication technology. 3.4.3 Outcomes

• Women and girls are using information and ICT services for social, political and economic empowerment. • Women journalists are using ICT on their daily journalistic work.

3.4.4 Outputs 27

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• Increased capacity of women using ICT services especially for development purposes. • Increased number of women journalists with capacity on using ICT to promote gender issues. • Increased number of rural women accessing information for social transformation through the ICT space.

3.4.5 Key Performance Indicators • Percentage of women using ICT for empowerment and development. • Number of women journalists trained on ICT for the promotion of gender issues. • Percentage of rural women accessing information for social transformation through the ICT.

3.5 OBJECTIVE E: INSTITUTIONAL STRENGTHENING AND NETWORKING

3.5.1 Rationale As a non-profit making civil society organization, TAMWA needs to have a strong institution to carry out its activities without the challenge of financial restraints and to be able to accommodate changes that might require less of the unique services it currently provides. For its to pursue its own agenda it needs to be financial sustainable. For it to grow within the country and outside, it needs to build strong networks and be part of coalitions of like- minded organisations. For the provision of better legal service to GBV clients, there is a need to secure surroundings and areas where confidentiality is assured. Thus TAMWA will need to change from the current structure where the committed secretariat is overwhelmed by multiple activities because of financial constraints to a robust secretariat where staff enjoy the implementation of limited activities and are financially secure. The constitution will need to be reviewed to make the necessary changes for a robust institution. Furthermore, towards 2020 TAMWA has to be move towards an institution that not only caters for Tanzania but for the Africa region. As regards networking and coalition building, this is a core strategy of TAMWA and the association will continue to collaborate with a number of like-minded organizations at national, regional and global level. These include the Feminism Activist Coalition (FemAct), Coalitions of networks against GBV such as the Tanzania Ending Child Marriage Network (TECMN), media stakeholders such as the Media Council of

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Tanzania. At regional level, TAMWA is an active member of EASSI and FEMNET. Globally TAMWA collaborates with Girls Not Brides, FORWARD UK and works with the International Media Women Federation (IMWF). In the next five years TAMWA will strive to build capacity of her members, staff and the institution as well as seek to join new coalitions.

3.5.2 Main Strategies The main issues to be addressed by the main strategies under this objective are: • Constitution: Review the constitution of the association to address issues of governance. • Structure: Changing the structure of the association to address growth. • Board: Review Board membership to attract people with diverse professional experiences who are not TAMWA members. • Resource mobilization: Create a resource mobilization strategy and expand the international, local and self-financing window. • Secretariat: Review secretariat setup to correspond to growth/changes. • Gender centres in Tanzania Mainland and Zanzibar: Development and completion of Tunguu Centre in Zanzibar and Resource and GBV response Centre in Sinza and making them sustainable. Start-up of the Msufini farm into women empowerment institution. • Capacity building and networking mechanism: Establish a system that will contribute to growth of members and organization. Strengthen existing coalitions and networks and form new ones.

3.5.3 Outcomes

• Change of TAMWAs operational structure • Amendment of constitution • New board membership criteria and formation • Creation of networking strategy

3.5.4 Outputs To achieve this objective, the following outputs are expected: a) Increased number of secretariat staff in programme areas. b) Existence of advisory board. c) Existence of committees to address strategic issues.

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d) Improved financial status to ensure staff security and association’s sustainability. e) Increased memberships. f) Increased involvement in coalitions g) Availability of improved policies on HR, Financial, Gender, Communication, succession plans as well as marking and branding.

3.5.5 Key Performance Indicators

The following key performance Indicators will be used to measure expected outcomes under this objective:- a) Number of qualified staff in programme areas. b) Percentage of the increased financial resources. c) Number (%) of members joining the organization. d) Number (%) of strategic coalitions that TAMWA has joined. e) Number of policies enacted as part of institutional strengthening.

3.6 AREAS OF INTERVENTION The SP is expected to be implemented in the 15 regions and 15 districts of Tanzania Mainland and Zanzibar. The regions, with districts and population in brackets, are Mara (Tarime – 339,693), Shinyanga (Kahama – 766,010), Kilimanjaro (Siha – 116,131), Geita (Geita – 807,619), Manyara (Babati – 405,500), Arusha (Meru – 416,442), Morogoro (Kilosa – 486,513), Tanga (Handeni - 355,702) Dodoma (Kondoa - 269,704) Singida (Ikungi-272,959) Tabora (Nzega-502,252), Pemba North (Micheweni-103,816) Pemba South (Chakechake- 97,249) Unguja North (North District – 105,780) and Unguja South (South District – 39,242). These regions are targeted because THDS reports show that they have the highest prevalence of violence against women and children, high incidences of harmful traditional practices such as FGM and early/forced marriages. They are also the regions where women lack political and economic opportunities, have high incidences of wife battery especially due to alcohol abuse and where most women are denied land and inheritance rights.

The SP thus targets a population of over 5,000,000 according to the 2012 National Population and Housing Census. The SP will also, among other things, establish the baseline data on gender inequality, GBV, VAC and women empowerment in these districts. 30

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The nature of TAMWA’s interventional approach of using media in bringing social change, means that this SP’s impact is expected to go beyond the targeted areas. This is because the media serves the entire nation and reaches the entire population through various channels - print, electronic including community radios and social media.

3.7 EXPECTED IMPACTS

The expected impact of the TAMWA-led interventions is the existence of a gender-sensitive society which full respect gender equality in all its dimensions; reduced or absence of gender-based violence and enactment of gender balanced policies and laws. In short, the existence of a Tanzanian society that respects human rights with a gender perspective.

3.8 RESOURCE REQUIREMENT

To effectively and efficiently implement the proposed five year strategic plan, TAMWA will need appropriate and sufficient supply of the human, material and financial resources. These resources will need to be secured and managed strategically to achieve the desired results that are key to long term realisation of the organisation’s vision.

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3.8.1 Staffing and Human resources. For the next plan period, TAMWA will have to increase the number of staff and secretariat to be able to effectively implement programs in a timely manner. There is also a need to increase departments to accommodate the different activities that lead to efficient program implementation. Currently TAMWA has 14 Staff at the secretariat in Tanzania Mainland and 10 staff in Zanzibar.

To cater for the next phase and growth of the secretariat needs to expand and functions increased. The current structure and the provisional envisaged one are shown in the appendix 2 and 3 respectively.

3.8.2 Material Resources The association owns both the offices in Tanzania Mainland and Zanzibar which takes away the needs to pay rent. To enhance its work and reach the association needs a number of other resources. These include a properly furnished audio visual studio, office furniture and fixtures, personal computer sets, vehicles, office machines/ equipment and a properly stocked gender and media advocacy library. These definitely need a large outlay of cash resources. Apart from the above, the Association needs to construct its building to accommodate the Crisis Resolving Center and an up-todate Conference Facility which can also generate an income as well as the completion of the Zanzibar Resource Center. The 34.7 hectare Msufini plot owned by the Association also needs to be planned for future development of the TAMWA Institute for the sustainability of both the Association and its advocacy work on gender and the media.

3.8.5 Financial Resources Currently the major source of finance of the association is grants from various international development partners such as the Danish Embassy (DANIDA), UNFPA, UN WOMEN, FORD FOUNDATION, Care international, the European Union and national partners such as the Foundation for Civil Society and the Tanzania Media Fund. Other sources are membership fees and a percentage of consultancy fees that members undertake. However, the last two sources have a contribution of less than 1% of the overall annual budget. For the smooth

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implementation of the association’s programs over the next planning cycle, the association shall need a large outlay of funds to cover programme costs, administrative costs and development costs.

CHAPTER FOUR: RESULTS FRAMEWORK

TAMWA’s Strategic Plan will be measured so that the benefits can be accrued to its members, stakeholders and society.

4.1 Results Chain

A combination of the objectives, main strategies, outcomes, outputs and key indicators in the strategic plan form TAMWA results chain. The basic assumption is that there is linkage of the various elements of the results chain which justify the request and use of donor resources in the various operations, programmes and activities that are addressing the pursuit for gender equality and women empowerment.

4.2 The Results Based Framework

The Result Based Framework contains the problem that this strategic plan is seeking to address so as to be a catalyst for the outcomes, results and the impact. It entails the mechanization that will be used to achieve the Association’s vision (impacts). Appendix 1 shows the Result Based Framework.

4.3 Reporting Plan

The strategic plan will have both internal and external reports. These will include continuous monitoring progress reports, quarterly progress reports, annual reports and an end report of this strategic plan. Table 7 below shows reporting plan.

Table 7: Reporting Plan TYPE OF REPORT FREQUENCY Monitoring Progress Report Monthly

Progress Report Quarterly

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Annually Annual Report

End of Strategic Plan Report End of strategy implementation

4.4 Monitoring and Evaluation

To ensure the smooth implementation of the Strategic Plan activities, monitoring and evaluation will be done for both short term and long-term progress of activities implementation. This will allow a continuous project measurement that will also inform any future action that may have to be accordingly adapted. This Strategic Plan will focus on the following monitoring and evaluation activities:

4.4.1 Conduct a Baseline Survey to establish peoples’ awareness of GBV, VAC and gender equality issues in the targeted areas. A consultant will be contracted to conduct a baseline survey in a selected project area to collect data of the defined indicators. This is to assess people’s awareness of issues related to GBV, VAC and gender inequalities. The baseline will also measure communities’ economic, social and political participation and the use and accessibility of ICT. This is intended to inform regular monitoring and evaluation of the SP activities and at the end of SP implementation act as the basis to measure impacts.

4.4.2 Conduct mid-term survey to establish the increased people’s awareness of GBV, VAC, and gender equality issues. The mid-term survey will be done 30 months after strategy implementation and the impact will be measured in comparison to the baseline survey. The survey will also measure communities’ economic, social and political participation and the use and accessibility of ICT. The survey will be used to inform TAMWA management and members on whether the Strategic Plan is achieving the intended results as per the defined indicators. It will also provide room for adjustment of the Strategic Plan in case the main objectives are not achieved.

4.4.3 Conduct end of Strategic Plan Survey. This will be conducted to establish changes made from 2016 – 2020 with regard to GBV, VAC, persistent gender inequality and institutional strengthening. It will also measure communities’ economic, social and 34

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political participation and the use and accessibility of ICT. The information obtained and analysis made will inform the development of the next strategic plan that will continue TAMWA’s journey towards achieving its vision of having Tanzanian society that respect human rights with a gender perspective.

4.4.4 Conduct final evaluation of Strategic Plan. An external evaluator will be sub- contracted to conduct the final evaluation of SP implementation through holding of a detailed consultations with various stakeholders from national to the grass root level as well as reviewing result of surveys and data analysis on GBV, VAC and gender equality issues. The output of the final evaluation will provide a basis on which to assess the impacts of the SP, challenges, lessons learned and to plan and design future actions.

4.4.5 Progressive monitoring of GBV and VAC activities at the grass root levels. Staff in collaboration with district, ward and village partners will conduct backstopping activities in project areas to collect regular data on project performance based on the component they are working on.

4.4.6 Electronic database. The Strategic Plan will make use of existing electronic database for data storage, analysis and report production.

4.4.7 Conduct Feedback Sessions on Progressive Monitoring of GBV and VAC. Two feedback sessions will be held every year to discuss with partners and stakeholders on the trend of GBV and VAC based mostly on the information gathered from the grass root levels.

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Appendix: 1 Result based framework

VISION: A peaceful Tanzanian society which respects human rights with a gender perspective

Existence of gender sensitive society; reduced or absence of gender based violence and existence of gender equality. Impact

1.Increased number of women in all Reduced Violence Against Reduced GBV in the targeted Increased number of women 1.Increased resources as a decision making organs Children in the targeted areas areas 2. Increased number of women in and girls accessing result of institutional R: Level 2 income generation activities and Information and ICT as an strengthening 3. Increased media content that empowerment tool 2.Sustainable effective promote gender equality management 3. Availability of quality services to the communities

Women are Women are actively engaged More media increasingly Children, Communities and Increased number of in income houses adopt supported by families, authorities take women and girls Management take action to Society and law enforcing generating policies that activities and the public to religious and accessing Information make significant change of agencies are taking due promote gender due action to communities are participate in traditional and ICT services for TAMWA’s structure, action against GBV as a power equality and taking due action leaders and protect Children, social, political and constitution and R: Level 1 result of increased gender sensitive to enhance structures and law enforcing economic networking/coalition awareness and enactment content equitable access in the decision agencies take especially the girl empowerment. of laws and policies against making to ownership and actions against child, against all forms of GBV control of positions VAC productive assets harmful practices.

Addressing GBV and Empowering women socially, politically and economically Combating Violence Against Children, Promoting Girls and Institutional Strengthening Objectives Persistent Gender Especially the Girl Child Inequalities Women’s Access to Information and ICT

PROBLEM: Persistent patriarchal values, lack of awareness and weak legal framework have perpetuated gender inequity, inequality and the marginalization of women and children, especially the girl child, in Tanzania

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TAMWA STRATEGIC PLAN 2016-2020

Appendix 2: TAMWA Current Organization Structure AGM

Governing Board

Executive Director

ZNB Accountant CRC Cord. Cord. Senior PO/M & E

ICT Info. PO PO Acct. M & Assit PO LO SW Officer Officer E Ofr Acct.

Admin Assit. PO Graphics .

Off. Driver Guard Off. Driver Guard Asst. Asst.

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TAMWA STRATEGIC PLAN 2016-2020

Appendix 3: TAMWA Proposed Organization Structure

AGM

Advisory Board Board

CEO

Dir.TM Dir. ZNZ Dir.CRC Dir.Inst

H. IT & H.M&R H.Adv H.Media H.Fin&Adm H.Advcy H.Pemba H.M&E H.Fin&Ad IT&Gr Legal Gr m Counselor

Asst. IT M&E OT&Adv Med Acc&A Asst. Asst. PO Acc&A Asst. & Gr LO SW Rel&Tr dm M&E dm IT & Gr

Grd Driv Off. Grd Driv Off. Asst. Asst.

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TAMWA STRATEGIC PLAN 2016-2020

NB: The above proposed structure will be subject to the Association’s growth.

Definition of Organization Structure

Adv Board ------Advisory Board Board ------Governing Board CEO ------Chief Executive Officer Dir. TM ------Director Tanzania Mainland Dir ZNZ ------Director Zanzibar Dir CRC ------Director Crisis Resolving Centre Dir. Inst.------Director Gender and Women Empowerment Institutions IT & Gr ------Head of IT and Graphics H. M & R ------Head of Monitoring and Research H. Adv ------Head of Advocacy H. Media------Head of Media H. Fin & Adm ------Head of Finance and Administration H. Pemba ------Head of Pemba M&E ------Monitoring and Evaluation Officer OT& Adv ------Outreach and Advocacy Officer Med Rel&Tr ------Media Relations and Training Officer Acc&Adm ------Accounting and Administration Officer LO ------Legal Officer SW ------Social Worker Grd ------Security Guard Driv ------Driver Asst ------Assistant Off. Asst ------Office Assistant

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