PWC STRATEGIC PLAN 2020 – 2024 In 2019, we spent a lot of time thinking about what the future holds, in particular what we want our growth to look like 5 years from now. We have been listening to our members about their current needs and priorities as well as consulting our government and other partners when considering the changing landscapes and external pressures affecting pastoral communities.

After all our listening and reflection, I am proud to share the next Strategic Plan for PWC – setting our sights on where we want to be in the next five years and giving us guidance on how we can get there. As we move into the next stage of PWC’s journey, we continue to prioritize the needs of the most vulnerable pastoralist women and children in northern . We aim to provide a more rounded, holistic set of interven- Letter from the Board Chair tions in the communities where we are already working so we can help women and girls bring about the societal transformation that they wish Over 20 years ago, ten to advance their lives and that of their families to see, particularly in relation to negative social Maasai women came and communities. Together, they formed the norms. We believe these negative social norms together under a sacred Pastoral Women’s Council (PWC) to help pasto- are at the heart of the problems our benefi- osiki tree in a remote ralist women and girls have their voices heard ciaries face. Some highlights from this strategy village in northern and their rights respected. include: Tanzania to discuss how In October 2018, we marked our 20th anniver- they could improve their • Climate change resilience and adaptation: sary, and more than 1,500 women - young and lives. Many of them were Climate change continues to present new old – celebrated our enormous achievements widows, struggling to feed challenges, thus we will ensure that our work together. For us as PWC, we also used this time their children. They had been refused education helps women and their communities increase to reflect on our successes and growth, how 10 and were frustrated that their culture forbade their resilience and adaptation to an increas- women coming together under a tree planted them to speak publicly about important issues ingly changing climate, including through the the seeds of a growing movement of women that affected them. They wanted the next provision of water, sustainable and diversi- across northern Tanzania today. generation of Maasai women to have control fied economic activities and climate smart over their lives and have equal opportunities pastoralism. • Rights and negative social norms change: is in part strategically focused on ensuring The UN’s Global Sustainable We are excited about the successful approach that economic growth is broad-based and Development Goals seek we have developed and piloted over the last inclusive of all communities and a larger part couple of years in transforming negative of the country’s population, including micro to reach the communities social norms, an approach that engages businesses. In support of the Government furthest behind. We share men as much as women. We look forward of Tanzania’s, and our honorable President, that same goal. to expanding this work throughout our Dr. John Pombe Joseph Magafuli’s, vision programming over the next five years to on economic transformation, our economic We work within remote, rural ensure that the rights of more women and empowerment projects will focus on value girls are protected. addition and the growth of women-led busi- pastoralist communities to: nesses. One of our strategies to help women • Child and adult safeguarding: We will • End poverty through inclusive, engage successfully in these projects will be continue to build on our child protection sustainable economic growth; to establish new 30 Adult Education classes in work and scale up our efforts against violence Ngorongoro and districts. • Ensure inclusive and equitable against women and girls in the districts quality education and promote we work in. PWC’s work will be aligned to I am amazed at how much PWC has grown and lifelong learning opportunities Tanzania’s National Plan of Action to End evolved as an organization over the last 20 for all; Violence Against Women and Children 21/22. years. We have strong professional manage- • Promote peaceful and inclu- ment, and staff with specialized skills in diverse • Scaling up our education work: As always, sive societies for sustainable areas from monitoring and evaluation, to education is a key component for helping to development; ensure the next generation of women live women’s economic empowerment. However, we happy, healthy and productive lives. After 15 will not achieve our goals unless PWC continues • Provide access to justice for all years of working in we will for to grow and increase its capacity to deliver and build effective, accountable the first time bring our education interven- its mandate. We need to deepen our funding and inclusive institutions at all tions to schools in the district. partnerships, and build new ones, if PWC is to levels; have the people and resources needed to bring • Expanding successful economic empow- • Achieve gender equality and about long-term societal transformation. erment projects: With almost 20 years’ empower of all women and girls; experience in building women’s capacity to Thank you to everyone who will be supporting • Ensure availability and sustaina- engage in microcredit activities and entre- us on this exciting journey, from our govern- ble management of clean water; preneurship, we are proud of our immensely ment partners to our donors to our members and successful VICOBA (women’s micro-credit who we exist to serve. • Improve access to healthcare. groups) and Energize project (renewable energy project). In the next 5 years we want In solidarity, to ensure more of our members have access Sion Kereine, PWC Board Chair to these life-changing initiatives. Tanzania’s current National 5-Year Development Plan

3 Organizational History 2002 2012 and Achievements

1998 PWC organizes first community New funding allows the expansion of fundraiser to support girls’ education the Education and Rights programs into leading to the construction of 5 Ngorongoro Conservation Area, targeting primary schools in some of Tanzania’s most remote and disenfranchised women and girl-children First PWC Women’s Solidarity Boma founded in Mondorosi village, Loliondo 2006 2014 1999

72 traditional leaders ask PWC to take Education project expanded to 10 schools over the management of Emanyata in reaching 2,000 students PWC is formally registered Secondary School, Loliondo

2000 2009 2016

Women’s Action Groups raise funds Economic Empowerment program 88% of girls who took part in the Pre-Form to start microcredit activities in two expands to four villages in Longido 1 Program reported that they felt less villages in Loliondo district benefiting3,000 women pressure to marry while still children

3 2016 - 2019 2018 2019

Supported drilling of 5 deep water 87% of girls in PWC supported Over 1,250 women allocated land by boreholes, 4 in and schools, passed their Form 4 national village governments, improving food 1 in Longido district. Boreholes have examinations security for themselves and their reduced the time women and girls spend families collecting water every day, work that is arduous and unpaid, and increased access to clean water for communities 2017 2018 2019

PWC starts to train Community Women’s Groups generated over 20 years after it was registered, PWC Health Workers in Loliondo to provide $250,000 of income for some of the has over 5,500 members and works in: information to women on Sexual and poorest, most vulnerable women in Reproductive Health services within northern Tanzania 56 villages in Ngorongoro District; local communities 25 villages in Longido District; and 2017 - 2019 2018 15 villages in Monduli District.

Established 8 women’s Adult Literacy PWC celebrates its 20th Anniversary classes in Ngorongoro district with over 1,500 people in attendance

4 5 Problem Statement

Pastoralist women in Tanzania are subject to In the remote, arid landscape of northern Externally, women share in the vulnerability discrimination and marginalization due to Tanzania, communities lack access to quality of pastoralist villages throughout northern the patriarchal nature of their societies. Deep- basic services, including education, water, Tanzania to the growing range of pressures rooted social norms and traditional practices health, and sanitation services. The lack of and threats to their traditional livelihoods deny women and girls equal rights to education, quality services has a disproportionate burden linked to climate change, acquisition and property, and participation in economic and on women, who often spend much of their day encroachment of their land. While pastoral social processes and decision making. working to offset the lack of water and other communities as a whole are suffering from basic services. increased problems due to these pressures, Women and girls are often victims of physical women are disproportionately affected by these and sexual violence. Women’s disenfranchisement contributes to challenges as they are often left to care for their the social and economic marginalization of families while men migrate to seek economic pastoralist communities. opportunities elsewhere.

6 Context

EXTERNAL THREATS AND RISKS

A number of complex issues are impacting pastoralist communities in northern Tanzania as well as organizations that work to support them. These have the potential to complicate or undermine our work:

• Climate Change: Climate change is already an existing threat as drought becomes more frequent, impacting beneficiaries through decreasing access to water and pasture, thereby disrupting livestock-based livelihoods and threatening food security. • Changing Donor Priorities: Scholarship funding is limited in today’s global funding environment. Donors are also less willing to provide unrestricted funding. • Evolving Laws and Policies: New Government policies can create a risk to our work on the ground, such as policy around the reintegration of teenage mothers into the formal schooling system.

7 OPPORTUNITIES • National and Global Movements: There are • Digital Learning: With an explosion of opportunities to tap into networks beyond education tools online, there is potentially Developments in our context and sector can the pastoral rights movement in northern an opportunity to get numeracy and literacy generate a range of opportunities that we can Tanzania. Two such opportunities include: learning tools to beneficiaries engaged in leverage and build on to increase our impact: » Women’s Rights Movement: PWC could education and economic empowerment projects through smartphones, rather than • Strategic Engagement of Men: PWC already support increased self-organization among relying on more traditional, expensive models works with men; however, in many of our pastoralist women by strengthening links that are less scalable. activities this could be increased (for example, with the women’s rights movement in in our work on Sexual and Reproductive Tanzania and internationally. Health and Rights) as more male champions » Indigenous people’s rights movements in communities would have huge benefits for regionally and globally: PWC has oppor- women. Engaging more men is critical as their tunities to broaden network and alliances support is often essential to changing negat with other networks and indigenous groups. ive social norms that discriminate against Making new alliances and connections women and girls and therefore project could increase effectiveness in national success. advocacy as well as communications and • Increase Funding: There is a constant fundraising. and growing demand for our work, thus • Reform of the Public Service: Under the presenting PWC an opportunity to diversify tenure of President Magafuli, there is an our funding sources, such as through large energetic and effective fight against corrup- institutional funders and high net worth tion within public services and a strong push individuals. There are currently opportunities for the proper management of public funds. for collaborative funding within Africa. This provides us with an opportunity to help • New and Stronger Partnerships: Establishing communities to advocate for the provision new, and building upon existing, relation- of basic services and funding for sustainable ships with organizations can bring funding development in pastoral communities. opportunities, sources of capacity building, • Leverage Supportive Policies: The changing and provision of additional services to policy environment presents some chal- beneficiaries. Partnerships can also provide lenges, but it also provides us with some space for collaborative problem solving, with opportunities. For example, current pro-poor forums such as Girls Not Brides tackling early policies are supportive of women’s economic marriage and Female Genital Cutting (FGC). empowerment and entrepreneurship, some- thing that PWC can align with more in our programming.

8 ORGANIZATIONAL STRENGTHS rescuing girls from early childhood marriages, provision of water by drilling boreholes) The success that we have had in helping woman affecting the most vulnerable pastoralist and girls to transform their lives reflects a girls and women on a daily basis, making us number of our key organizational strengths: unique and invaluable to our members. • Trust and Respect from Women and • Holistic Impact Model: With six program- Communities: PWC staff have built a high matic intervention areas our impact model level of trust in areas where they work aims to be holistic and tackle the causes of through demonstrating commitment, profes- pastoralist women’s and girls’ poverty and dis- sionalism, and a willingness to really listen enfranchisement from multiple entry points, to communities in order to understand and making it more effective and comprehensive. respond to their needs. The large member- • Effective Government Partnerships: While ship gives PWC a solid, authentic, grassroots evolving policy and laws remain a risk, PWC base. Almost the entire PWC team are from has nonetheless managed to build coopera- these communities and in many cases have tive relationships with government officials been through similar struggles as the women at the local and district levels. This has not and girls they serve. only allowed us to successfully implement • Tangible Impact: PWC is delivering on its activities, but has led to additional support to mission with tangible achievements over the communities from local authorities in areas last 20 years. For example, VICOBAs (women such as education infrastructure, women’s micro-credit groups) provide economic micro-credit and prevention of violence empowerment to women; water provision against women and girls. through boreholes increases dry season • Passionate, Committed Leadership and resilience and reduces women’s workload; Team: PWC’s hardworking senior manage- women own their own plots of land and ment, and our entire team, maintains focus livestock, increased education facilities and despite personal risks and challenges, and infrastructure; the prevention of violence manage to ensure the on-time delivery of our against women and girls; and vulnerable projects. PWC’s charismatic leaders engender girls finding safety and accessing quality the trust of communities and donors. education. • Providing Critical Services: Members particularly value the fact that PWC provides services, and offers sanctuary, in the most remote rural areas where no one else does. PWC’s programs tackle pertinent issues (e.g.

9 • Strong, Supportive Governance: We are Members are also concerned that PWC’s lack • Sexual and Reproductive Rights Program a membership organization that is deeply of resources, such as vehicles, creates chal- Still Developing: There is a lack of knowledge rooted in the communities we serve and our lenges for field implementation. and understanding about the new Sexual and board always maintains its accountability • Communicating for Impact: PWC could Reproductive Health and Rights (SRHR) pro- to the membership. PWC’s current board invest in more targeted communications to gram among all PWC’s stakeholders. As it is a was carefully selected for their diverse skills, different stakeholders, including donors. This relatively new program, there is still a need to experience, and expertise, ensuring that both is an opportunity for government and other refine our approach and then communicate grassroots and professional board members stakeholders at all levels to have an improved this clearly. Members are particularly keen can make significant contributions to PWC’s understanding of PWC’s work, leading to for PWC to develop an approach regarding strategic direction while providing technical increased support and better relations. FGC that they themselves can utilize in their support to programming where needed. communities without fear of ostracization. • Monitoring and Evaluation: PWC has invested time and resources in significantly • Resilience and Sustainability: PWC needs strengthening our Monitoring, Evaluation, to continue to increase our organizational INTERNAL CHALLENGES Accountability and Learning (MEAL) systems; resilience by bringing on board more skilled team and department leaders, particularly PWC’s growth is driven by increased demand however, we know that we must continue in areas where gaps have been identified. In for our services. Yet several challenges have to build on this. Having more impact data addition, building leadership internally will be the potential to impact our effectiveness and would improve relations with Government. key for PWCs ability to sustain our impact into efficiency: More detailed analysis could also provide more evidence to use in program design and the future. • Geographic Coverage Gaps for Holistic provide more tangible evidence of impact to Intervention Approach: Although PWC has members and partners. a strong and holistic impact model, we have • Limited Culture of Learning and Using not yet been able to deliver those support Evidence in Program Design: PWC has a services together in one area. Instead, due in wealth of internal knowledge and information large part to the geographic expanse of our that we are not fully optimizing to shape our work, PWC’s programs would benefit from work. We would benefit from taking more greater integration across the board. time to learn from our work, to analyze our • Limited Funding for Staff and Other data (and research from the wider sector), Resources: PWC’s holistic impact model and adapt our approaches based on those requires a range of skills and expertise, which lessons. requires sufficient funding for those salaries. In turn, there is a need for more staff with specialized skills in some areas (e.g. educa- tion, health, behavioral change). Staff are dedicated but they are also overstretched.

10 Our Strategy

OUR VALUES • Commitment - PWC’s commitment to the OUR VISION communities it serves shines through in its “Umoja ni nguvu utengano ni udhaifu” day-to-day activities. With a strong ethos of PWC’s vision is a developed, –Solidarity is strength, division is a weakness (Swahili teamwork, we work tirelessly to ensure that inclusive and equitable society, proverb) lives are transformed for the better. which respects women’s and • Trust – Through respect, openness, and girl’s rights and voices. • Solidarity: Since our inception, solidarity collaboration PWC has earned a high degree has been a fundamental principle of PWC of trust among our members and beneficiar- and the bedrock of all our interventions. The ies. Without this trust we would not be able to OUR MISSION team believes that solidarity within and with carry out our work effectively. communities is necessary to bring meaningful PWC’s mission is to sustainably change. “If real development is to take place, the people empower pastoralist women • Empowerment: PWC believes in facilitating have to be involved.” and girls in northern Tanzania and enabling pastoral women and girls with to ensure their rights and the tools and confidence to grow, stand for –Julius Kambarage Nyerere voices are respected, they are themselves, and have their voices heard. economically empowered, and Within this context, changing negative social • Inclusivity: PWC has always been guided they have access to quality norms is at the core of our work. by a belief in equality and the importance of social services. working with all members of the community. • Integrity: PWC demonstrates integrity in all “Everybody wants development; but not our dealings, we and believe in the impor- everybody understands and accepts the basic tance of transparency and accountability to requirements for development. The biggest our members and partners. requirement is hard work”. –Julius Kambarage Nyerere, first President of the • Safeguarding: PWC members, board, and United Republic of Tanzania staff strive to ensure the prevention of vio- lence against adults and children at all times.

11 OUR VALUE PROPOSITION SCOPE OF WORK

Going forward, PWC will have six thematic “PWC has helped many women, and me per- areas that we will organize our programmatic sonally, to promote our voices. If PWC ended, work around: women would become like orphans again, they wouldn’t have a place to run to.” • Women’s Rights and Leadership –Noongipa Alais, Sakala village (pictured left) • Women’s Economic Empowerment • Inclusive and Quality Education PWC is a women-led and focused organization • Access to Clean Water that finds ways to support, mobilize, and enable pastoral women and girls to achieve better lives • Reproductive Health and Hygiene for themselves, their families, and their commu- • Climate Change Resilience and Adaptation nities. We seek out pastoral women and girls in the most remote areas of northern Tanzania who lack access to essential services and help them to become self-reliant and take control PWC serves Ngorongoro, Longido, and Monduli of their own development. Our passionate Districts in Region, northern Tanzania. membership base of pastoralist women, and our Together the districts cover 28,337 square membership driven approach, means we listen kilometers with a population of over 450,000 and respond to the members we serve. people living in 180 villages. The majority of PWC addresses the root causes of poverty, these villages are located in remote, rural areas exclusion, and injustice by empowering women where most women and girls lack basic services to engage in the development of their communi- and organizations that they can turn to for help. ties as equals. We use a rights-based approach, In the next five years, PWC will work to increase meaning that women and girls know their our range of programming and interventions rights and are able to claim their rights where in these three districts in order to reach more necessary. We understand the complexities women and girls and ensure that those commu- and intersectionality of pastoral women and nities have the intensive, holistic support they girls’ marginalization and therefore aim to offer need. In practice, we are aiming to ensure that a holistic range of solutions that have proved quality education, economic, water, health and successful in transforming established gender rights needs are all met in our working areas so relations in remote pastoralist areas. that there is lasting societal transformation and sustainable development.

12 Our Impact Model

Pastoralist women are equal decision makers in Pastoralist women and their society. Pastoralist women and girls have the girls’ rights and voices are Outcomes knowledge, skills, education, services, and support upheld and respected, and from their families and communities, needed to they participate in deci- enjoy a dignified and empowered future. sion making processes

Pastoralist women and girls have Pastoralist girls have self-belief and confidence, knowing they have motivation to obtain an education and equal rights parents equally support girls’ education Changes Pastoralist women vocally Pastoralist men no longer view women and engage in community girls as property and support women to own decision-making and manage property and land

Enhance the ability of pastoralist Improve access to quality, safe educa- women to claim their rights by tion for girls by building the capacity PWC’s Work challenging social norms and of communities and schools and strengthening formal and informal rescuing the most vulnerable community structures

13 A developed, inclusive and equitable society, which respects pastoralist women and girls rights and voices

Pastoralist women and girls have access to quality education, Pastoralist women are knowledgably and clean water, and reproductive health services and society effectively participating in, and benefitting (men and women) understands why this is key to sustainable from, climate resilient development and development of their community economic empowerment processes

Pastoralist communities are aware of, and Pastoralist women actively and successfully engage in climate resilient effectively advocate for, rights to quality and adaptative development processes and business activities with social services men’s support

Pastoralist communities Pastoralist women and girls no longer suffer Women and children, including those believe women and girls are from negative cultural practices such as early with disabilities, are safeguarded at important and have potential and forced marriages and disinheritance school and within their communities

Facilitate access to clean water Advocate for, inform, and Provide pastoralist women with the and improved hygiene through sensitize communities to their knowledge, skills (including literacy water provision and community rights to Sexual & Reproductive skills) and means required to engage sensitisation. Health Services in climate resilient pastoralism and economic activities

14 Strategic Goals, Strategies and Targets

PWC’s work and focus over the next five years “The issue of girls’ inheritance is due to our will be structured according to six strategic com- tradition, but now I know that it was just a box ponents, which will serve as the basis for organ- we decided to lock ourselves in.” ising work and responding to key opportunities –Luka Ndoros, Orkeju village and challenges in the external environment. Goal 1: TO ENHANCE THE ABILITY OF 2. Strengthen Formal and Informal Rights Women-Led Structures and Access to Justice: In PASTORALIST WOMEN TO CLAIM THEIR the past, the ability of women to influence public RIGHTS decision making in Maasai communities was lim- ited. Today, in the areas where Women’s Rights This goal aims to help women achieve equality and Leadership Forum’s (WRLF’s) are active, as decision-makers with equal rights to men women are speaking in public and have strategi- within pastoralist societies. We understand that cally increased their influence in their communi- when women are empowered so are house- ties by obtaining seats in local government and holds and communities. At PWC, we believe we by collaborating with the customary leadership. can bring about this change in three ways: PWC will strengthen and expand the WRLFs so 1. Positively Transform Discriminatory Social that women continue to challenge leaders on Norms: Over the years, PWC’s work has focused issues of rights, take leadership positions them- on addressing deep rooted patriarchy and selves and change how community matters are transforming social norms to ensure systemic handled, particularly those related to land and changes for pastoralist women and girls. Since other property ownership. Under this goal, PWC 2016, PWC has sought to positively change social will also continue to support individual cases norms by working with partners to develop and challenging women’s rights violations through pilot social norms curricula for men and women. Legal Aid provision by Community Paralegals. Under this strategy, PWC will scale up this work to two more districts and, in acknowledgement “The knowledge we have gained through the of the fact that negative social norms are a bar- WRLFs is gradually changing the mindset of our rier to all PWC’s beneficiaries achieving success, people, it is no longer a taboo for a woman to mainstream social norms change approaches own land.” throughout all PWC programs. –Masek Letema, Meirugoi village

15 Ngorongoro Conservation Area (NCA) is a • By 2024, there will be an 8% increase in the unique part of Tanzania, where the NCA “Personally I am touched with the fact that we number of women on Village Councils in 35 Authority (NCAA) has control of the area. The women are great leaders, and we have been WRLF villages area frequently suffers from food insecurity exercising our leadership skills in various ways, • By 2024, 20 women gain decision-making and women are particularly marginalized. PWC but we have never been appreciated and recog- positions at the ward and district levels in will continue to work to ensure that a strong nized as leaders. From today, I will carry myself three districts women’s Community Based Organization as a leader with complete confidence.” • By 2024, 70 Paralegals will have provided (CBO) is able to deliver independently and –Naomi Ngelelei, village effectively on its mandate and mission in NCA. 350 women with legal aid services in three A strong women’s CBO can help strengthen districts cooperation between Ngorongoro Conservation • By 2024, the Women’s CBO in Ngorongoro Area Authority, Ngorongoro Pastoral Council, Conservation Area (NCA) will be fully func- and women to improve food security, rights, Strategy 1.1 Positively Transform tional and well-managed livelihood enhancement and benefit sharing in Discriminatory Social Norms • By 2024, four Women’s CBO’s will be estab- Ngorongoro Conservation Area. • By 2020, train all PWC staff on the social lished in Lake Natron, Loliondo, Longido and One major lesson learned from helping women norms approach and relevant curriculum Monduli to establish and run the women’s CBO in NCA • By 2021, mainstream social norms change is that it provides a critical space for women’s approaches in all PWC programs and inter- empowerment, where they can meet and work ventions including within VICOBA groups as together to address challenges in their commu- well as paralegal, CHW and WRLF training nities. Based on our experience, PWC believes that more women should have similar structures • By 2024, 240 women and 240 men are in their communities where they can take charge advocating for gender equality and equitable of their own development, one important step property ownership in 15 villages in three in our eventual exit strategy. Therefore, under districts this strategy PWC will work to establish four Strategy 1.2 Strengthen Formal and Informal more women’s CBO’s – in Lake Natron, Loliondo, Women-Led Structures Monduli and Longido. In Lake Natron there is already a registered women’s boma in place that • By 2022, 1,500 women will access, own provides an existing structure for this initiative. and control land in WRLF villages Longido, Monduli and Ngorongoro districts • By 2023, 50% of women will be actively demanding their rights and holding local leaders accountable in 35 WRLF villages in three districts

16 Goal 2: TO ECONOMICALLY EMPOWER • better access to education and health care; new villages and districts that we work in, while PASTORALIST WOMEN • the development of local food markets; and strengthening our approach further and increas- ing recognition and support from government • women having more of a say in family and in current target communities. PWC will help community decision-making. women assess the business options that are “[A] man is developing himself when he grows, In order to achieve these outcomes, PWC will most sustainable and climate resilient, as cli- or earns, enough to provide decent conditions implement five strategies aimed at economically mate change is increasingly negatively impacting for himself and his family; he is not being empowering women: community livelihoods. developed if someone gives him these things.” 1. Establish and Strengthen VICOBA Groups: –Julius Kambarage Nyerere PWC will continue to scale up our successful “Our VICOBA has improved the income of the VICOBA and Engishon Fund Ltd model so that women and as a result it is now possible for When women have access to and control over more women benefit. Engishon Fund is social women to feed their children, send their chil- money, they are better off. PWC seeks to identify enterprise registered in 2017 to enhance access dren to school and access health services.” interventions where we can make this happen. to affordable and flexible loans to pastoralist –Nemburis Embapa, Alaililai village These interventions can lead to: communities. This means bringing the work to

17 2. Enhance the Integration of Young Pastoralist “At the beginning I thought this was a joke - I shown that this is where women are most Women into the Labor and Business Markets: mean how cow dung can produce energy?! motivated and have a productive use for their Despite good progress in supporting PWC spon- However, after witnessing the young women newly acquired skills. sored alumnae to enter different professions, coming back with the skills and confidence to 4. Establish and Strengthen Women’s there remains a challenge in integrating all PWC successfully engage in various income gener- sponsored alumnae in the labor and business ating activities I know this Energize project Solidarity Bomas: Livestock are the main markets. This challenge has two key causes: 1) works.” livelihood source for pastoralist communities; however, women are usually denied rights to a mismatch between the skills training provided –Said Kutuk, Chairperson Endim sub-village within the formal education system and skills access this important resource. The ownership demand within the 21st century labor market; and management of cattle by women is par- The second approach PWC will take is to and 2) a lack of career-preparedness training ticularly powerful in creating attitude change establish a women-friendly residential training and coaching. In today’s labor market a young within patriarchal pastoralist societies. In order and leadership academy in Arusha, Tanzania. professional or entrepreneur requires skills that to bring about change to women’s economic This location is geographically central to the are often not adequately taught in the formal and social status, PWC will expand the number five Maasai districts of northern Tanzania and education system in Tanzania. of Women Solidarity Boma’s (WSB’s) to six. This therefore ideal for inter-district collaboration will ensure the sustainability of the existing four PWC’s strategy for tackling this has two com- and the sharing of best practices in training WSB’s and establish another two. The WSB’s ponents. The first is to scale up the Energize and leadership development. The academy will have always been successful at challenging Project, a model that has proven to be hugely provide short-term residential training to young social norms around women’s ability to own and successful. This project helps young women and committed pastoralist women on, amongst manage cattle, but under this strategy, PWC will join the sustainable energy value chain and has other topics, language skills, career-pre- focus more on how the economic benefits of the succeeded in part due to its holistic approach paredness training and coaching (including model can be amplified among members. This that provides language, SRHR, financial literacy, professional writing and speaking skills), entre- will be done through revolving livestock projects IT and life skills to participants. preneurship, transformative leadership and and helping WSB’s to ensure they are climate service, advocacy, and other relevant technical resilient, for example through the production of Another significant factor in its success is due and vocational skills geared towards addressing hay and improving pasture. to its partnership with the private sector, who challenges within pastoralist communities. provide young women with technical skills in domestic biogas and solar energies that allow 3. Build the Literacy of Women Engaging in “PWC is deep in my heart, I can’t describe how them to find employment or start a business in Economic Empowerment Activities: Adult I feel. Everyone now respects me; they see how the sustainable energy sector. These combined literacy and numeracy is a critical skill for ensur- hard I’ve worked. My children are healthy and approaches have proved critical in increasing ing women can engage successfully in economic more confident. My three eldest are in school, the project’s sustainability. processes. There is a significant demand from I am now able to pay my school contributions. our members for adult literacy classes. PWC PWC is like a milking cow, I want it to survive will continue to support this approach in areas forever.” where we are also carrying out economic –Kimererio Moson, Mondorosi WSB empowerment activities, as experience has

18 Strategy 2.1 Establish and Strengthen Strategy 2.2 Enhance the Integration of Young Strategy 2.4 Establish and Strengthen VICOBA Groups Pastoralist Women into the Labor and Business Women’s Solidarity Bomas Markets • By 2024, establish 400 new functioning • By 2024, PWC members manage 6 func- VICOBA groups in three districts • By 2024, reach 200 more beneficiaries with tioning WSB’s in Longido and Ngorongoro • By 2024, 200 groups (5,000 people) access the Energize model in Ngorongoro and districts financial services from the Engishon Fund Ltd Longido districts • By 2024, 400 PWC members benefiting in Longido and Ngorongoro districts • By 2024, a grassroots Training and from revolving livestock through the WSB’s • By 2024, 1,000 PWC members have newly Leadership Centre is running sustainably in acquired entrepreneurship skills that they are Arusha practicing within their VICOBA groups • By 2024, 60% of group members will have Strategy 2.3 Improve the Literacy of Women profitable small and medium size climate Engaging in Economic Empowerment Activities smart businesses • By 2024, 2,000 women are functionally • By 2024, 15% of all PWC members will be literate and can easily participate in economic part of the value chains and acquired skills to activities in Ngorongoro and Longido districts add value to their products

19 Goal 3: TO IMPROVE ACCESS TO QUALITY AND INCLUSIVE EDUCATION

“Education is not a way of escaping poverty, it 1. Ensure Students Graduating from Emanyata is a way of fighting it.” Secondary School are Equipped to Succeed: We aim to ensure that Emanyata Secondary School –Julius Kambarage Nyerere (ESS) is a center of academic excellence and a model for providing a high-quality education The chances of Tanzanian primary school stu- in a pastoralist context. PWC will focus its dents making it to the end of the primary school scholarship support to ESS female students and cycle are low and of those who sat the Primary graduates, and help the school work towards School Leaving Examination in 2013, only 50.6% financial and management self-sufficiency. passed. According to the Draft National Strategy With a view to providing psycho-social support for Inclusive Education an estimated 2.5 million to female students (a majority of whom have adolescents do not attend secondary school in experienced gender based violence) and inspire Tanzania and the drop-out rate among girls rises confidence and positive behavior change in the more rapidly than boys starting at age 13, with students, PWC will support the establishment of the gap continuing to widen throughout sec- a comprehensive life skills, guidance and coun- ondary school. Adolescent childbearing remains seling program that will run all year round at the common especially in rural communities and school. By helping girls heal their emotional and among girls without secondary education. psychological scars, we believe we can better help them to realize their academic potential. Improved access to quality education helps girls escape from negative cultural practices, such as early and forced marriages and it gives them, “I escaped a forced marriage and was able to go and by extension their families and communi- to school. I am an Accountant Assistant - my life ties, hope of a dignified and empowered future. is completely different because of PWC.” The strategies under this goal aim to achieve –Nemta Loongo, Piyaya village positive outcomes in both the access to, and quality of, educational opportunities for girls by holistically addressing the myriad barriers to pastoralist girls’ education. PWC’s education interventions will have four key components:

20 2. Protect Vulnerable Girls Through the Girl’s PWC has developed a low-cost approach to Rescue Centre: PWC will continue to provide ensuring young primary children have access to a safe haven for girls and young women who beacon schools (temporary schools established are at risk of sexual and physical violence. In by local communities), with teachers provided order for girls to prepare to transition out of the and funded by the government. centre, they will receive resilience and life skills We will also work to improve learning and qual- development. They will then receive educational ity of education in project schools. Scaling up support, either through formal schooling or capacity building interventions that have proved vocational skills training, depending on their successful in schools in the past, such as training individual needs. school committees and improving teachers pedagogies, are important elements of this 3. Build the Capacity of Primary and approach. We will conduct annual Early Grade Secondary Schools in Three Districts to Provide Reading and Mathematics Assessments (EGMA Pastoralist Girls with a Safe, High Quality and EGRA) in primary schools to improve transi- Education: Effective learning and quality of tion and performance. PWC will identify teachers education delivered in schools is problematic skills gaps and facilitate teacher trainings with across the country, and most especially in the aim of improving learning in project schools. marginalized communities. The push factors contributing to this situation include: inadequate “The remedial classes program in Mairowa teaching materials and school infrastructure; and Mondorosi Primary Schools has solved poor teacher training especially around stu- the problem of poor numeracy and literacy dent-centered pedagogies and inclusive class- skillls for Standard 2-4 pupils. With their new room management; poor adoption of English skills, teachers now assist students who are from Kiswahili as the language of instruction by lagging behind by specifically focusing on their teachers at secondary level; poor comprehen- individual challenges and maximizing the use of sion of English and Science subjects by students; teaching aids, games and role play to facilitate and inadequate psychosocial support and life learning. This has helped over 80% of pupils skills training and mentorship for students. who had difficulties to master the 3Rs.” Our approach to tackling these challenges will –Julius Alaipukoi, Ngorongoro District School Quality include a functional literacy program through Assurer remedial classes in early primary education as experience and research has shown that without We believe that students themselves also have the right educational start, girls struggle to catch to be empowered to take charge of their future up throughout the rest of their schooling. and engage proactively in their education.

21 We facilitate this by helping schools to establish by people in different roles in their lives. Among We are members of the Tanzania Education School Clubs in both primary and secondary community women, the most common source Network (TEN/MET) and will also work within schools. The Clubs build students capacity in life of physical and sexual abuse is caused by their this network to advocate for increasing quality skills, including information on SRHR, and lead- husbands. Female students, however, are most resources for schools. ership. They also enhance students’ awareness often physically abused by teachers and fellow of their rights and safeguarding mechanisms. students, and sexually abused by relatives. To We have found traditional forms of Maasai The Clubs are run by the students themselves address this, PWC will facilitate the development communication such as songs, dance and with the oversight and support of teachers, who and operationalization of safeguarding frame- drama a powerful and effective tool to engage act as Matrons and Patrons of the Clubs. Having works (including a confidential digital reporting and sensitize communities on the issue of girls’ already successfully established 32 School Clubs, mechanism) within project schools. access to education. Girls in project schools and we plan to expand the number of Clubs in the neighbouring communities will be trained to advocate (using powerful messages) for their next five years in order to reach more schools “Before teachers would beat us like donkeys and benefit more students. own education by creating songs, dance and and even use abusive language. But recently drama about their struggles in pursuit of educa- I haven’t seen a teacher beating students or tion and empowerment. “Introducing the School Club has helped the using abusive language. The headmaster told us girls to have more self-confidence which has to report any issues like this directly to him” improved their academic performance. A few –Happiness, Form 3 student, Emanyata Secondary “Before PWC sensitized the community, 60% of years ago, the top student in the whole district School in the Form 2 National Exams was a girl. This the students were either not going to school student was the Chair of the school Club and or not finishing the school day when food was absent. Now, parents are contributing food for she said her improvement was down to her 4. Build Support for Quality Education for involvement in the Club.” the students and this has reduced absenteeism Pastoralist Girls: Negative social norms are still to only 2%. –Mwalimu Nkunai, Headmaster, Sale Secondary a major barrier to girls safely accessing a quality –Mr Mwakagile, Headmaster, Arkaria Primary School School education. Therefore, community sensitization on the importance of girls’ education and child Evidence suggests that school-going children protection is an important approach in commu- experience violence at the school and commu- nities where PWC’s education work is new. PWC nity level, which leads to drop-out and trauma cannot, and should not, attempt to replace the that affects the ability of the child to pursue life state in providing quality facilities in schools. goals. In 2019, PWC commissioned a baseline to Therefore, communities must also be sensi- establish the rate of violence against women and tized to advocate for quality schools, including girls in eight secondary schools and surrounding adequate numbers of teachers and teaching communities. The study showed women in the resources. We will work closely with local lead- community (including female teachers), and ers, district and national government to ensure female students are often physically assaulted better resources for these schools.

22 Strategy 3.1 Ensure Students Graduate from • By 2024, profits from income generating Strategy 3.3 Build the Capacity of Schools Emanyata Secondary School Equipped to activities (excluding donations) exceeds 40m to Provide Pastoralist Girls with a Safe, High Succeed TZS per year (8-fold increase from 2019) Quality Education • By 2024, 3 new income generating activities • By 2022, establish a comprehensive life skills, • By 2024, establish beacon schools in 30 are created that are net profitable within 3 guidance and counseling program for ESS girl communities to provide literacy classes to years of commencing students Standard 1 to 3 students in three districts, • By 2024, projects as a whole will become • By 2024, 90% of ESS students will be obtain- thereby improving girls’ functional literacy in self-sustaining (profitable) without depending ing Division 1 to 3 in Form 2 and 4 national early primary education on donations or staff salaries being paid by examinations • By 2024, establish and strengthen 60 School PWC • By 2024, ESS enrollment increased by 30% Clubs through training and activity programs • By 2024, 80% of projects profits will be rein- in three districts • By 2024, ESS drop-out rate maintained at 0% vested to expand projects, 20% will be used • By 2024, build the capacity of 900 teachers for bursaries & scholarships for vulnerable • By 2024, sanitation system, staff and within 60 schools in improved participatory girls guest housing and student dining facilities teaching methodologies so that they are improved at ESS using effective pedagogies that are student • By 2024, 70% of ESS students are paying centered Strategy 3.2 Protect Vulnerable Girls Through their own school fees the Girl’s Rescue Centre • By 2024, train 60 School Committees on • By 2024, sensitize community members on their roles and responsibilities, with school the benefit of enrolling, and paying for, their • By 2020, legally register the Rescue Centre management action plans in place and imple- children to attend Pre-Form 1 so that ESS is • By 2024, increase accommodation capacity at mented in 3 districts sustainably running its Pre-Form 1 program the Rescue Centre by 20% • By 2024, establish advanced, operating without support from PWC • By 2024, all girls at the Rescue Centre have reporting mechanisms for child protection • Sponsor 50 girls a year to ESS who are aca- an educational or vocational training plan in cases (including an online reporting system to demically able operation to prepare them for graduating the district social welfare office) in 60 schools in three districts • Sponsor a total of 50 high-performing female from the Centre safely ESS graduates a year to tertiary education • By 2024, conduct annual literacy assess- who would not be able to attend otherwise ments (EGMA and EGRA) in primary schools to improve transition and performance • Building capacity of local traditional leaders structure to better support ESS • By 2024, over 100m TZS of food crops are harvested annually from the farm to offset school food expenses with a net profit of 50m TZS each year

23 Strategy 3.4 Build Support for Quality Education for Pastoralist Girls

• By 2022, train girls in 60 communities to advocate for their own education by creating songs, dance and drama about their struggles in pursuit of education and empowerment. • By 2024, sensitize 60 communities on the importance of education for both girls and boys, with child protection policies signed in three districts • By 2024, 30% increase in reported child abuse cases being followed up in three districts • By 2024, sensitize 60 communities to advo- cate for quality education in their schools with advocacy action plans in place in three districts • By 2024, Quality Assurance reports written for 60 Schools and submitted to School Committees as well as relevant Ward, District and regional level bodies in 3 districts, result- ing in increased budgets in at least 20% of schools

24 Goal 4: TO IMPROVE WOMEN’S HEALTH THROUGH FACILITATING ACCESS TO “As a Community Health Worker, my role is to sensitize the community, especially women, ESSENTIAL REPRODUCTIVE HEALTH to deliver at health centres. Beneficiaries SERVICES AND IMPROVED HYGIENE of my work are mostly women, particularly AND SANITATION expectant mothers, children and babies but I also help men. I follow up on patients suffering Sexual and Reproductive Health is explicitly from chronic diseases to ensure that they get linked to pastoralist women and girls’ access to drugs on time. I regularly visit the primary education, economic empowerment opportuni- schools and women’s micro-credit groups in ties, and meaningful participation in leadership my village to provide education on sexual and and decision-making bodies. Early forced reproductive health. I also use village meetings marriages and early child birth lead to immense to sensitize and advise the community about personal suffering, as well as to the continued health issues especially about HIV prevention poverty cycle within the pastoralist community. and safe delivery. Previously, many women PWC recognises that the lack of Reproductive died during delivery but so far the number has Health Services (RHS) therefore undermines decreased significantly. This year there have its other goals and that it is a priority issue for been no deaths of women during delivery in my many of its members. Under this strategy, PWC village. Many men are also attending clinics will address SRHR in two ways: with their wives unlike before. Some men still don’t believe in sexual and reproductive health 1. Build Capacity of Community Health and sometimes when I visit households they Workers and Sensitize Communities: While PWC insult me and chase me away. They have given is not a health care provider, we have success- me the nickname ‘enoshi kitok nadung’ ingulie’ fully piloted an approach of providing women (the women who plans for others) but I am not with information and linking them to counselling discouraged, I will continue with my work as I and testing using Community Health Workers am very passionate about it. Next year I plan (CHW). Under the next phase of the strategy, on working closely with traditional leaders as PWC will further capacitate the CHW’s to sensi- they are very influential to changing community tize communities to advocate for better services. norms and practices.” CHW’s will also provide women with information –Sarah Toroge, Enguserosambu village on improved sanitation and hygiene, such as how to avoid outbreaks of infectious diseases such as cholera by separating livestock and human water points. PWC shall also advocate for CHW’s to receive material and technical support from the district government.

25 2. Develop and Pilot FGC Prevention • By 2024, 60 Community Health Workers Approaches: As a right-based organization, PWC “I am a traditional birth attendant so I assist from Ngorongoro and Longido Districts have opposes the practice of Female Genital Cutting women to deliver safely. I have received sensitized communities to advocate for better (FGC). Since the inception of the WRLF model, training from PWC on sexual and reproductive health services from their elected leaders health including the prevention and dangers of PWC has trained WRLF members, and by exten- • By 2024, 60 Community Health Workers from Female Genital Cutting (FGC). Apart for ensur- sion the wider communities about the legalities Ngorongoro and Longido Districts have sen- ing safe delivery, I also assist and support girls and potential legal repercussions of carrying out sitized communities regarding good hygiene not to undergo FGC. In the past, we supported FGC on girls. We have also trained CHW’s on the practices such as building latrines, and pre- this practice because our culture supports it. I health implications of FGC. venting infectious through better hygiene am happy to say in 2019, there are no cases of In year one of this strategy, PWC will start to girls’ circumcision in Oloipiri village. Most girls • By 2024, District budgets and plans increase expand our anti-FGC programming in two ways. are enrolled in primary and secondary school support for CHW’s in Ngorongoro and Firstly, we will continue to train CHW’s on FGC and we are very proud of this. I will continue Longido and its impact on girls and women’s health, so sensitizing my community until this practice is they can provide information to women and completely eliminated.” girls. Secondly, we will undertake research about Strategy 4.2 Develop and Pilot FGC Prevention –Nashuku Alais, Oloipiri village successful alternative rituals and community Approaches sensitization approaches used in other parts of Tanzania and , particularly in pastoralist • By 2020, develop a clear, culturally appro- Strategy 4.1 Capacitate Community Health communities, and develop and design an priate approach for addressing FGC that approach that can then be piloted. Workers and Sensitize Communities incorporates learning from other models in Tanzania and Kenya and provides communi- • By 2020, research and learn from organiza- PWC members wish to address the issue of ties with an alternative ritual FGC, but are understandably cautious that an tions with specialist experience of delivering • By 2020, train 15 CHW to raise community unsuccessful approach could leave them ostra- SRHR and sanitation and hygiene projects awareness on the health impact of FGC cized and isolated within their communities. in pastoralist areas and train 15 Community Therefore PWC will take great care and consid- Health Worker’s (CHW’s) in Ngorongoro • By 2021, sensitize communities to the legali- eration in how we develop and pilot this second district on relevant approaches ties of FGC through the WRLFs intervention. • By 2024, 60 Community Health Workers in • By 2022, pilot and evaluate the newly devel- Ngorongoro and Longido Districts have sen- oped FGC alternative intervention in one sitized communities to their reproductive and district sexual health rights and linked community members to SRHR services and HIV counsel- ling and testing where appropriate

26 27 Goal 5: TO FACILITATE ACCESS TO “Before we had no water so women did not Strategy 5.1 Provide Water to the Most In Need CLEAN WATER get time for business activities, we had to Communities collect water because we are responsible for PWC has many years’ of experience providing looking after large families. Now because of • By 2024, provide clean water to 6 needy water to communities, be it through building this water borehole from PWC, we can focus communities in Ngorongoro and Longido dams, improving water catchment, drilling much on income generating activities through districts boreholes or laying pipelines. Access to clean our VICOBA group and our economic status will • By 2024, train 6 Water Management water has a particularly transformative positive improve.” Committees in order that water projects are impact over women and girls’ daily lives, ending –Meshuko Karia, Empopong’i village sustainably managed by in two districts hours of drudgery and physical labor that stops them from engaging in educational or economic 2. Sensitize Communities to Advocate for activities. Taking this into account, and in Strategy 5.2 Sensitize Communities to Better Water Provision: While focusing on acknowledgement of the increasing effects of Advocate for Better Water Provision where the need is greatest, PWC recognises that climate change, PWC has recognised that facili- there are many more communities who need tating access to clean water needs to be a larger, • By 2022, sensitize 20 communities to water than we will be able to assist. Therefore, more explicit focus of its work in the next five advocate for better water provision and hold PWC will also sensitize communities to advocate years. We will address this in two ways: leaders accountable in two districts for better water provision and to hold their local • By 2024, 20 Village Councils and two District 1. Provide Water to the Most In Need leaders accountable. WRLF’s will also be able Councils have approved budgets and plans Communities: The focus for water provision will support the process of holding leaders account- for water projects be Ngorongoro and Longido districts, as they able where they overlap with these efforts. have some of the most remote communities living in the driest areas of northern Tanzania. “The presence of this water project has brought PWC will target communities to contribute to healing to my people. Previously people were their own projects, in order to ensure buy-in and using waste water used by livestock and other ownership. Water Management Committees animals and this caused a lot of disease and (formally called Community Owned Water suffering among people” Supply Organizations) will be established –Danika Leitura, Chairman Empopong’i village and have their capacity built to manage the water project sustainably going forward. The Committees will also be registered and con- nected to District authorities.

28 GOAL 6: TO BUILD PASTORAL COMMUNITIES’ RESILIENCE AND ADAPTATION TO CLIMATE CHANGE

In the districts we shall work in we shall scale up our work collecting data and views from women and communities on how they can better adapt to climate change. We will then work with local communities, leaders and district governments to develop Community Climate Change Action Plans that will include climate smart pastoralism. We shall provide technical support to commu- nities to implement these plans and closely monitor their implementation. We will ensure that women are the engaged in entire process as we believe their meaningful participation is crucial to ensuring a successful and sustainable outcome. We will continue longstanding part- nerships with Ujamaa Community Resource Team (UCRT) and The International Institute for Environment and Development (IIED) to ensure communities benefit from their skills and expertise in rangeland management and climate change adaptation.

Strategy 6.1 Build Resilience and Adaptation to Climate Change

• By 2024, 40% of PWC’s target communities will have knowledge of climate change adap- tation and coping strategies • By 2024, Climate Action Plans integrated into local government plans and implemented in three districts

29 Cross-cutting Approaches

Building Climate Change Resilience and Enhancing Awareness of Rights: The PWC staff, board and members are all Adaptability: committed to safeguarding women and children Building awareness about women’s and girls’ within our project communities. PWC will work Climate change has increased the frequency rights has always been at the heart of everything with schools, communities and local and district and severity of extreme weather events, such as PWC does throughout our work. PWC will con- level National Plan of Action Violence Against drought. Although pastoralist men and women tinue to mainstream awareness on rights in the Women and Children (NPA-VAWC) committees. might be equally exposed to climate shocks next five years, as we recognise that knowledge PWC is currently working closely with these and stress, women have less freedom to find on rights is a critical part of building confidence structures at local and district level and will alternative sources of food and income. PWC will in women and girls, and supporting social norms continue working with them under this strategy. mainstream climate resiliency and adaptation change. We shall also integrate this in our policies, efforts into its work, to ensure that women and procedures and programming. girls have the information and skills they need to Safe-Guarding Women and Children: Engaging Men and Male Youth adapt and thrive. According to the National Survey on Violence against Children in Tanzania (2009), nearly 3 Strategically: Changing Negative Social Norms: out of every 10 women and girls aged 13 to 24 Societal transformation is only possible if a in Tanzania reported experiencing at least one Social norms determine which rights a woman significant number of men are supportive of incident of sexual violence before turning 18. can exercise freely, for example, women may women’s struggle for equality. PWC has always Incidences commonly occur while travelling to have a right to use a parcel of land but not the strategically included positive male champions or from school or at school. With regards to customary right to bequeath it through inher- in its work, for example having a few influential physical violence, almost three-quarters of both itance, a right which is limited to their brothers men as members of the WRLFs. Under this strat- girls and boys reported experiencing physical and husbands. Women and girls are not valued egy, PWC will ensure that men are consciously violence by a relative, authority figure (such as or seen as equal due to a deep-rooted cultural and tactically engaged in all our programming, teachers), or an intimate partner by the age of belief that a girl-child is born inferior and is in the most strategic way for each program to 18. The vast majority of this abuse was in the a man’s property to control and use how he reach its goals. Male youth have been identified form of being punched, whipped, or kicked. If pleases. Without tackling the negative cultural as an important section of the male pastoralist not prevented or mitigated this violence contrib- beliefs that lead to women’s oppression, PWC population to specifically target, as in many utes to trapping women and girls in a cycle of will never see lasting change in pastoralist cases younger men are in practice the most poverty and oppression. The problem of vio- societies. Therefore, PWC will start to build the resistant to women and girls’ fight for equality. capacity of all our staff in social norms change, lence against women and girls is further ampli- and ensure that this work becomes an integral fied within marginalized pastoralist communities part of all our programming. because of the prevalence of oppressive nega- tive social norms and patriarchal practices within these communities.

30 Strategy Implementation

Strengthening PWC’s internal operations is Under this strategy, PWC will focus on Continue to improve PWC’s necessary for us to scale our impact across our the following organizational organizational performance working areas. Adequate funds and a skilled, committed staff are the fuel that drives suc- development priorities: monitoring cessful organizations. PWC needs to be better • By 2020, review and refine MEAL system funded to ensure there are sufficient field and Grow and diversify PWC’s funding against new strategic plan core operational staff who are fairly remuner- base and team ated to implement PWC’s activities. • By 2020, develop a results matrix against the • Increase fundraising network and diversify new strategy targets External communications is a priority for our donor funding organizational development as we work to build • By 2021, PWC is regularly conducting detailed • By 2022, increase skilled field staff by 40% relationships with government, partners and data analysis that lead to annual learning, funders. Therefore, an immediate priority under • By 2022, increase core funding for staff, such reflection and adaptation of programing this strategy is to strengthen our communica- as Communications and Fundraising Officer, • By 2022, PWC’s MEAL system is operating tions capacity internally. by 30% through a customized online database

Evidence of impact is a critical component to • By 2024, receive regular annual unrestricted feed into our communications. PWC has worked income from different sources, including the Enhance staff capacity PWC Leadership Centre in Arusha hard over the last three years to successfully development plans build an overarching Monitoring, Evaluation and Learning system that helps us to understand Strengthen external communications • By 2020, conduct staff audit and establish and communicate the impact of our work. robust professional development plans However, there is still scope to refine and • By 2020, hire a skilled Communications and improve the system further, and to build in Fundraising Officer that will implement our more time for reflection and learning into our Communications and Resource Mobilization work, in order to deliver even stronger projects Strategies including the development of for our members and beneficiaries. different communication products

31 Partnerships and Networks Acknowledgements

No organization can achieve significant change stage of its growth, PWC will work to foster We would like to thank our members, board alone and PWC recognises that productive new working relationships at the regional and and partners for their considerable efforts in partnerships are a key component for success. national level. helping us evaluate the work we do and the Relationships with partner CSO’s and funders current context in which we do it. We would also While we are already partners of the Tanzania remain critically important. While PWC will main- like to thank the PWC team and board for the Stand for Her Land Campaign and CIVICUS tain long-running, fruitful collaborations, we will focus and energy they gave to the development and active members of TEN/MET, PINGOS and also work to build new partnerships where it will of this strategy. In particular, we would like to Tanzania Land Alliance (TALA), we will increase either enhance our learning or provide much thank Maliasili for supporting and facilitating this our engagement in national and international needed resources. strategy. Lastly, thank you to our all our donors networks, as another approach to amplify the who support our work, with particular gratitude PWC has a long-track record of strong and voice of our members. to the Norwegian Agency for Development constructive partnership with government at Cooperation (NORAD) and Global Fund for the district, ward and village level. In this next Women for supporting the creation of this strategy. Photo credits: PWC/Roshni Lodhia

32 els designed to provide simple, low-cost measures Maasai Women Development Organization Glossary of literacy and numeracy. (MWEDO) - aims to empower Maasai women eco- nomically and socially through improved access to Emanyata Secondary School (ESS): Emanyata Beacon Schools: temporary schools established by education, health services, enterprise development Secondary School (ESS) is located in the village of local communities with teachers provided and and through promotion of human and cultural Ololosokwan, bordering the Serengeti National funded by the government. They provide Standard rights. Park. PWC has been managing ESS since the I to III classes to children who are too young to Aigwanak Trust, a body representing the custom- Monitoring, Evaluation, Accountability and Learning travel the long distances required to reach govern- ary leaders of the district, handed it control in 2006 (MEAL): involves tracking the progress of programs, ment primary schools. when the school was considered to have been at making adjustments and judging the impact made Climate Smart Pastoralism: traditional pastoralism risk of collapse due to poor management. on the lives of those with whom we are working that adapts to climate change effects. This includes to ensure and improve the quality of our work. A Energize Project: a project aimed at providing breeding drought resistant livestock, rain harvest- MEAL system also helps us to be accountable to technical and life skills to out of school pastoralist ing and storage and better pasture and rangeland our stakeholders through information sharing and girls to improve their livelihoods. Technical skills management practices. developing a complaints or feedback mechanism are provided by corporations and institutions on which can help to guide program implementation. CIVICUS: a global alliance of civil society organi- renewable energy specifically; construction of sations and activists dedicated to strengthening domestic biogas plants and installation and main- Ngorongoro Conservation Area (NCA): established in citizen action and civil society throughout the tenance of domestic solar energies. 1959 as a multiple land use area, designated to world. promote the conservation of natural resources, Engishon Fund Ltd: a social enterprise established safeguard the interests of NCA indigenous resi- Community Health Workers: members of a commu- by PWC in 2017 aimed at providing affordable and dents and promote tourism. The 2009 Ngorongoro nity who are chosen by community members or flexible loans to pastoralist community members. Wildlife Conservation Act placed new restrictions organizations to provide basic health and medical on human settlement and subsistence farming in Female Genital Cutting (FGC): the illegal ritual cutting care to their community capable of providing the Crater, impacting Maasai pastoralists, most or removal of some or all of the external female preventive, promotional and rehabilitation care of whom had been relocated to Ngorongoro genitalia. within these communities. from their ancestral lands to the north when the Girls Not Brides: a global partnership of 1000+ civil British colonial government established Serengeti Community Paralegals: members of a community society organisations committed to ending child National Park in 1959. who are trained in basic law and in skills like marriage and enabling girls to fulfil their potential. mediation, organizing, education, and legal advo- Ngorongoro Conservation Area Authority (NCAA): cacy. They form a dynamic, creative frontline that Girl’s Rescue Centre: a temporary shelter established administers the Ngorongoro Conservation Area provide a bridge between the law and real life and in 2016 and run by PWC to provide a safe haven and is an arm of the Tanzanian government. The can engage formal and informal institutions alike. for pastoralist girls and young women escaping mission of the NCAA is to strive to maintain the gender based violence such as FGC, forced mar- status of NCA as a World Heritage Site. Early Grade Reading Assessment (EGRA) & Early Grade riage and domestic violence. Mathematics Assessment (EGMA): assessment mod- Ngorongoro Pastoral Council (NPC): a section of NCAA working as its own entity to pursue the NCAA

33 organizational strategic plan through the depart- Sustainable Development Goals (SDGs): a collection Water Management Committees: manage community ment of community development. Its function is to of 17 global goals designed to be a “blueprint to water systems by overseeing day-to-day opera- oversee the actual needs of the pastoral communi- achieve a better and more sustainable future for tions and setting policies. They are essential to ties living in NCA. all.” The SDGs, set in 2015 by the United Nations ensure the sustainability of community water General Assembly and intended to be achieved by systems. Pastoralists Indigenous Non-Governmental the year 2030. Organizations (PINGOS): a national membership Women’s Action Groups (WAGs): was the original organisation for pastoralists and hunter-gatherers, Tanzania Land Alliance (TALA): a member-based structure established by PWC for women’s eco- with 53 member NGOs and CBOs throughout organisation representing the leading land rights nomic empowerment activities. PWC no longer Tanzania. Established in 1994, it endeavors to civil society organisations in Tanzania. TALA plays a organises its activities according to this model. foster the interests of pastoralists and hunter-gath- unique role in giving local communities and mem- erers by advocating for change through good bers a voice to policy makers. Women’s Community Based Organization (CBO): a governance and human rights. non-profit organization that is representative of Tanzania Education Network (TEN/MET): a national women within the community and works to meet School Clubs: give students a confidential space network of non-state actors in education founded community needs. to discuss issues such as HIV, domestic violence, in April 1999 by 39 NGOs. Members have a com- forced marriage and early pregnancy. mon concern of the promotion of quality education Women’s Rights and Leadership Forum’s (WRLF’s): in Tanzania. The core objective is to work and link grassroots forums comprised primarily of women, School Committees: a group of persons who oversee with other actors in education so as to influence with a few supportive influential male members. the management of a school. policies and practices on basic education for all in All members and leaders are democratically Tanzania in a collective and informed manner. elected by women in their village and comprise of Sexual and Reproductive Health and Rights (SRHR): is a maximum of 30 people. The aim of WRLF is to the concept of human rights applied to sexuality Ujamaa Community Resource Team (UCRT): works strengthen the role of women in leadership and and reproduction. to empower marginalised people in northern mobilise communities to address women’s rights, Tanzania to secure rights to their natural resources particularly land and civil rights. Social norms: are regarded as collective representa- and land. UCRT’s mission is to promote and tions of acceptable group conduct as well as enhance communities’ capacity to improve their Women’s Solidarity Boma (WSB): facilitate their mem- individual perceptions of particular group conduct. livelihoods and to sustainably manage their natural bers (women) to gain property rights and generate They can be viewed as cultural products (including resources. income through the ownership of property and values, customs, and traditions) which represent revolving livestock projects. This is important in the individuals’ basic knowledge of what others do and Village Community Banking (VICOBA): is the reflection context of Maasai society where women currently think that they should do of Grameen bank model of Bangladesh and Sewa do not ordinarily own cattle in their own right. Bank of India, structured in such a way that people Stand for Her Land Campaign: works to strengthen especially in rural areas are organised in groups, land rights for women around the world by closing trained self-awareness, entrepreneurship skills , the gap between law and practice and helping fulfil financial literacy, and other skills, then given loans, promises of gender equality. for income generation activities and investment to create growth.

34 Pastoral Women’s Council P.O. Box 72 | Loliondo, Arusha, Tanzania www.pastoralwomenscouncil.org facebook.com/pastoralwomenscouncil [email protected]

35