DRAFT Tanzania Local Enterprise Development (T-LED) Project PIP 9.28.15p

Tanzania Local Enterprise Development (T-LED) Project
Project Implementation Plan (PIP)
Submitted to Department of Foreign Affairs, Trade and Development (DFATD)
1
Acknowledgements
Cuso International and VSO Tanzania wish to acknowledge the Government of Tanzania, SIDO, TCCIA,
TWCC and the citizens of Tanzania for the opportunity to contribute to their broader vision of improving
economic outcomes for entrepreneurs and SMEs throughout the country. We wish to acknowledge the
individuals, organizations, SMEs and government who participated in the consultation processes for the
design and implementation planning for this project.
We greatly appreciate the financial support available from the Government of Canada through the
Department of Foreign Affairs, Trade and Development.
All partners and stakeholders have a desire and willingness to implement the project with a focus on
sustainability thus ensuring long-term benefit for our partners, stakeholders and the country.
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Contents
Acronyms
Executive Summary
1.
Introduction.....................................................................................................................................................................
2. PIP Methodology...........................................................................................................................................................
3. Project Design...............................................................................................................................................................
3.1 Context
3.2 Rational
4. Logic Model Narrative...................................................................................................................................................

5. Reach and Beneficiaries................................................................................................................................................
6. Cross Cutting Themes....................................................................................................................................................
6.1 Gender Framework and Strategy
6.2 Environment
7. Technology Fund and Financial Linkages......................................................................................................................

7.1 Technology Fund
7.2 Financial Linkages
8. Regional Value-Chains...................................................................................................................................................
9. SMEs..............................................................................................................................................................................
9.1 Tiers Definition
9.2 SME Selection Process
10. Enterprise and Innovation Centres.............................................................................................................................

11. Project Management..................................................................................................................................................
11.1 Management Approach and Structure
11.2 Roles and Responsibilities of Implementing Partners
11.3 Project Committees and Teams
12. Project Implementation..............................................................................................................................................

12.1 Outputs and Activities
12.2 WBS T-LED - Short
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13. Results Based Projet Monitoring and Reporting........................................................................................................
13.1 Performance Measurement Framework Narrative
13.2 Monitoring Risk
13.3 Performance Reporting Framework
13.4 Stakeholders Communication Plan
14. First Year Annual Work Planning................................................................................................................................

Appendix A - Monitoring and Evaluation Plan
Appendix B - Logic Model
Appendix C - Project Management Framework
Appendix G - Partnership Summary
Appendix H - Risk Register
Appendix I - Summary of Committee Meetings, Reporting Timelines and Scheduling
Appendix J - T-LED Organogram
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Acronyms
AKF Aga Khan Foundation
CARMATEC Centre for Agricultural Mechanisation and Rural
Technology
CEA Canadian Executing Agency
DFATD Department of Foreign Affairs, Trade and
Development
EA Executing Agency
ESRF Economic and Social Research Foundation
FAST Finance Alliance for Sustainable Trade
FDI Foreign Direct Investment
FSDT Financial Sector Deepening Trust
FSP Financial Service Provider
GAC Gender Advisory Committee
MEDA Mennonite Economic Development Associates
PAC Project Advisory Committee
PDC Project Development Committee
PIP Project Implementation Plan
PMO-RALG Prime Minister’s Office Regional Administration and
Local Government
PMT Project Management Team
PSC Project Steering Committee
RAS Regional Administrative Secretary
RED Regional Enterprise Development
SAGCOT Southern Agricultural Growth Corridor of Tanzania
SGB Small and Growing Business
SE Small Enterprise
SIDO Small Industries Development Organisation
SME Small and Medium Enterprise
SSBVC Strengthening Small Business Value Chains
TCCIA Tanzania Chamber of Commerce of Industries and
Agriculture
TDC Technology Development Centre
T-LED Tanzania Local Enterprise Development
TPSF Tanzania Private Sector Foundation
TWCC Tanzania Women Chamber of Commerce
UDEC University of Dar es Salaam Entrepreneurship Centre
VETA Vocational Educational and Training Authority and
VSO Voluntary Service Overseas
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Executive Summary
Tanzania’s economy has grown steadily over the past decade, yet this has not translated into significant benefits
for the average Tanzanian. With the recent discovery of gas and new agricultural policies, the economy is expected
to grow and bring additional Foreign Direct Investment (FDI). While a demand remains for suppliers and farmers to
support export operations, their current products and services do not meet the requirements and standards of
international firms nor have they been able to capitalize on associated markets created by supply chains.
The Tanzania Local Enterprise Development (T-LED) project will support local SMEs to overcome existing barriers,
with particular attention paid to the additional challenges faced by female-headed SMEs, in accessing growth
markets in the extractive and agribusinesses sectors, while enhancing the quality and coordination of market-
driven business development services. The project will strive to bring together the private sector, civil society and
government to encourage a more equitable and market-driven distribution of resources. Through this project, we
seek not only to reduce economic leakage and keep more of the value chain and income generation within
Tanzania, but also to specifically ensure that more women and men may benefit from these growth markets. The
project will be implemented in Tanzania in four regions: Mwanza, Iringa, and Lindi and Mtawara. The national
project partners include key Tanzanian institutions mandated with building the country’s SME sector: the Tanzania
Chamber of Commerce, Industry and Agriculture (TCCIA), the Small Industry Development Organisation (SIDO), and
the Tanzania Women Chamber of Commerce (TWCC).
The overall goal of the T-LED project is enhanced equitable and sustainable economic growth and prosperity for
women and men in the Mtwara, Lindi, Mwanza and Iringa regions of Tanzania. This aligns with project partner
goals of increasing private sector development (TCCIA), small industry development (SIDO) and women-led
business growth (TWCC). The project aims to increase economic growth and prosperity in two ways – 1) by
increasing the income and growth potential of women and men entrepreneurs in the value chains related to
foreign direct investment in agriculture and the extractive industries and 2) by enhancing the SME support services
provided by TWCC, SIDO and TCCIA in the target regions.
Through two dedicated PIP workshops and a series of consultations, Cuso International and VSO Tanzania, in
collaboration with implementing partners TCCIA, SIDO and TWCC and with the support of local government
stakeholders, gathered background, market, cultural and contextual ve information in order to inform the way
forward in terms of the logic model, performance management framework, risk assessment, activity plan and
budget forecast for the first year.
This Project Implementation Plan provides the background, context and rationale, identifies the key outcomes,
outputs and activities planned during the project, the governance and management structure, roles and
responsibilities of the implementing partners, the performance measurement approach, risk monitoring, and the
budget required ($14,797,983 CAD) to achieve the project’s expected results. There is also a gender action plan
intended to contribute to the quality and sustainability of the project outcomes. Finally, the PIP outlines the
stakeholders’ communication plan and the work plan for the project’s first year.
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1. Introduction
INSERT:
 Paragraph on why T-LED proposal was submitted

 Paragraph discussions started between CUSO International and VSO Tanzania and how these discussions
evolved
Timeline of process:
 How consultations began with implementing partners and Government of Tanzania

 Submissions to DFATD: concept note, discussions, feedback, and proposal
 Proposal approval
 Other important timeline references in the proposal application and submission process
The official start date of the project is March 31 th, 2015 when a contribution agreement was signed between CUSO
International and DFATD. The project launch is set to occur as soon as approval is provided by DFATD.
2. PIP Methodology
Building on the above, CUSO International/VSO Tanzania designed its results approach to developing the PIP
beginning April 8, 2015 in consultations with TCCIA, TWCC, and SIDO. Scoping visits were conducted to Mwanza
from April 16 – 17, Mtwara and Lindi on April 20 – 21, and Iringa on May 13 – 15. The tasks and schedules for the
PIP development included the following:
April 6 – 10
April 13 – 17
April 20 - 24
April 27 – 1
May 11 – 15
May 18 – 22
May 25 – 29
June 1 - 5
June 8 - 12
May 4 – 8
15 September 7 –
-23 September 21
28 July 21 – August
Scoping visit with Regional Government, implementing
partners, SMEs, Mining companies in Mwanza
Scoping visit with Regional Government, implementing

partners, SMEs in Lindi and Mtwara
Scoping visit with Regional government, implementing

partners, SMEs, NGOs, Commercial industries in Iringa
Procurement Framework workshop with Mining companies
Procurement research on oil and gas Lindi/Mtwara LNG plant

forecasting
Industry sector workshops Lindi
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SME assessment
Gender assessment
PIP internal workshop
Final validation workshop
Market Value Chain and Gender Assessment (July 21 – August 28, 2015): A market value chain and gender
assessment was carried out to identify which market opportunities exist for SMEs in each of the target regions -
which markets are saturated and where there is potential for growth and access to new markets for SMEs. The
assessment also identified the challenges, gaps, limitations and constraints SMEs face in each region in accessing
the identified opportunities, with a specific focus given to the challenges encountered by women entrepreneurs.
This information will help to further inform tailored program regional activities and interventions to support the
SME sector and to ensure the equitable participation of women in the local economies and target industries.
PIP Internal Workshop (September 7 - 15, 2015): The PIP internal workshop brought together T-LED, CUSO
International and VSO Tanzania staff, and for specific sessions, implementing partners and FAST (Finance Alliance
for Sustainable Trade) participated. The sessions included defining the project management structure; validating
the selection of implementing partners and defining their roles; reviewing the context and rational for the project,
including highlighting any changes since the proposal was submitted and new risks; the performance management
framework and logic model for the project were reviewed; from the findings and recommendations of the market
value chain and gender assessment, the meaning of the term local under T-LED was defined, priority value chains
for respective regions were identified, and SME tiers were defined; cross-cutting considerations of gender and the
environment throughout the project were outlined; and the design and establishment of specific project activities
such as the enterprise and innovation centres and the technology fund were planned. The workshop also included
working sessions for drafting the project schedule, work breakdown structure, stakeholders and partners
communication plan, and revising the budget.
PIP External Workshop (September 21 – 23, 2015): The PIP validation workshop brought together implementing
partners, UDEC (University of Dar es Salaam Entrepreneurship Centre), extractive industries, CRDB Bank PLC., and
representatives from UN Women, Aga Khan Foundation (AKF), Tanzania Gatsby Trust, ESRF (The Economic and
Social Research Foundation), DFATD, CUSO International and VSO. The sessions included validating the SMEs’ tier
structure, the value-chains focus of T-LED, the management and structure of the program, the logic model and
expected results, and the gender action plan. It also included the work breakdown structure and annual work plan,
roles and responsibilities including the implementing partners and committees and a review of the project risks
and mitigation strategies.
Consultations with Stakeholders (April 1 – September 25, 2015): Before and during the workshops, extensive
consultations were held with key government and civil society stakeholders including visits to Regional
Administrative Secretaries in all four target regions, District Administrative Secretaries in relevant regions, LIMAS
(Lindi and Mtwara Agribusiness Support), AKF, CARE, MEDA (Mennonite Economic Development Associates),
commercial banks, mining companies, oil and gas companies, SMEs, and producer groups and associations.
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Financial Service Providers’ Assessment: FAST conducted a scoping visit to Tanzania in August, 2015. The purpose
of the mission was to conduct an initial scoping of the financial service providers in Tanzania, conduct an initial
assessment of SME needs in terms of financial services, and also to liaise with CUSO International and VSO
Tanzania project staff to identify where FAST is best placed to support participating SMEs. During the PIP internal
workshop, FAST also presented its findings from the scoping mission.
Comparable Project: Mennonite Economic Development Associates of Canada (MEDA) will be implementing a 6-
year contract in Tanzania that is partly funded by the Government of Canada (DFATD). The private sector
development project, Strengthening Small Business Value Chains (SSBVC), aims to contribute to Tanzania’s
economic growth and increase job creation by sustainably improving the business performance of SGBs (small and
growing businesses) and SEs (small enterprise). SSBVC’s geographical scope is in Southern and Eastern Tanzania,
specifically Mtwara, Arusha and Morogoro. With an overlap in Mtwara between T-LED and SSBVC and with the aim
to avoid duplication of the respective projects’ activities, a meeting was held with SSBVC’s Country Project
Manager to explore possibilities of collaboration. An MOU between MEDA and Cuso International/VSO Tanzania
will be signed to articulate possible areas of synergy and relevant information sharing on SMEs in Mtwara. A
possible area is around the complimentary financial components of T-LED and SSBVC – with the possibility of SMEs
that would are trained through T-LED’s enterprise and innovation centres, that fall within MEDA’s targeted value
chain, and that have the potential to generate increased demand and production to be considered for SSBVC’s
matching grant scheme.
3. Project Design
3.1 Context
Tanzania’s Economy: Tanzania’s economy has been growing steadily at 6.6 per cent (World Bank) per annum over
the last 10 years; however, household consumption per capita has only grown at an annual rate of 0.8 per cent
(REPOA 2009)1, suggesting that this economic growth has not translated into significant benefits for the average
Tanzanian.
As expected in such a context, household poverty rates are highest (38 per cent) in rural areas where 80 per cent
of the population resides, are slightly lower in small urban settings (24 per cent) and lowest (16 per cent) in Dar es
Salaam (REPOA 2009)2 suggesting a growing inequality between urban and rural Tanzanians. High levels of poverty
have negative implications for access to education, health services, and active citizenship, all of which are felt more
deeply by women (UNICEF 2010)3.
However, following the recent discovery of gas (with the possibility of more than $50 billion CAD investments
expected over the next 20 years), continued demands from the mining sector (with an estimated additional
investment of $3 billion CAD in the next 10 years), and the introduction of new national agricultural policies
(Southern Agricultural Growth Corridor and Big Results Now initiative) – with expected agribusiness investments of
$3.5 billion CAD over the next 10 years, new FDI is expected to significantly boost the Tanzanian economy.
SMEs in Tanzania: According to the 2013 McKinsey & Company report 'Reversing the Curse: Maximizing the
Potential of Resource-Driven Economies'4 between 40 and 80 per cent of the revenue created in oil, gas and mining
1
(REPOA, 2009), “Brief 4: An Analysis of Household Income and Expenditure in Tanzania” - http://www.repoa.or.tz/documents/brief_4_lr.pdf
2
idem
3
(UNICEF, 2010), “Children and Women in Tanzania” - http://www.unicef.org/tanzania/SITAN_Mainland_report.pdf
4
2013, The McKinsey Global Institute, 'Reversing the Curse: Maximizing the Potential of Resource-Driven Economies'
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in developing countries is spent on the procurement of goods and services, often exceeding tax and royalty
receipts. The report argues that creating an enabling environment for local suppliers, developing technical skills,
and providing access to financing and support services, can substantially increase their ability to help grow the
local economy.
Tanzanian enterprises are however not yet equipped to fully grasp the opportunities from these expenditures and
associated supply chains, which in turn means that the full benefit of those investments will not be felt in the
communities in which they operate. SMEs have the potential to increase local employment, enhance local
economies and contribute to the reduction of poverty, but they are not currently geared up to meet the
requirements of international and national firms, nor are they in a position to capitalise on the markets created by
the associated supply chains. However, the Tanzanian economic landscape currently lacks this driving force of
SMEs with a concentration of business activity more towards micro rather than small and medium enterprises,
with less than 3 per cent of enterprises having more than 5 employees (FSDT 2010) 5 and only 16 per cent of those
SMEs formally registered with the Business Registrations and Licensing Agency (BRELA). There exists a unique and
time-sensitive opportunity to support Tanzanian SMEs, to help them develop and promote their products and
services to access these value chains and meet the demand within these sectors.
Project Target Regions: Lindi and Mtwara are located in the south: these two juxtaposed regions are among the
poorest in the country but the situation could rapidly change with the discovery of offshore gas. Lindi is set to
become the home of a large LNG plant that will employ thousands of people and Mtwara port is set to become a
hub for upstream and downstream gas operations in the region. However, given the delay of the start of the
construction of the LNG plant and the uncertainty of future FDI from the oil and gas sectors, T-LED will focus on
value-chain opportunities that can meet current/existing unmet market demand, but can easily supply oil and gas
investments in the future. Further, Mtwara is experiencing strong economic growth, driven in part by non-oil and
gas investments, such as the newly constructed Dangote cement plant, which is expected to employ approximately
7,000 people, 2,500 of which will likely eat at least one meal per day onsite. Other investments such as the Bank of
Tanzania building, new university buildings, and district administrative buildings have also been driving demand.
Despite recent economic growth, the delayed construction of the LNG plant is a concern, as much local private
investment in Mtwara has been made in expectation of the near-term development of the plant. Mtwara runs the
risk of a slow-down, or worse, over the next 12 - 18 months due to the delay. (This contextual change is reflect in
the updated Risk Register in Appendix H). Therefore, T-LED will be working in both regions in increasing market
access for current and potential SMEs and developing strategies for demand creation by working with National
enterprises. For Lindi especially, as market opportunities and demand will not be sufficient for growing SMEs
within the region, T-LED will be particularly focused on exploring and creating linkages with other markets –
nationally and/or internationally.
Iringa is located in the centre of the Southern Agriculture Growth Corridor (SAGCOT), a Government initiative
which aims to transform 350,000 hectares of arable land into profitable production by attracting foreign
investment. The SAGCOT management team requested T-LED’s support in developing local SMES and smallholder
farmers’ cooperatives to benefit from expected investments.
The Lake Victoria Zone in the north encompasses five regions with different socio-economic development levels
(Mwanza, Mara, Tabora, Sinyanga and Kagera). The project will not target the entire zone but will focus on SMEs
5
(FSDT, 2010), “National Baseline Survey Report: MSME in Tanzania” -
http://www.fsdt.or.tz/fileadmin/downloads/MSME_National_Baseline_Survey_Report_2012.pdf
4
located in the vicinity of significant current and future mining projects to increase their ability to access and deliver
contracts and associated supply chains.
Extractive Industry: While poverty remains prevalent in Tanzania, FDI has the potential to spur growth by
facilitating technology transfer, expanding market access and competition, financing physical capital formation,
and developing human capabilities (REPOA 2009) 6. However, until now, inflows in the mining sector have yet to
incorporate domestic processing and service systems in its value chains (REPOA 2009) 7.
In the gas sector, the LNG plant is expected to provide contract and jobs opportunities both in the construction (est
5,000 – 8,000 jobs over 3-5 years) and operations (est 500 jobs longer term). Additional investments such as the
set-up of a free economic zone by the local Government for construction support and possible new industries such
as fertilisers and cement are foreseen.
Currently there are few operational projects supporting local content in the extractives sectors in Tanzania, limited
to the ongoing research project by the World Bank/UKDFID on “Developing Local Industries Connected to
Tanzania’s Natural Gas Discoveries”, and some SME development by African Barrick Gold. These are
complementary initiatives to the proposed project, and lessons learned from these initiatives will be used to
enhance our project interventions. The WB/UKDFID research has already identified key supply chains, with
potential value of $1-2 billion, for the gas sector.
Agriculture: Given the strong role that agriculture plays in Tanzania’s economy and the large number of people
involved (three quarters of the poor in Tanzania are farmers), the agricultural sector, has the potential to benefit a
significant number of Tanzanian men and women and reduce food poverty. Agribusiness however, is still in its
infancy in Tanzania and commercial ventures are found mostly in traditional export crops such as coffee, tea,
cotton, cashews, tobacco and, on a much smaller scale, cloves and sisal. The formation of growers and traders
associations has been identified by the Agriculture and Livestock Policy and Agriculture Sector Development
Strategy as the best way forward to commercialise agricultural operations improve household income, food
security and access to technical, financial and diversified markets. Data from the Agricultural Census Survey (ACS)
2007/088 show that smallholder farmers participating in contracting production and out-grower schemes increased
from 0.1 per cent in 2002/03 to 0.2 per cent in 2007/08. This is still well short of the MKUKUTA I target for 2010 set
at 1.3 per cent (61,761 smallholders).
Given that the agriculture plays such a strong role in Tanzania’s economy, support to SMEs and cooperatives to
access supply chains related to agribusiness operations has the great potential to reduce food poverty, and equally
benefit men and women (especially as more women are concentrated in the agriculture sector). The focus on small
and medium farming SMEs (with a focus on cooperatives) to increase production, create employment, and
maximise profitability and income is also aligned with Tanzania’s Agricultural Sector Development Strategy.
Women Entrepreneurs in Tanzania: According to a 2005 ILO study on growth-oriented Women Entrepreneurs in
Tanzania9, women are predominantly found in informal, micro level, and low-growth sectors, and encounter high
competition while earning subsistence incomes. Businesses tend to reflect traditional gender roles in food
6
(REPOA 2009)
7
(REPOA 2009)
8
2009, National Bureau of Statistics, Ministry of Finance, “Agriculture Sample Census Survey 2007/08” -
http://www.nbs.go.tz/tnada/index.php/catalog/16
9
(ILO 2005), “Support for Growth-oriented Women Entrepreneurs in Tanzania” -
http://www.afdb.org/fileadmin/uploads/afdb/Documents/Policy-Documents/GOWE%20Tanzania.pdf
5
production, sewing, crafts, small-scale farming and cooperative production. Several key informants in the study
highlighted that women entrepreneurs lack exposure and socialisation to identify higher growth potential business
ventures. They often work from home and lack social, cultural and business support for their role as entrepreneurs.
The study also identified a lack of technical and business management skills, as well as the confidence to negotiate
with financial institutions. Nchimbi (2003)10 found differences between women and men in the MSE sector,
including women’s higher illiteracy rates, a fear in taking bigger loans; less collateral to back bigger loans; women
work harder at marketing their products, but lack bargaining and negotiating power; and have less access to
business premise.
In addition to a number of gender-blind national policies with respect to SME development, the ILO study also
highlighted a number of gender-related problems including a lack of property rights over assets; lack of
confidence in women by bank officers; discouragement from men when starting or formalizing businesses; social
restrictions regarding networking with men in business; and suppliers sometimes insisting that they deal with the
entrepreneur’s husband when decisions are being made (ILO, 2005) 11.
Alignment with DFATD & Government of Tanzania: The project aligns with DFATD's thematic focus in Tanzania, the
Tanzanian Governments' current strategy for growth and reduction of poverty, MKUKUTA II, the Big Results Now
initiative (agriculture and private sector development), the Government’s draft 2014 policy for Local Content in the
Natural Gas Sector, as well as the SAGCOT. MKUKUTA II identifies economic growth for the reduction of income
poverty as one of three overall clusters of focus. This includes promoting employment-enhancing growth,
leveraging returns on national resources, promoting a conducive and enabling business environment, and the
expansion and access of the private sector to financial services. The strategy also prioritizes enhanced employment
opportunities for women, and increased productivity, employment, and incomes within the agricultural and
extractive sectors. The Natural Gas Local Content Policy has the mission ‘to create an enabling environment and
opportunities for Tanzanians to benefit from the economic wealth derived from the oil and gas industry in the
course of local participation in the ownership, operations, control and management’.
Aligned with MKUKUTA II and the Local Content Policy, DFATD's work in Tanzania has a strong focus on sustainable
and equitable economic growth. This includes partnering with the private sector, improving the environment for
businesses to start-up and expand, and greater access to financial services. Supporting growth within the
agricultural sector is also a key priority. This project supports both the Tanzanian government and DFATD's
approach to reducing poverty and increasing the economic security of Tanzanian men and women.
3.2 Rational
Since SMEs are a driving force for economic development, T-LED will boost the capacity of local SMEs to grow and
develop a striving local industry whilst increasing local content and keeping more of targeted value chains and
income generation within Tanzania, ensuring that more Tanzanian women and men directly benefit from these
growth markets. Many such initiatives in Tanzania and other resource-rich countries in Africa have failed as they
focused on policy change or research and/or advocacy. T-LED will support change through the provision of short
and long term discipline experts based in regional enterprise and innovation centres who will provide hands on
coaching and mentoring to SMEs and, more importantly, to existing Tanzanian business development institutions.
10
(Nchimbi 2003), “Gender and Entrepreneurship in Tanzania: A comparative analysis of Male - Female’s start - up
Motivation, Individual characteristics and perceptions of business success”, PhD Dissertation Umea School of
Business and Economics
11
(ILO 2005)
6
The project will support two tiers of SMEs with targeted support to a small number of growth-oriented SMEs with
the potential to significantly increase employment through direct contracts within the target sectors, as well as
broader support to SMEs located in the associated supply chains. Capacity building of our Tanzanian business
development and local government partners will provide a significant multiplier of SMEs supported. Many of the
growth-oriented SMEs are not headed by women, and therefore, an important project component includes
addressing the social and cultural barriers female-headed SMEs face, as well as building the capacity of T-LED’s
national partners to ensure their services are gender-responsive.
The project will also enhance the capacity of existing Tanzanian institutions to provide market-driven and gender
responsive business development services to support local SMEs. The project will train and mentor SME staff on
business practices, provide selected technical inputs, and facilitate access to financing, as well as provide
information on, and access to, new market opportunities. The project will facilitate direct linkages with the private
sector (including Canadian investors) and financing institutions. The project will also address specific challenges
facing female-headed SMEs, and deliver interventions for female entrepreneurs to ensure they are able to
participate and adequately benefit from these growing sectors.
4. Logic Model Narrative

With an average GDP annual growth rate of 7 per cent between 2002 and 2015, coupled with increasing FDIs, the
T-LED project aims at supporting SMEs so that this growth translated into increased local knowledge and local
content. T-LED project plans were derived from consultations described above. These inputs led to the articulation
of outcome statements as well as ideas for outputs and activities. Consultation and research activities carried out
previously, and during the PIP planning process confirmed and further developed the project design of T-LED.
Expected Results
The ultimate outcome of T-LED is: Enhanced equitable and sustainable economic growth and prosperity for women
and men in Mtwara, Lindi, Mwanza and Iringa.
Two intermediate outcomes will contribute to the achievement of the ultimate outcome:
 Intermediate outcome 1100: Increased equitable and sustainable incomes and employment of women
and men in value chains related to foreign direct investment in the extractive and agribusiness in target
regions.
 Intermediate outcome 1200: Enhanced market-driven and gender responsive services delivered to SMEs
by TCCIA, SIDO, TWCC in target regions.
Five immediate outcomes will also contribute to the achievement of the ultimate outcome:
 Immediate outcome 1110: Improved access to business tools, technical inputs and financing that respond
to gender specific needs.
 Immediate outcome 1120: Improved knowledge of and access of female- and male-headed SMEs to
market opportunities.
 Immediate outcome 1130: Increased capacities of female entrepreneurs to overcome cultural and social
barriers in growing their business.
 Immediate outcome 1210: Increased capacity of national partners (TCCIA, SIDO, TWCC) to deliver market-
driven services to SMEs.
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 Immediate outcome 1220: Increased capacity of national partners (TCCIA, TWCC, SIDO) to deliver gender
responsive services.
The expected outputs and activities are presented in the logic model in Appendix B.
5. Reach and Beneficiaries

At the end of five years the T-LED project will be implemented in the four regions of Lindi, Mtwara, Mwanza and
Iringa. SMEs will benefit from increased equitable and sustainable incomes and implementing partners (nationally
and regionally) will be better positioned to deliver market-driven and gender-responsive services to SMEs.
The beneficiaries, intermediaries and stakeholders of the project will include:
Ultimate Outcome 1000 - Enhanced equitable and sustainable economic growth and prosperity for women and men in
Mtwara, Lindi, Mwanza and Iringa (target regions) Tanzania
Direct Beneficiaries: Indirect Beneficiaries:
 Women and men  Families of women and men
 Entrepreneurs  Families of entrepreneurs
 SMEs  Community members of entrepreneurs
 Implementing partners and their staff  Colleagues of implementing partners’ staff
Potential Project Effects: Potential Project Effects
Intermediate Outcome 1100 - Increased equitable and sustainable incomes and employment of SMEs in value chains
related to FDI in the extractive and agribusiness (target sectors) and target regions
 # women and men gain employment from SMEs  # family members of women and men
supported by T-LED
 # family members of entrepreneurs
 # SMEs’ whose income has increased
 # community members of entrepreneurs
 # colleagues of implementing partners’ staff
Immediate Outcome 1110 - Improved access to business tools, technical inputs and financing that respond to gender
specific needs
8
 # SMEs benefiting from increase in knowledge of  # staff of SMEs supported by T-LED

business practices
 # families of women and men
 # SMEs benefiting from increase technical
knowledge  # family members of entrepreneurs
 # SMEs benefiting from increase in knowledge of  # community members of entrepreneurs

financing options
Expected output 1111 - Enterprise and innovation centres established in regions
 # Tier 1 SMEs  # Tier 2 SMES
 3 implementing partners  # colleagues of implementing partners’ staff
Expected output 1112 - Selected SMEs participate in mentorship program with Canadian SMEs
 # Tier 1 SMEs  # staff of Tier 1 SMEs
 # family members of Tier 1 entrepreneurs
 # community members of Tier 1 entrepreneurs
Expected output 1113 - Technology innovation fund set-up, disbursed and managed through competitive process
Expected output 1114 - SME financial data collected, analysed and shared with potential investors and financial fairs set-up
 # SMEs  # staff of SMEs
9
Immediate Outcome 1120 - Improved knowledge and access of SMEs to market opportunities
 # trained SMEs on market opportunities  # staff of SMEs
Expected output 1121 - Market opportunities analysed and SME assessment completed in target region/sector
 3 implementing partners
Expected output 1122 - Environmental assessment conducted of SMEs and environmental sustainability plans developed
and implemented
 # community members
Expected output 1123 - SME mentoring and learning exchanges implemented with National Companies
10
Expected output 1124 - Project Website developed and communications materials disseminated
 # SMEs  # community members
 3 implementing partners  # colleagues of implementing partners’ staff
 Other SMEs
 Policymakers
Immediate Outcome 1130 - Increased capacities of female entrepreneurs to overcome cultural and social barriers in
growing their business
Indirect Beneficiaries:
Direct Beneficiaries:
 # family members of female entrepreneurs
 # trained female entrepreneurs
 # of entrepreneurs
Expected output 1131 - Targeted gendered value chain analysis completed within each target sector/region
 # women and # men  # families of women and men
 # entrepreneurs  # families of entrepreneurs
 # SMEs  # community members of entrepreneurs
 3 implementing partners and their staff  # colleagues of implementing partners’ staff
Expected output 1132 - Gender action plan developed and gender strategy implemented
11
Expected output 1133 - Trainings delivered to address social barriers for female-headed SMEs
Expected output 1134 - Female-only space created at the enterprise and innovation centres and best practice and
experiences shared amongst female headed SMEs
 # trained female entrepreneurs  # family members of female entrepreneurs
Intermediate Outcome 1200 - Enhanced market-driven and gender responsive services delivered to SMEs by TCCIA, SIDO,
TWCC and local government in target regions
 3 implementing partners  # staff of SMEs
 # SMEs  # family members of entrepreneurs
 # implementing partners staff
Potential Project Effects Potential Project Effects
Immediate Outcome 1210 - Increased capacity of national partners (TCCIA, SIDO, TWCC and local government) to deliver
market-driven services to SMEs
12
Expected output 1211 - Assessment of institutional capacity (TCCIA, SIDO and TWCC) to deliver market-driven services to
SME’s and the development and delivery of training, mentoring to support capacity development
Expected output 1212 - Policy gaps and systemic barriers for female and male headed SME development identified,
strategies implemented and platforms developed to advocate for policy reform
Immediate Outcome 1220 - Increased capacity of national partners (TCCIA, TWCC, SIDO and local government) to deliver
gender responsive services
 3 implementing partners  # family members of female entrepreneurs
 # female entrepreneurs  # community members of female entrepreneurs
Expected output 1221 - Assessment of institutional capacity of national partners (TCCIA, SIDO and TWCC) and local
government to deliver gender-responsive services to female-headed SME’s and the development and delivery of training
and mentoring support to capacity development
 Local governments  # family members of female entrepreneurs
13
 3 implementing partners  # community members of female entrepreneurs
 # female entrepreneurs  # implementing partners staff
Expected output 1222 - Research conducted with TWCC to identify technical barriers women face to promoting and
growing their businesses
 # stakeholders  # family members of female entrepreneurs
 TWCC  # community members of female entrepreneurs
 Other 2 implementing partners  # implementing partners staff
 # female entrepreneurs
Expected output 1223 - Business training delivered with national partners to female-headed SME’s in each target region
Expected output 1224 - Media awareness campaign developed and implemented promoting female -headed SME’s with
TWCC
 # female entrepreneurs  Policymakers
 # community members of female entrepreneurs
 # family of female entrepreneurs
6. Cross-Cutting Themes
6.1 Gender Framework and Strategy
The 2008 Gender Empowerment Measure put Tanzania at 48th place out of the 108 countries measured. Women
are heavily involved across economic and productive sectors, particularly in agriculture, where women engage with
a significant amount of work related to production and cultivation. However, as is similar in many countries in the
region, as well as globally, women are largely excluded from marketing, sale and transport activities, business
transactions and control over revenues or income. In terms of economic empowerment, women face barriers to
decision-making at all levels and there are many laws and customary practices that remain discriminatory against
women in Tanzania (UNDP 2014).
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When women in Tanzania do get direct access to markets or engage in trade, they face discrimination and
exploitive practices by male-dominated exchanges—receiving lower prices for their products, with prices and
offers routinely driven down using the parameters of social customs and norms (such as timing at markets, i.e.
waiting out women during the daytime until close to sunset when traders know that women have to return to their
households, then offering a low price for produce right before they will have to board public transport before dark
to reach their homes).
According to a June 2014 survey by Youth Business International, female entrepreneurs face more challenges
compared to their male counterparts. These challenges include:
 inadequate assets required for collateral;

 requirement of approval by male family members before taking a loan;
 gender discrimination within and by financial institutions;
 limited networks to grow business;
 low offers on price by ‘middlemen’;
 lack of access to marketing information or information on best practice in all aspects of business or
(agricultural) production;
These factors, although not exhaustive, are often cited as being causes of women lacking confidence to enter into
business activities. According to a 2005 ILO study 12, Tanzanian women entrepreneurs are predominantly found in
informal, micro level, and low-growth sectors, and encounter high competition while earning subsistence incomes.
Businesses tend to reflect traditional gender roles in food production, sewing, crafts, small-scale farming and
cooperative production. Several key informants in the study highlighted that women entrepreneurs lack exposure
and socialisation to identify higher growth potential business ventures. They often work from home and lack social,
cultural and business support for their role as entrepreneurs. The study also identified a lack of technical and
business management skills, as well as the confidence to negotiate with financial institutions. Nchimbi (2003) 13
found differences between women and men in the MSE sector, including women’s higher illiteracy rates, a fear of
taking bigger loans and less collateral to back larger loans. Women work harder at marketing their products, but
lack bargaining and negotiating power and have less access to a business premise.
Many of the growth-oriented SMEs are not headed by women, and therefore, an important project component
includes addressing the social and cultural barriers females face in starting and managing their own enterprises, as
well as building the capacity of our national partners to ensure their services are gender-responsive.
For T-LED, gender equality is a crosscutting theme throughout the project and it is also treated as a goal in itself
within the project. The project has mainstreamed gender equality across the program activities to ensure that the
project serves the technical needs of both female and male entrepreneurs, and has included activities to address
the social and cultural barriers women in Tanzania face in starting and growing their businesses. Some of these
activities are:
 a gender value-chain assessment: a gender value-chain assessment was carried out to identify the
constraints and opportunities women-led SMEs face in potential high growth value-chains in all four
target regions. A study by UN Women on a value chain mapping of women in the extractive sector will
help to complement this current analysis.
12
(ILO 2005)
13
(Nchimbi 2003)
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 female-only spaces: female-only space will be provided at each enterprise and innovation centres that will
include women-only times to support sharing amongst female entrepreneurs and a resource centre to
expand women’s access to information and resources in growing their businesses.
 a desk review of gender responsive private sector policies: a desk review of existing gender responsive
private sector policies and an analysis of the gaps.
 gender action plan and strategy: workshops and mentoring developed to address barriers highlighted in
the gender analysis.
 a gender advisory committee: a gender advisory committee (GAC) will be established as subcommittee to
the PAC to advise T-LED on issues concerning gender, women in particular, as they relate to the project
and will provide a platform for women-focused partners and stakeholders to play a significant and
tangible role in steering the direction of the project. In the long-term, beyond the SME focus, T-LED would
like to see the GAC evolve into a working group for actors focused on promoting and ensuring women’s
role in private sector development in Tanzania in order to amplify the economic and livelihood
opportunities for women.
In the second project stream, the project will increase the capacity of implementing partners (TCCIA,
SIDO and TWCC and local government) to deliver both market-driven and gender responsive services to
SMEs. This will be achieved through the following activities:
 carrying out a comprehensive capacity assessment and corresponding training and mentoring to enhance
partners’ capacity in the area of providing gender responsive services to SMEs;
 identifying policy gaps and systemic barriers that both male and female-headed SMEs face, and develop
strategies for two critical bottleneck policy areas for reform through appropriate platforms;
 working in collaboration with TWCC to identify specific technical barriers female-headed SMEs face and
delivering trainings to female-headed SMEs; and
 carrying out a media awareness campaign which will be developed and implemented in collaboration with
TWCC to promote women entrepreneurs in Tanzania
Some of the expected results from these strategies and activities are:
 enhanced gender-responsive services delivered to SMEs by TCCIA, SIDO, TWCC in target regions;
 improved access to business tools, technical inputs and financing that respond to gender specific needs;
 improved knowledge of female-headed SMEs of market opportunities in target sectors; and
 increased capacities of female headed SMEs to overcome cultural and social barriers related to the
growth of their businesses
Responsibilities:
 the Project Management Team (PMT) has overall responsibility for providing the strategic direction and
holding the project team, partners and volunteers accountable for delivering on the project’s Gender
Strategy
 the PMT and the T-LED Gender Officer in particular will ensure that a gender strategy is included in all
activities that are carried out
 the Monitoring and Evaluation Specialist will ensure that the project and its implementing partners have
the established systems and procedures to monitor and periodically evaluate the activities as they pertain
to women
 gender equality will be an integral part of information and communication strategies
16
Resources:
 mainstreaming - outcomes, outputs and activities (capacity building of staff, partners and key stakeholders in
entrepreneurship, value chains, financial services, mentoring; policy development; and information
campaigns) will target young women and men equally.
 all staff will be responsible for gender equality results, with the M&E Specialist dedicated to reporting on
gender equality results; the Gender Officer will provide technical guidance and trainings throughout the life of
the project; TWCC will provide advice and advocacy support to the project. Funds ($1,786,974) will be
allocated to deliver on specific gender equality results.
Performance monitoring:
 the project has set out clear Gender Equality Performance Indicators in the PMF, including a mechanism
for tracking and assessing results within the overall monitoring and evaluation plan
 the project includes gender disaggregated and gender sensitive baselines, indicators and targets
 data will be collected, and analysed in a gender-sensitive manner (e.g. by collecting and analysing data
from the viewpoint of women and men)
 each member of the project team as well as volunteers and consultants will have measureable gender
equality performance objectives
 partners will have capacity building plans that include objectives for strengthening their capacity to
deliver on the Gender Strategy
Attached in Appendix D is the gender action plan.
6.2 Environment
The T-LED project recognises the vulnerability of the natural environment. The potential for negative
environmental impacts across the extractive and agricultural sectors is great. While the project’s mandate is not to
work directly with extractive companies on this issue, T-LED has an important role to play in ensuring that the
SMEs that are supported through this project do not have a negative environmental impact on their communities.
Environmental sustainability has been integrated into the project as a cross-cutting theme from the planning
process through to implementation, the monitoring and evaluation plan as well as in the project budget and risk
register. T-LED will ensure that environmental considerations are incorporated as activities and carried out in order
to minimise negative environmental impacts.
Participating SMEs will be required to answer a set of questions regarding environmental issues covering such
things as possible negative impacts on ecosystems, waste generation, disposal methods, and air, water and noise
pollution. Based on this information, the project will make a determination of the SMEs potential impact on their
surrounding environment. With the support of short-term volunteers, an environmental assessment will be carried
out on high potential value chain across the target regions and to ensure selected SMEs will not harm the
environment through their participation in new markets. The aim of the study will be to analyse the current
environmental situation and to develop a mitigation strategy/tool that will include principles of environmental
sustainability will be specifically adapted to the needs of SMEs and their activity throughout the years of
implementations.
17
As part of the assessment process, implementing partners will also be included to determine their current existing
practices and strategies and also to evaluate their commitment to environmentally sustainability. The assessment
process will use a participatory approach to draft the plan to identify and mitigate negative impacts, and enhance
positive impacts. Project staff members and national partners (TCCIA, TWCC, SIDO and regional government
authorities) will be trained on environmental sensitivity and all project components will adopt environmental
practices.
Project implementation: A system will be put in place for partners to follow up on their environmental plans with
the support of the management team in each region. T-LED will also monitor the progress made to identify
environmental effects associated with project activities and to actively mitigate or enhance them. T-LED volunteers
who will be involved in the project will receive training by fellow environmental focused volunteers to be aware of
SMEs potential negative environmental impact, and build the capacity of national partners to address
environmental issues.
SME selection, technology innovation fund and enterprise and innovation centres: T-LED in its selection of SMEs
will give preferential ranking to SMEs involved in green activities and those which are employing environmentally
and socially sound practices in their production and processing. As part of the selection criteria for the technology
innovation fund award, environmental specialists will be involved in designing the environmental criteria to
consider in selecting SMEs and in the procurement of technology. In the four enterprise and innovation centres, T-
LED, as part of the technical advice and training provided to SMEs will create a sustainability plan/curriculum to be
used in the centres around foundations of environmental protection; encourage SMEs in exploring alternative
sources of energy; and lead by example in the centres by exploring alternative uses of energy and establishing a
recycling corner. SMEs will also be encouraged to take part in an environmental protection awareness campaign or
activity that is relevant to their value-chain and economic activity.
Partnerships and linkages: In its efforts to build corporate and private sector partnerships for SMEs, T-LED will
include strategies in identifying markets and partnerships that are environmentally responsible. In addition, T-LED
will work with the Tanzania’s National Environment Management Council to take into consideration in its
implementations Tanzania’s legal and institutional framework for sustainable management of the environment,
prevention and control pollution, waste management, environmental quality standards, public participation, and
environmental compliance.
Monitoring and evaluation: T-LED and implementing partners will conduct periodic environmental assessments to
ensure the project is sensitive and responsive to changing environmental conditions. Through this mechanism, T-
LED partner organisations will be able to assess the environmental practices of the SMEs. Information collected
from this monitoring process will ensure recommendations are applied in order to contribute to a sustainable
environment in the long term. SMEs will also be involved in the design process of their environmental
sustainability plans and mitigation measures.
7. Technology Innovation Fund and Financial Linkages

Many of the challenges that come with the traditional capacity building support provided to SMEs is the limited
access to financial support mechanisms to implement some of the processes, systems and improvements they
have been exposed to during trainings. T-LED through 1) a technology innovation fund and 2) establishing linkages
with international and national financial service providers (FSP) will aim to address this gap.
7.1 Technology Innovation Fund
18
T-LED will establish a technology innovation fund that SMEs can apply for through a competitive bidding process.
These inputs, whether they be machinery or computer programs, are essential for some SMEs to increase
productivity and profitability. Examples of such inputs include financial reporting systems, IT products, mobile
phone solutions or machinery that supports the technical capacity of the business. For example, in the agricultural
sector, key areas for improving the value addition of SMEs are post-harvest handling, processing and packing,
which could require processing machinery. T-LED’s implementing national partner SIDO currently awards small
technological grants, ranging from approximately 400,000TSH to 1,000,000 TSH (260 to 650 Canadian dollars), for
basic machinery such as brick making interlocking machines or chalk mould machines. However, this is insufficient
for the kind of technological upgrading required to develop an established SME to a scalable business with
employment. Investments in cold storage and modern irrigation would allow companies to access more distant
markets, address issues of storage and post-harvest handling and produce more products. Overall, the technology
innovation fund will be flexible and responsive to the needs of the SMEs and consider a range of requests.
Structure, management and eligibility: Tier 2 and Tier 3 SMEs will be primarily eligible to apply for the technology
innovation fund due to the challenges that SMEs of their size and that are collateral scarce face in securing loans.
Tier 1 SMEs, which are more established and larger in size, will be better positioned to secure loans and benefit
from the financial linkages with financial service providers and investors facilitated by T-LED. However, Tier 1 SMEs
will still be considered for the technology innovation fund based on recommendations from T-LED staff and
volunteers providing direct services to them. Tier 2 and Tier 3 SMEs will be assessed based on 1) the impact that
accessing the technology will create in terms of the SME’s growth and job creation potential and 2) the
possibility of the technology breaking a bottleneck in the value-chain. Eligible Tier 2 and Tier 3 SMEs will have a
tangible operational business project and a specific technology need under 20,000 CAD.
SMEs will be able to apply for technology from a preselected and pre-negotiated technology catalogue. The list will
be populated based on identified common technology needs of SMEs and value-chain suitability and bolstering.
In order to monitor the individual impact of the technology investment, the fund will only be available during the
middle three years of the project’s implementation, with SMEs primarily eligible to apply for the technology
innovation fund during the final quarter of their training and support through the T-LED project.
Procurement: To manage the fund process, the procurement of goods and to create complementary linkages with
the private sector, a corporate engagement and innovation officer for T-LED will be hired for three years of the
project’s implementation. To facilitate the procurement process and ensure on-time delivery, T-LED will establish
retainers with selected suppliers. As much as possible, the project aims at procuring technology from SIDO’s
Technology Development Centres (TDC) which locally manufacture equipment and technology for SMEs. By
procuring from TDC foremost when appropriate, the project aims at strengthening the local supply chain and
creating a wider market opportunity for the TDCs.
To encourage responsibility for care and maintenance of the technology and to cultivate ownership, SMEs will pay
a percentage of the value of the technology with VSO paying the difference. The percentage that SMEs are to pay
will be in line with Tanzania’s industry lending interest rate at that moment – 16% was the 2014 lending interest
rate. This cost-sharing scheme will also facilitate asset disposal post T-LED, whereas SMEs will be the sole owners
of the technology that was procured for them by Cuso International/VSO under the T-LED project.
The final selection of SMEs and the overall management of the technology innovation fund will be overseen by a
technology innovation committee that will include:
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 the corporate engagement and innovation officer
 the T-LED Head of Project
 T-LED project managers
 representatives from all three implementing partners
Prior to the final selection, regional recommendations will be made to the technology innovation committee by
each respective PDC.
Keeping in line with T-LED’s overall target of working with SMEs of which 40% are female-led, the project will
ensure that for every tier of SMEs receiving support from the technology innovation fund, 40% of the recipient
SMEs are female-led.
Private sector partnership and linkages: In order to provide access to technology beyond the technology innovation
fund, T-LED will establish partnerships with strategic private sector companies that have a keen interest for low-
cost product development and increased product access that would meet the needs of SMEs that T-LED works
with.
Attached in Appendix E is the process for the technology innovation fund.
7.2 Financial Linkages

In Tanzania there are currently 2.7m active SMEs. A large majority (89 per cent) are informal entities. About 96.4%
of small business owners are sole proprietors, and about 3.5 per cent were in partnerships in which 77 per cent of
all partners were related. It is estimated that less than 16 per cent of SMEs with over 5 employees are formally
registered with the Business Registrations and Licensing Agency (BRELA). In 2003, the government of Tanzania
launched a Small and Medium Enterprise Policy. Driven by a motivation to stimulate rural development, they
included within the five strategic areas of focus plans for implementing a robust microfinance policy. Since then
there has been considerable support by the government to grow and strengthen Microfinancing Institutions (MFI)
in Tanzania, through government support and directing donor support (e.g. Belgian Investment Company, EIB
credit line East Africa). According to the National Inclusion Framework 2014-2016, issued in July 2014, significant
progress has been made in developing this component of the banking industry over the last 11 years. By June 2013
there were 5,559 Savings and Credit Cooperatives Society (SACCOS) and 170 credit only Non-Government
Organisations (NGOs) and companies. But in recent years the Bank of Tanzania has been putting increased
pressure on commercial banks to increase lending to SMEs.
The priority focus areas for the government are laid out in the National Inclusion Framework 2014-2016:
 increasing proximity to financial access – ATMs, POs, Agency Banking

 ensuring robust electronic payment platforms
 ensuring robust electronic information infrastructure for business profiles, credit history and collateral
 ensuring that customers are informed and protected
Despite considerable media and government scrutiny on the issue of access to finance for SMEs in Tanzania, the
reality is that the loan exposure of commercial banks to SMEs has not significantly improved over the last 5 years.
Both commercial banks and SMEs face a number of barriers resulting in this deadlock.
20
With respect to access to financing, the project will identify and engage stakeholders who have the expertise and
capacity to provide financing options participating SMEs. This includes impact investors keen to explore impact
investment opportunities in Tanzania, as well as national financial institutions, whom we will work with to
advocate for more accessible products and services for SMEs. A key gap for many international impact investors is
how to identify investment opportunities. T-LED has a unique position in that it can collect relevant information
from SMEs and related value chains and communicate the information to potential international and national
investors. Coupled with ongoing mentoring and capacity building, T-LED will create forums through networking
events and fairs for these organisations to connect with SMEs (but will not play an advisory role or provide loan
guarantees).
Taking into consideration women’s challenges in accessing financing to grow their businesses (including proximity
challenges) and coupled with financial institutions’ discriminatory loan practices, T-LED will work to establish
linkages with mobile companies to expand mobile financial services to women entrepreneurs but also to pilot new
products and services in districts where women have had difficulties in accessing traditional financial institutions.
To strengthen T-LED’s financial linkages provided to SMEs, the project will be engaging FAST for its expertise in
impact investment. FAST’s role will be key in 1) providing technical support in financial literacy to Tier 1 and
possibly Tier 2 SMEs through its financial tool box for increased access to financing – which will complement T-
LED’s financial advisory services provided to SMEs through the enterprise and innovation centres; 2) linking SMEs
to investors linked to FAST’s network; 3) exploring and creating linkages with impact investment opportunities in
Tanzania, as well as national financial institutions.
A key gap for many international impact investors is being able to identify viable investment opportunities. FAST
will play a unique role in this project by collecting and analysing relevant information from Tier 1 and possibly Tier
2 SMEs and related value chains and communicating this information to their members/investors. In collaboration
with T-LED, FAST will create profiles for the SMEs which are investment ready and organise financial fairs so that
these SMEs can meet with potential investors who also have an interest in the social and environmental benefits of
investing in SMEs in Tanzania, and can provide reasonable and affordable rates.
Taking into account the limited number of SMEs that would be investment ready and able to meet the
requirements of FAST’s network of investors, FAST’s complimentary added value to T-LED will be in creating
linkages with financial institutions in Tanzania that have challenges in accessing SMEs in non-urban settings and
that are traditionally risk averse in supporting SMEs. With T-LED’s value in providing training and capacity building
to SMEs and better positioning SMEs to receive financing, both T-LED and FAST can reduce the inherent risk as
borrowers that financial institutions associate with SMEs. For women, T-LED will create linkages with FSPs
providing women-focused products, such Equity Bank (Fanishisha), Exim Bank (Tumaini) and CRDB (WAFI), which
are more flexible on their loan requirements and not stringent on collateral needs.
Coupled with ongoing mentoring and capacity building, Cuso International and VSO Tanzania will create forums for
these financial institutions to connect with SMEs (but will not play an advisory role or provide loan guarantees).
Therefore, access to financing for investment-ready SMEs will be supported through international impact investors
via FAST, and through national financial institutions in Tanzania.
Attached in Appendix K is FAST’s scoping mission report.
8. Regional Value-Chains
21
To inform T-LED’s value-chain focus across the four target regions, a market value-chain study was carried out to
inform the strategy. A two-step process to identify and rank value chain opportunities for SMEs in the target
regions was used. The first step included a literature review, interviews with regional SIDO, TCCIA, and TWCC (in
Mwanza and Iringa) representatives, and interviews with VSO Tanzania program staff to establish a preliminary list
of potential value chains. The second step involved quantitative surveys, key informant interviews, and financial
modelling to rank potential value chains according to several qualitative and quantitative criteria. These criteria
included:
 Opportunities for Women-owned Enterprises (WOEs)

 Existing Technical Capacity/Know-how
 Existing and Future Local/Regional Demand (growth potential) (final demand models in progress)
 Current and Future FDI-related Demand (growth potential) (final demand models in progress)
 Working Capital Requirements
 Start-up Capital Requirements
 Profit-potential (margins and net profit amounts)
 Return on Investment (ROI)
 Job Creation Potential
 Value Chain Infrastructure Requirements (such as cold chains)
Criteria were scored on a scale of 1 (low/unfavourable) to 5 (high/favourable) based upon qualitative assessments
through key informant interviews, focus group discussion, and secondary research analysis, or through
quantitative analysis such as farm-level economic models, profitability/financial modelling, and quantitative
demand models (in progress). Value chains were then ranked according to criteria scoring on a straight average
and on a weighted average basis.
From the PIP internal and external workshops, the value chains were re-ranked in 2 stages – 1) shortlisting at a
regional level from the findings only value-chains that have potential to grow (profit), job creation potential and
existing and future demand and 2) weighing the above remaining criteria based on T-LED’s outcomes. The
following below five criteria were ranked at stage 2 as essential in determining which value-chains T-LED should
target:
1) FDI (20%)
2) Women-owned (20%)
3) Working Capital (10%)
4) ROI (10%)
5) VC infrastructure (10%)
The remaining criteria were ranked at a regional level based on the prevalence of those factors limiting or enabling
SME growth in the particular region.
22
For Lindi, recommendations for high growth value-chains came from VSO’s Regional Enterprise Development (RED)
project. One of the objectives of the research on RED was the development of an analysis of options for regional
development with respect to encouraging Tanzanian formal sector businesses to establish and/or expand in the
Lindi Region. This research included a comprehensive analysis of high growth potential value-chains, for which the
findings and recommendations are being used for Lindi’s value-chain selection.
In year 1, based on the market demand and the potential for SMEs to grow with support from the enterprise and
innovation centres and access to the right technology and financial support, T-LED will focus on two value chains
for each region. The project will particularly concentrate on value-chains that have synergies across sectors in
terms of alternative use, interactivity input supply and value-addition through processing or other post-harvest
practices. Through the centres, technology innovation fund and the appropriate linkages, T-LED can help to
address bottlenecks such as 1) resistance by producers to upgrading cultivation techniques and using inputs to
commercialise production; 2) lack of access to credit facilities that could push adaptation of input use and
cultivation practices that improve productivity (quality/quantity); 3) lack of coordination between larger buyers
and producers; 4) lack of marketing of quality produce locally and/or regionally to influence preferential biases
related to improved quality, varieties, taste, durability, et al; and 5) lack of knowledge on best practices for
production and/or rearing.
Production and processing are key areas along the value-chain stage where T-LED will provide support to SMEs.
Through a mapping of SMEs in each region and by creating the T-LED central SME database, the project will have a
better idea of which stage of the value-chains SMEs are clustered under.
In the subsequent years, T-LED will on a yearly basis re-evaluate the selection of focus value-chains based on
changes in the market, demand and an influx of investment. Other factors include, policy changes,
changes/refocus in FDIs (such as the establishment of a fertiliser company in Mwanza and the introduction of
mining). Overall, T-LED is committed to diversifying its portfolio, ensuring that service industries are part of the
value-chain priorities where appropriate and as identified sectors of growth. Services such as transportation,
cleaning, security, catering and hospitality will be explored based on new identified markets/customer bases. T-
LED will also aim to create linkages between the services and the commodities value-chains it targets.
Iringa
For Iringa, as agriculture is not dependent on FDIs, value chains holding the greatest potential for SME growth and
profitability through the sale of products and services to the agribusiness industry (i.e., commercial-scale
processors, large suppliers, super market chains, feed millers, grain millers) are:
1) Tomatoes and other fresh vegetables14
2) Poultry- eggs
3) Transportation
14
onions, potatoes, cabbage, carrots, and green peppers
23
4) Sunflower oil processing
5) Maize milling/flour processing
Mwanza
For Mwanza, SME opportunities for value chains associated with the mining sector and with the greatest potential
for SME growth and profitability are:
1) Poultry - eggs
2) Fish (freshwater)
3) Cotton/Textiles
4) Tomatoes and other fresh vegetables
6) Poultry-Meat
Lindi and Mtwara

While the demand potential for locally-supplied products and services to the oil and gas sector remains high,
expected delays in the construction of the Lindi LNG plant will negatively impact immediate demand. As such, the
assessment focused on identifying value chain opportunities for SMEs related to the supply of products and
services that have cross-over supply potential. Value chains with cross-over supply potential are those value
chains that can serve existing and growing non-oil and gas demand, but that can also supply future oil and gas
sector demand as anticipated projects are operational. The dual-purpose or cross-over value chain approach is an
important strategy to mitigate the risk of further delays in new oil and gas sector development.
In Mtwara, SME opportunities for value chains and with the greatest potential for growth and profitability are:
1) Poultry – eggs
2) Poultry meat
3) Catering services
5) Salt
In Lindi, SME opportunities for value chains and with the greatest potential for growth and profitability are:
24
1) Poultry – eggs
2) Poultry meat
3) Fishing
In Lindi, T-LED’s focus will be both on developing the capacity of SMEs but also on developing strategies for
demand creation by working with National enterprises. As market opportunities and demand will not be sufficient
for growing SMEs in this region, T-LED, building off the RED project’s findings, will be particularly focused on
exploring and creating linkages with other markets – nationally and/or internationally and creating the incentive
for investment in Lindi.
Attached in Appendix L is the market and gender value-chain analysis report.
9. SMEs
Under T-LED, a SME is defined as a business operating locally and that is individually or collectively owned, with a
profit-making purpose and with a potential for growth and job creation.
All SMEs which T-LED will work with will be local SMEs, meaning the following:
 Operating at least in one the four target regions

 Creating wealth within the four target regions
 Activity is economically and/or socially beneficial to the surrounding communities
 Ownership is Tanzanian, with a minimum of 51 per cent of the shares being owned by Tanzanians
 Management and/or leadership is Tanzanian
 Registered under Tanzanian law
SMEs will be defined according to tiers and not the customary micro, small, medium labels but rather under 3
Tiers.
9.1 Tiers Definition

Initially, T-LED targeted 160 Tier 1 SMEs and 1,600 Tier 2 SMEs, defined as follows:
Tier 1: SMEs that are growth oriented and that have potential to increase employment and obtain direct contract
from target sectors.
Tier 2: Smaller SMEs and cooperatives that have potential to grow and access associated supply chains.
However, from the market value chain assessment findings and the conclusions from FAST’s missions, it has been
noted that the majority of SMEs in the target regions have very low technical, managerial, financial, and
commercialisation capacity. The market value chain assessment estimates that less than 10 per cent of SMEs in
the target regions currently qualify as Tier 1. Although many SMEs may qualify as Tier 2 SMEs by definition, most
exhibit extremely low capacity levels, calling into question the feasibility of them accessing target supply chains
effectively. In order to achieve the intended impact, a third category (Tier 3) has been created to better delineate
25
very low capacity SMEs from SMEs that have low or medium capacity levels. Instead of disqualifying extremely low
capacity SMEs from the project, T-LED has the opportunity to create significant impact with even basic business
skills training. The objective would be to provide a targeted, capacity-appropriate package of technical assistance
to help a percentage of Tier 3 SMEs graduate to Tier 2 SMEs, and Tier 2 SMEs to graduate to Tier 1 SMEs. Even Tier
1 SMEs will likely face challenges in obtaining contracts from target buyers without targeted technical assistance
including quality control and adoption of standards, contract negotiation and performance (the ability to deliver
quality products or services on time in the volumes required), and the ability to estimate market demand levels to
inform production schedules and inventory stocking. Given these challenges, and the lack of depth of Tier 1 SMEs,
a sequenced technical assistance approach using customised training packages will reinforce Tier 1 SME capacities,
create more Tier 1 SMEs over time as some Tier 2 SMEs "graduate" with higher capacity, and ensure a pipeline of
Tier 2 SMEs by including the lowest capacity SMEs for training and technical assistance.
T-LED will target 160 Tier 1 SMEs, 1,000 Tier 2 SMEs and 600 Tier 3 SMEs, defined as follows:
Tier 1: SMEs that are formally established, have foundational existing procedures and that have potential to
increase employment and obtain direct contracts from target extractive and agribusiness sectors and/or from the
main suppliers of these target sectors
Tier 2: SMEs that have a successful business model/activity but do not have existing internal organisational and
procedural structures to maximise their growth potential
Tier 3: Smaller SMEs, groups and associations that have potential to grow and act as suppliers to Tier 1, Tier 2,
and/or associated supply chains.
The defining criteria of SMEs under each tier will be based on the following:
1) management structure
2) business expertise
3) size of capital
4) turnover/productivity
5) staff size
6) existence of recordkeeping
7) registration
8) size of existing investment
Attached in Appendix F is the definition criteria for each tier.
9.2 SME Selection Process

Selection of SMEs that meet the above defined criteria will be through the following steps:
26
1. Building a sufficient pool of SME candidates (partners, own research, registration line, peer
recommendations, etc.)
2. Entering SME information into and creating profiles for TLED’s central database
3. Shortlisting by vetting SMEs against value chain priorities, tier definition criteria and SME selection criteria
4. Due diligence site visits
5. Peer review of shortlist by Head of Project and other regional project teams
6. Final selection at each regional level will be made by a committee that will include the regional PDC and a
regional trade expert
Overall SME selection, regardless of the tier of the SME, will consider the following:
 Value chain appropriateness (ROI, job creation, etc.)

 Management capacity
 Relevance of current product or service to market demand
 Existence of basic or necessary equipment
 Existing customer base
 Female leadership, ownership, number of female staff
 Relevant and committed staff available to attend trainings and be involved in enterprise and
innovation centres
 Client and/or buyer history
 Other sources of past or current support received (trainings and financial)
 Ability to explain ambition and added-value of T-LED to business
 Attitude of the entrepreneur
 Willingness to travel for trainings and learning
 Willingness to work within T-LED under an agreement
 Socially or environmentally oriented activity
10. Enterprise and Innovation Centres

Four enterprise and innovation centres - initially named incubation hubs but changed to better reflect that T-LED’s
target SMEs are not start-ups nor in infancy stage – will be established in the four target regions. The centres will
be housed in SIDO’s regional industrial zones and will be established with two main components: 1) classroom
training and 2) practical and technical training. For the latter, T-LED will create linkages with other training
institutions such as VETA (Vocational Educational and Training Authority), CARMATEH (Centre for Agricultural
Mechanisation and Rural Technology) and CDTIs (Community Development Training Institutes) as a means to limit
the associated technology and machinery costs of setting-up the four centres but also to facilitate practical access
of SMEs to machinery, equipment and technology that are relevant to their activity.
Management and access: The centres will be managed on the partner side by SIDO’s regional Business
Development Officer and on Cuso International/VSO’s side by the volunteers. All SME tiers under T-LED will be
trained and will have access to the centres. Based on the training program of the tiers, periods will be designated
to each tier and cohort of SME under that tier.
Equipment: Each centre will be equipped with and have the following basics:
- Desks and chairs

- Smart board
27
- Business information centre: computers and software
- Printer
- Generator
- Internet
- Electricity
- 2-3 small office spaces for SMEs to have meetings and carry-out their administrative business activities
while receiving training
- Female only resource space: documentation, advisory services
Gender considerations: Female-only spaces will be provided at each incubation hub to support sharing amongst
female entrepreneurs but also to provide documentation, resources and advisory services that are gender-
responsive and relevant to the barriers and challenges that women face as entrepreneurs.
Environment: In an effort to lead by example, T-LED will explore the use of alternative and environmentally
products and practices in the set-up and day-to-day functioning of the centres.
11. Project Management

11.1 Management Approach and Structure
CUSO International will act as the executing agency (EA) and Canadian executing Agency (CEA); with VSO Tanzania
as the implementing partner. The responsibilities amongst Cuso Internatiional and VSO will include the following:
 Contractual agreements with DFATD (Cuso International);

 All communications, coordination, negotiation with DFATD for all matters pertaining to T-LED (Cuso
International);
 Ultimately accountable for the results of the project (Cuso International)
 Project implementation and financial management (VSO Tanzania and Cuso International; and
 Providing project management oversight by selecting and managing the Head of Project (VSO Tanzania)
To ensure sound project governance and management of the T-LED, a Head of Project has been contracted and is
ultimately responsible for the following:
 Directing and leading the implementation of the T-LED;

 Managing the overall project budget;
 Overseeing the project field offices;
 Managing the project team;
 Maintaining and managing partnerships with implementing partners
 Producing regular progress and financial reports; and
 Coordinating overall logistics for the project in Tanzania
Under the direction of the Head of Project, field project offices will be established and a project staff team will be
created and will include:
 1 Head of Project
 3 Field Project Managers: Lindi and Mtwara; Mwanza; and Iringa
 2 Field Project Officers: Mwanza and Lindi
28
 1 Corporate Engagement and Innovation Officer
 1 Communication Officer
 1 Grants Officer
 1 Gender Officer
 1 M&E Specialist
 1 Logistics Officer
 5 Drivers
The project activities will be managed day to day by a T-LED Head of Project who will sit in the VSO Tanzania office
and report to the project steering committee. The Head of Project will make every effort to maximise the use of
local resources where qualified and available. Where Canadian or technical experts of other nationalities are used,
every effort will be made to ensure that skills and knowledge are transferred to build the capacity of Tanzanian
counterparts. The Head of Project will ensure effective and efficient implementation of the project, including
timely execution of activities, monitoring of operations and successful development of plans and reports. The T-
LED Head of Project will manage 3 Field Project Managers as well as liaise with the private sector and donor
community in Dar es Salaam to highlight the work of the project, and maintain linkages with other initiatives.
Acting as a liaison between the project and policy forums such as the Tanzania Private Sector Foundation, the T-
LED Head of Project will help to advocate for enabling policies for SME development through their participation in
related networks and groups.
The Field Project Managers based in each target region will implement project activities alongside regional staff of
the implementing partners and directly manage the locally based technical experts. The Field Project Managers will
organise a Project Delivery Committee (PDC) in each of the targeted regions to review project activities and ensure
local ownership and endorsement of the project. The PDC will involve the T-LED staff and technical people from
SIDO, TCCIA, TWCC and the Regional Administrative Secretary (RAS). The PDC will have a rotating Chair and the T-
LED Field Project Manager will play the role of secretariat. The PDC is also an opportunity for the project to support
and model good governance with national partners and the RAS. Specific technical assistance (i.e. market analysis,
sector-specific technical skills, finance, gender etc.) will be provided through VSO, CUSO International, project staff,
consultants and skilled volunteers.
Full-time M&E, Logistics and Communications Officers will monitor and evaluate project outcomes, manage the
project website and share learning across the four regions, ensuring that information about the project is
accessible to a range of stakeholders. The Grants Officer will manage project finances and produce financial
reports, and the Gender Officer will support the project’s work supporting female entrepreneurs and share
learning and best practice across the project and with key stakeholders.
The corporate engagement and innovation officer will be responsible for overseeing and monitoring the
technology innovation fund, including the procurement of technology for awarded SMEs and building strategic
partnerships with companies (nationally and internationally) that can provide technological, innovative, learning
and mentoring support to SMEs.
The Head of Project will follow VSO’s Human Resources Policy and Procedures Guide to ensure all procurement
processes and procedures are met.
11.2 Roles and Responsibilities of Implementing Partners
29
T-LED will be implemented through a partnership between Cuso International and VSO Tanzania. National
implementing partners in Tanzania for T-LED are TCCIA, SIDO and TWCC. The roles and responsibilities of the
implementing partners are outlined below:
VSO
 Ensure project financial compliance and reporting based on reports provided by the field partners and
provide guidance in terms of field partner reporting, monitoring and evaluation;
 Oversee project monitoring and evaluation;
 Ensure the recruitment and management of project staff, including Head of Project, Team Leader, Project
Managers, Grants Officer, Gender Officer, M&E Specialist and short-term staff as required;
 Ensure project coordination, including managing and maintaining project governance and coordination
systems;
 Oversee overall project communication including with the Canadian High Commission in Tanzania and
relevant Tanzanian government authorities;
 Strengthen the capacity of SMEs and partner organisations through a range of short-term and long-term
volunteer placements to transfer knowledge and skills linked to business development;
 Provide technical training in developing the structure, content and delivery of sustainable gender-
responsive business development services;
 Conduct a scan to determine the extent and quality of financial services and products that are currently
available in Tanzania;
 Assess existing business development curricula provided by national implementing partners and adapting
them for training of SMEs through T-LED enterprise and innovation centres; and
 Improve the financial readiness of SMEs by providing financial training and technical assistance
Cuso International
 Ensure the recruitment and the selection of international volunteer specialists, inclusive of the following:
pre-departure training, logistics support, medical insurance, emergency response support, and
resettlement;
 Oversee overall project communication with and project reporting to DFATD in Canada; and
 Develop and implement a Canadian private sector SME mentorship program

 In collaboration with VSO, develop an innovative awareness campaign, including organising global
education and public engagement events and the production of a video
Cuso International and VSO
 Cuso International and VSO Tanzania will be responsible for overall delivery and accountability of project
results
TCCIA and SIDO
 Provide business development and technical services to SMEs in the four target regions;
 Deliver market-driven and gender responsive services to SMEs;
 Collaborate on planning, implementation, review, and lessons learnt;
 Participate in the T-LED steering committee including attending meetings, reviewing project progress in
achieving targets, reviewing project spending against budget, and ensuring quality reporting;
30
 In collaboration with CUSO International and VSO, organise regional events across the four project
regions
TWCC
 Collaborate the planning, implementation, review, and lessons as they relate to gender;
 Deliver gender responsive services to SMEs;
 Collaborate on advocacy and policy reform activities;
 In collaboration with CUSO International and VSO, develop an innovative awareness media campaign;
 Participate in the T-LED steering committee including attending meetings, reviewing project progress in
achieving targets, reviewing project spending against budget, and ensuring quality reporting; and
 Participate in the T-LED gender advisory committee including attending meetings, reviewing project
progress in achieving targets
Attached in Appendix G is the partnership summary.
11.3 Project Committees and Teams

Project Management Team
A PMT will meet four times each year in a timely manner to feed into the PSC and in alignment with the DFATD
reporting requirements. Under the leadership of the Head of Project, the PMT carries ultimate responsibility for
project delivery, including oversight of work planning, project administration and financial management, project
implementation, and reporting on the T-LED project. The PMT members understand, act, and undertake tasks in
the best interests of the entire T-LED project.
The PMT will be responsible for:
 Monitoring and management of the T-LED implementing partners’ partnership to achieve the expected
results;
 Selection of project partners;
 Production of project implementation plan;
 Production and implementation of AWP;
 Production and monitoring of annual project budget;
 Monitoring project implementation activities and project budget;
 Ensuring ongoing coordination of the project, including operational management;
 Production of regular narrative and financial reports; and
 Reviewing and adjusting the project strategy when necessary.
The PMT will be composed of:
 the T-LED Head of Project

 the VSO Tanzania Country Director
 2 representatives from Cuso International
Project Steering Committee (PSC)
31
The committee will be made up of representatives from Cuso International, VSO Tanzania, DFATD, TWCC, TCCIA
and SIDO. The steering committee will ensure that the project remains on track in achieving quarterly work plans
and targets, to review spending against the budget, and ensure quality reporting.
The PSC will provide overall guidance and macro-level decision-making based on the approved PIP and Annual
Work Plans. It will focus on the approval of annual work plans, and monitoring project progress and strategic
management aspects of the project. The PSC will facilitate efficient and effective collaboration with project
partners to ensure successful implementation of the project. The PSC will meet on a quarterly basis, with the first
meeting being held in September 2015 to approve the PIP, the PMF, the project budget and the 1 st AWP and
associated budget. In subsequent meetings, the PSC will meet quarterly to review the proposed AWP and progress
narrative and financial reports prior to submission to DFATD and, when applicable, to assess mid-year progress.
Membership of the PSC could be reviewed and may be adjusted to reflect the changing needs of the project over
time.
Project Delivery Committee (PDC)
The Project Managers will organize a PDC in each of the targeted regions to review project activities and ensure
local ownership and endorsement of the project. The PDC will involve the T-LED staff and technical people from
SIDO, TCCIA, TWCC (a regional focal person will be appointed by TWCC), the Regional Government Authorities
(RGA), and regional banking representation. The PDC will have a rotating Chair and the T-LED Field Project
Manager will play the role of secretariat. The PDC is also an opportunity for the project to support and model good
governance with national partners and the RGA.
Project Advisory Committee (PAC)
A key component of the T-LED project design is the engagement of a Project Advisory Committee where members
participate in policy and programming discussions and document the learnings based on their technical knowledge,
practical experience, industry-specific information on standards, technical skills and supply gaps, as well as to
provide linkages between SMEs and international companies in the target sectors/regions. Participation in the
advisory committee has and will continue to be subject to review by CUSO International and VSO’s ethical review
committees.
The role of the PAC is to provide guidance to the PSC related to specific themes within the bounds of the approved
PIP and Work Plan, and subject to the decision-making responsibilities of the PSC. Themes may include such areas
as: identifying opportunities for youth entrepreneurship in identified natural resource sectors; corporate social
responsibility in identified natural resource sectors; examining gender equality issues in identified natural resource
sectors; access to finance in rural communities; role of government agencies in natural resource management,
amongst others.
The committee will include members from:
- Industry representatives from the extractive sectors (e.g. BG Group, Statoil, ExxonMobil, Shell, Schlumberger,
Wentworth, AngloGold Ashanti, Uranium One, African Barrick Gold), agribusiness (e.g. SABMiller, Unilever, Yara)
and the banking sector (e.g. Barclays, NMB)
- Government (e.g. MIT, Min of Energy, Min of Finance, Min of Agriculture, EPZA and the Tanzanian Petroleum
Development Corporation)
32
- Academia (e.g. REPOA and Uongozi Institute, UDEC- University of Dar Es Salaam Entrepreneurship Centre)
- Other organisations promoting private sector development in Tanzania which are not implementing partners of
the project (e.g. Tanzania Chamber of Minerals and Resources, the Commission for Sciences and Technology and
the Tanzania Private Sector Foundation)
Membership of the PAC will be reviewed periodically, and may be adjusted to reflect the changing needs of the
project over time. PAC members will not be paid for their participation on the PAC; the project will cover travel and
related costs where necessary.
Gender Advisory Committee (GAC)
The GAC will be a subcommittee to the PAC. The role of the GAC is to advise T-LED on issues concerning gender,
women in particular, as they relate to the project. The GAC will enable women-focused partners and stakeholders
to play a significant and tangible role in steering the direction of the project. It will promote women engagement in
project activities, serve as a communication link between the project and women entrepreneurs and raise
awareness and support for women entrepreneurs’ opinions, concerns and contributions. The GAC will meet
quarterly prior to the PSC meetings, in order to feed into the PSC meetings.
The Head of Project and Gender Officer will develop the Terms of Reference and selection process for the
establishment of the GAC. The Members of the GAC will be, but not exclusively, women-led organisations and
women entrepreneurs.
The committee will be made up of TWCC and the T-LED Gender Officer.
Potential GAC members include:
- Female representatives from the extractive sectors (e.g. Tanzania Women Miners Association), from agribusiness
(e.g. Tanzania Association of Women Leaders in Agriculture & Environment) and from the media (e.g. Tanzania
Women’s Media Association)
- Government: Ministry of Community Development, Gender and Children
- Academia (e.g. ESRF)
- Other organisations promoting women’s role private sector development in Tanzania which are not
implementing partners of the project (e.g. UN Women, Federation of Women Entrepreneurs in Tanzania,)
Membership will reflect gender and regional balance. Membership of the GAC will be reviewed periodically, and
may be adjusted to reflect the changing needs of the project over time. GAC members will not be paid for their
participation on the GAC; the project will cover travel and related costs where necessary.
The summary of T-LED Committee Meetings, Reporting Timelines and Scheduling is attached as Appendix I.
The T-LED organogram is attached as Appendix J.
12. Project Implementation

12.1 Outputs and Activities
33
Outcome Inputs Responsibility
/Output/Activity
Specific Actions Required Resources
WBS 1000 Business Training CUSO International

and VSO
WBS 2000 Gender Responsive Services
WBS 3000 Technology Support
WBS 4000 Access to Finance Total: $16,969,983
WBS 5000 Market Opportunities

Enhanced equitable and Knowledge Sharing
sustainable economic DFATD inputs: $14, 797, 893
growth and prosperity WBS 6000 SME Mentoring and Learning
for women and men in Programme with National and
Mtwara, Lindi, Mwanza International SMEs
and Iringa (target Cuso In-kind contribution:
regions) Tanzania. WBS 7000 Technical Support for Gender
Responsive Policies $2,172,000
WBS 8000 Media and Information

Campaign
WBS 9000 Project Management
WBS 10000 Monitoring, Evaluation and

Learning
Short Term Results

Outputs in ten categories to be delivered
(Outputs)
1. Business Training Develop SME database (1100) CUSO International

(WBS 1000) and VSO, PMs,
Identify training priorities (1200) Partners, PDC,
Volunteers, TWCC,
Establish enterprise and innovation TCCIA, SIDO
centres in each region (1300)
Select potential SMEs for training and

support (1400) DFATD inputs: $1,428,265
Provide BDS and/or technology support

to SMEs and implementing partners
(1500)
2. Gender Assess existing barriers female-led SMEs DFATD inputs: $954,803 CUSO International
Responsive (2100) and VSO, Gender
Services (WBS Officer, Volunteers
34
/Output/Activity
2000) Strengthen implementing partners’

capacity to implement gender responsive
services (2200)
3. Technology Develop technology innovation fund CUSO International

Support (WBS process (3100) and VSO, Head of
3000) Project, PMs
Implement monitoring systems and
DFATD inputs: $1,101,517
database (3200)
Develop linkages and networks for

innovation fund (3300)
4. Access to Finance Assess SMEs’ financial capacity (4100) CUSO International

(WBS 4000) and VSO, Head of
Map financial services for SMEs and DFATD inputs: $1,812,456 Project, PMs,
address gaps (4200) Volunteers
Build linkages between FSPs and SMEs

(4300)
5. Market Assess value chain opportunities and CUSO International

Opportunities actors (5100) and VSO, Consultant,
Knowledge Sharing Head of Project, PMs,
(WBS 5000) Carry-out environmental assessment Volunteers
(5200)
Facilitate linkages with private sector

actors (5300)
6. SME Mentoring Select SMES for mentoring and exchange CUSO International
and Exchange programme (6100) and VSO, Head of
Programme (6000) Project, PMs,
Establish mentoring and exchange Volunteers
programme database (6200)
Facilitate mentoring and exchange

programme (6300)
7. Technical Support Establish linkages to strengthen advocacy CUSO International

DFATD inputs: $832,171
for Gender platforms for gender sensitive policy and VSO, TWCC,
Responsive reform on female economic Gender Officer
Policies (7000) empowerment (7100)
Lead gender trainings and events (7200)
8. Media and Develop project website and DFATD inputs: $2,401,899 CUSO International
35
/Output/Activity
Information communication materials (8100) and VSO,

Campaign (WBS Communications
8000) Design and implement media awareness Officer, Gender
and information campaigns (8200) Officer
Organise knowledge-sharing events

(8300)
9. Project Develop the PIP in consultation with CUSO International

Management partners and stakeholders (9100) and VSO, Head of
(WBS 9000) Project, PMs
Establish the T-LED offices including the
hiring of staff (9200)
Develop and sign MOUs with

implementing partners (9300)
Develop terms of reference for

committees (9400) DFATD inputs: $1,494,056
Develop and implement the

communication strategy (9500)
Develop gender framework and

implement strategy (9600)
10. Monitoring, Review PMF to establish and maintain the CUSO International
Evaluation and M&E system, inclusive of gender sensitive and VSO, T-LED M&E
Learning (10000) indicators (10100) Manager, PMs,
DFATD inputs: $1,277,773 TWCC, TCCIA, SIDO
Develop baseline framework (10200)
Train staff and partners on tracking

indicators and collecting information
(10300)
Activities
1. Business Training ( WBS 1000)
Develop SME database Establish SME database (1110) DFATD inputs: $142,827 CUSO International
(1100) and VSO, PMs,
Carry-out SME identification and selection National Volunteers
using set criteria (1120) (ICS), Partners
Conduct SME capacity needs assessment
36
/Output/Activity
(1130)
Identify training Assess existing services and trainings CUSO International

priorities (1200) offered by implementing partners in each and VSO, PMs
region(1210)
Identify and select complimentary
potential BDS providers (1220)
Establish enterprise and Determine material needs for enterprise CUSO International
innovation centres in and innovation centres (1310) and VSO, PMs,
each region (1300) Volunteers, SIDO
Identify service providers for the setup of
the hubs (1320)
Establish structure, hours and
management of enterprise and innovation
centres (1330)
Equip hubs (1340)
Develop and provide Develop capacity building plan in CUSO International

BDS and/or technology collaboration with selected partners and VSO, PMs,
support to SMEs and (1410) Volunteers, SIDO,
implementing partners TCCIA
(1400) Define training methods and curriculum in
collaboration with partners (1420)
Develop entrepreneurship training

modules and services (1430)
Deliver TOT methodology to improve

capacity of implementing partners staff
(1440)
Deliver BDS/technology training to SMEs

(1450)
2. Gender Responsive Services (WBS 2000)
Assess existing barriers Carry out targeted gender value-chain CUSO International
for female-led SMEs analysis (2110) and VSO, Gender
(2100) Officer, PMs,
Identify and re-evaluate technical barriers Volunteers, TWCC
women face to growing their business
(2120)
37
/Output/Activity
Strengthen Assess implementing partners’ capacity to CUSO International

implementing partners’ provide gender responsive services (2210) and VSO, Gender
capacity to implement Officer, PMs,
gender responsive Develop capacity building plan in Volunteers, TWCC,
services (2200) collaboration with implementing partners DFATD inputs: $572,882 TCCIA, SIDO
(2220)
Deliver training to implementing partners

on gender responsive services (2230)
3. Technology Support (WBS 3000)
Develop technology Conduct research to identify management CUSO International

innovation fund process strategy for innovation fund (3110) and VSO,
(3100) Fund/Procurement
Establish innovation fund processes - Officer, PMs,
selection to disbursement (3120) Volunteers,
DFATD inputs: $550,759 Technology
Conduct research on technology gaps of Innovation Fund
SMEs (3130) Committee
Roll-out technology innovation fund

(3140)
Implement monitoring Create database for technology fund CUSO International

system and database requests and applications (3210) and VSO,
(3200) Fund/Procurement
Include technology fund tracking in M&E Officer, PMs,
system (3220) Volunteers, M&E
Specialist
Develop linkages and Plan, organise and deliver events to CUSO International
networks for develop linkages and networks to and VSO,
technology innovation promote T-LED and the innovation fund Fund/Procurement
fund (3300) (3310) DFATD inputs: $330,455 Officer, PMs
Research other innovation funds (3320)
Create linkages with other innovation

funds (3330)
4. Access to Finance (WBS 4000)
Assess SMEs’ financial Establish SME financial capacity DFATD inputs: $724,982 CUSO International
capacity (4100) assessment tool (4110) and VSO, PMs,
Volunteers, SIDO,
Collect SME financial data (4120) TCCIA
38
/Output/Activity
Develop financial training to improve

SMEs’ financial capacity (4130)
Mentor SMEs to meet specific financial

criteria required by FSPs (4140)
Map financial services Conduct assessment of existing FSPs CUSO International

for SMEs and address (4210) and VSO, Head of
gaps (4200) Project, PMs
Conduct supply and demand side research DFATD inputs: $543,737
between SMEs and FSPs (4220)
Establish linkages with FSPs (4230)
Build linkages between Organise networking events between CUSO International

FSPs and SMEs (4300) SMEs and FSPs (4310) DFATD inputs: $543,737 and VSO, Head of
Project, PMs
Follow-up on established linkages
between SMEs and FSPs (4320)
5. Market Opportunities Knowledge Sharing (WBS 5000)
Assess value chain Conduct participatory value chain analysis CUSO International
opportunities and in four regions (5110) and VSO, PMs,
actors (5100) Volunteers,
Identify market opportunities for value Consultant, Gender
chain commodities in all four target Officer
regions (5120)
Select potential value chain priority

sectors per region (5130)
Identify and engage buyers and sellers

involved in value chains activities (5140)
Environmental Carry out environmental assessment on CUSO International

assessment carried out high ranking value chains (5210) and VSO, PMs,
(5200) Volunteers
Develop environmental mitigation plan
based on growth potential of high ranking
value chains (5220)
Train SMEs and implementing partners on

environmental mitigation strategies
(5230)
Facilitate linkages with Plan and organise networking events DFATD inputs: $683,365 CUSO International
39
/Output/Activity
private sector actors between SMEs and buyers (5310) and VSO, Head of
(5300) Project, PMs,
Deliver networking events (5320) Volunteers
Follow-up on established linkages

between SMEs and private sector actors
(5330)
6. SME Mentoring and Learning Programme (WBS 6000)
Select SMEs for Develop selection criteria for participation CUSO International
mentoring and learning mentoring and learning programme and VSO, Head of
programme (6100) (6110) Project, PMs,
Volunteers
Select SMEs to participate in mentoring
and learning programme (6120)
Establish mentoring Map and assess national companies for CUSO International
and learning potential mentoring roles (6210) and VSO, Head of
programme database Project, PMs,
(6200) Map and assess foreign companies for Volunteers
potential mentoring roles (6220)
Establish partnership between SMEs with

identified companies (6230)
Facilitate mentoring Implement mentoring and learning CUSO International

and learning programme (6310) and VSO, Head of
programme (6300) Project, PMs,
Plan and organise virtual information Volunteers
sessions or in country events to link T-LED
SMEs with foreign or national companies
(6320)
Deliver information sessions and events

(6330)
7. Technical Support for Gender Responsive Policies (WBS 7000)
Linkages established to Map out existing advocacy and policy DFATD inputs: $249,651 CUSO International
strengthen advocacy forums and platforms with a gender focus and VSO, Gender
platforms for gender (7110) Officer, TWCC, WAC
sensitive policy reform
on female economic Carry out an audit of existing gender
empowerment (7100) sensitive economic empowerment
policies and assess gaps (7120)
40
/Output/Activity
Create linkages with gender focused

policy forums and platforms to address
gaps (7130)
Lead gender trainings Participate in and support platforms for CUSO International
and events (7200) gender sensitive policy reform on female and VSO, Gender
economic empowerment (7210) Officer, TWCC, WAC
Develop training modules on gender

inclusiveness within economic
empowerment strategies (7220)
Deliver trainings to regional government,
local government institutions, partners
and stakeholders (7230)
Plan and organise events and roundtables

on gender policy gaps and women
centred private sector development
initiatives (7240)
8. Media and Information Campaign (WBS 8000)
Develop project Research hosting, domain and CUSO International

website and structure/layout of website (8110) and VSO,
communication Communications
materials (8100) Select design and designer of website Officer, Head of
(8120) Project, PMs
Launch website (8130)
Develop and print communication and

branding materials for T-LED (8140)
Design and implement Establish linkages with media, radio and CUSO International
media awareness and other informational platforms (8210) and VSO,
information campaigns Communications
(8200) Design and implement information Officer, Head of
campaign with input and participation Project, PMs
from SMEs, partners and key stakeholders
(8220)
Carry-out media and information activities

(8230)
Organise knowledge- Plan and organise knowledge-sharing DFATD inputs: $960,760 CUSO International
sharing events (8300) events to share good practices and and VSO,
41
/Output/Activity
lessons learned (8310) Communications

Officer, Head of
Deliver knowledge-sharing events (8320) Project, PMs
Prepare and distribute knowledge-sharing

event materials (8330)
9. Project Management (WBS 9000)
Project Management Develop the PIP in consultation with CUSO International

(9000) partners and stakeholders (9100) and VSO, PMs,
Gender Officer, M&E
Establish the T-LED offices including the Specialist,
hiring of staff (9200) Communications
DFATD inputs: $1,494,056 Officer, TWCC, TCCIA,
Develop and sign MOUs with SIDO, Stakeholders
implementing partners (9300)
Develop terms of reference for

committees (9400)
Develop and implement the

communication strategy (9500)
Develop gender framework and

implement strategy (9600)
10. Monitoring, Evaluation and Learning (WBS 11000)
Monitoring, Evaluation Review PMF to establish and maintain the CUSO International
and Learning (10000) M&E system, inclusive of gender sensitive and VSO, PMs,
indicators (10100) Gender Officer, M&E
DFATD inputs: $1,277,773 Specialist
Develop baseline framework (10200)
Train staff and partners on tracking

indicators and collecting information
(10300)
42
12.2 WBS T-LED – Short
Intermediate Outcomes:
1) Increased equitable and sustainable incomes and employment of women and men in value chains related to
foreign direct investment in the extractive and agribusiness in target regions
2) Enhanced market-driven and gender responsive services delivered to SMEs by TCCIA, SIDO, TWCC in target
regions.
Ultimate Outcome:
Enhanced equitable and sustainable economic growth and prosperity for women and men in Mtwara, Lindi, Mwanza and Iringa (target regions) Tanzania.
WBS 6000 SME

WBS 1000 Business WBS 2000 Gender WBS 3000 Technology WBS 5000 Market Mentoring and Learning WBS 7000 Technical WBS 8000 Media and WBS 9000 Project WBS 10000 Project
WBS 4000 Access to
training Responsive Services Support Opportunities Knowledge Programme with Support for Gender Information Campaign Management Management
Finance
Sharing National and Responsive Policies
International SMEs
Establish linkages to Review PMF to

Assess existing Select SMES for Develop project Develop the PIP in
Develop SME Develop technology Assess SMEs’ Assess value chain strengthen advocacy establish and maintain
barriers female-led mentoring and website and consultation with
database (1100) innovation fund financial capacity opportunities and platforms for gender the M&E
SMEs (2100) exchange communication partners and
process (3100) (4100) actors (5100) sensitive policy system, inclusive of
programme (6100) materials (8100) stakeholders (9100)
reform on female gender sensitive
economic indicators (10100)
empowerment (7100) Design and
Strengthen Implement Map financial Establish mentoring implement media Establish the T-LED
Identify training Carry-out
implementing partners’ monitoring systems services for SMEs and exchange awareness and
priorities (1200) environmental offices including the
capacity to implement and database (3200) and address gaps programme Lead gender information
assessment (5200) hiring of staff (9200) Develop baseline
gender responsive (4200) database (6200) trainings and events campaigns (8200)
services (2200) framework (10200)
(7200)
Establish enterprise Develop linkages Develop and sign

and innovation and networks for Build linkages Facilitate linkages Facilitate mentoring Organise
between FSPs and with private sector knowledge-sharing MOUs with Train staff and
centres in each innovation fund and exchange implementing
SMEs (4300) actors (5300) programme (6300) events (8300) partners on tracking
region (1300) (3300) partners (9300) indicators and
collecting
information (10300)
Select potential Develop terms of

SMEs for training reference for
and support (1400) committees (9400)
Provide BDS and/or Develop and

technology support implement the
to SMEs and communication
implementing strategy (9500)
partners (1500)
Develop gender
framework and
implement strategy
(9600)
43
12.3 Gantt Chart of Activities over Five Years
Year 1 Year 2 Year 3 Year 4 Year 5

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Business Training (1000)
Develop and
update SME

database
(1100)
Identify and
review training

priorities
(1200)
Establish
enterprise and
innovation
centres in each
region (1300)
Develop and
provide BDS
and/or
technology

support to
SMEs and
implementing
partners (1400)
Gender Responsive Services (2000)
Assess existing
barriers for

female-led
SMEs (2100)
Strengthen

implementing
44
partners’
capacity to
implement
gender
responsive
services (2200)
Technology Support (3000)
Develop
technology
innovation
fund process
(3100)
Implement
monitoring
system and
database
(3200)
Develop
linkages and
networks for

technology
innovation
fund (3300)
Access to Finance (4000)
Assess SMEs’
financial

capacity
(4100)
Map financial
services for
SMEs and
address gaps
(4200)
45
Build linkages
between FSPs

and SMEs
(4300)
Market Opportunities Knowledge Sharing (5000)
Assess value
chain
opportunities
and actors
(5100)
Environmental
assessment

carried out
(5200)
Facilitate
linkages with

private sector
actors (5300)
SME Mentoring and Learning Programme (6000)
Select SMEs for
mentoring and
learning
programme
(6100)
Establish
mentoring and
learning
46
programme
database
(6200)
Facilitate
mentoring and
learning
programme
(6300)
Technical Support for Gender Responsive Policies (7000)
Linkages
established to
strengthen
advocacy
platforms for
gender

sensitive policy
reform on
female
economic
empowerment
(7100)
Lead gender
trainings and
events (7200)
Media and Information Campaign (8000)
Develop
project website
and

communication
materials
(8100)
Design and
implement
47
media
awareness and
information
campaigns
(8200)
Organise
knowledge-

sharing events
(8300)
Project
Management
(9000)
Monitoring,
Evaluation and

Learning
(10000)
48
13. Results Based Project Monitoring and Reporting
13.1 Performance Measurement Framework Narrative
The PMF was reviewed, including the validation of indicators and targets, by the project team during the PIP
workshop. This included a discussion about the type of baseline data that could be collected, as well as identifying
data that will be collected throughout the project.
All indicators of satisfaction, perception and relevance have been removed at the output level as these are not
output indicators. However, this information will still be captured as best possible at the activity level with
targeted and specific activities such as workshops and trainings.
Data sources, data collection methods, frequency and responsibility were redefined for all indicators.
The following intermediate outcomes, immediate outcomes and outputs were redefined:
Intermediate Outcomes
Intermediate Outcome 1100

The first indicator for Intermediate Outcome 1100 “Increased equitable and sustainable incomes and employment
of women and men in value chains related to foreign direct investment in the extractive and agribusinesses sectors
in target regions.” was redefined to include a definition of the type of job to be created. The indicator now defines
jobs as an employee being over 18 and the job being permanent or at least 3 months including part time.
The target for the first indicator of Intermediate Outcome remains the same at 2,500 new jobs created. However,
the source of these jobs is no longer limited to only tier 1 SMEs but also will measure how many jobs were created
by tier 2 and tier 3 SMEs.
The second indicator for Intermediate Outcome 1100 was revised to measure the profit of the business. Previously
the measure was on the income, which was beyond the scope of T-LED to measure household income.
Intermediate Outcome 1200

The first and second indicators for Intermediate Outcome 1200 “Enhanced BDS and gender-responsive services
delivered to SMEs by TCCIA, SIDO, TWCC and local government in target regions” were revised to measure
outcome based on knowledge and implementation of the training/service received and not just the quality. In
addition, the second indicator revised to measure provision of service by demand and not just the demand of the
services.
Immediate Outcomes
Immediate Outcome 1130

The second indicator for Immediate Outcome 1130 “”Increased capacities of female headed SMEs to overcome
cultural and social barriers related to the growth of their businesses was revised to measure the business’ financial
management. Previously the measure was on the money, which was beyond the scope of T-LED to measure
household income.
Immediate Outcome 1220
49
The first indicator for Immediate Outcome 1220 “Increased capacity of national partners (TCCIA, TWCC, SIDO) to
address technical barriers for female headed SMEs and deliver gender responsive services.” was revised to
measure the partners’ capacity to deliver rather then their ability to only design.
Outputs
Output 1112
The indicators for Output 1112 “Selected SMEs participate in mentorship program with Canadian, national and
international SMEs.” were revised to include in the first indicator tier 1 SMEs (who will be linked to Canadian and
international SMEs) and in the second indicator tier 2 and 3 SMEs (who will be linked to international SMEs and
National Companies)
The indicators for Output 1122 “Environmental assessment conducted of SMEs and environmental sustainability
plans developed and implemented.” were fully redefined. Tier 1 are the target SMEs as they would have the
capacity to practically develop a sustainability (with the help of volunteers). The indicators were also defined such
as in the first one the target (60% of Tier 1 SMEs) was based on the plans that were developed and the second one
on the SMEs (60 % of Tier 1 SMES with developed plans) who actually implemented the developed plans.
Output 1124
The indicator for Output “1124 Communication materials disseminated and project website developed.” was
redefined to measure the output of creating the website by measuring the target number of stories or cases
studies (4 stories or case studies per year) featured on the website.
Output 1132
A separate second indicator for Output “1132 Gender action plan developed and gender strategy implemented.”
was created to measure the number of partners implementing the gender strategy they received training on in the
service they provide to SMEs.
Output 1222
The indicator and target for Output “1222 Research conducted in collaboration with TWCC and other partners to
identify technical barriers women face to promoting and growing their businesses.” was redefined to measure
distribution to 100 institutional stakeholders and not (5,000) individuals for accuracy and also monitoring of
outcome of having shared the report. It is easier to track institutional change with a smaller target versus individual
change with a large target.
Output 1224
The target for Output 1224 “Media awareness campaign developed and implemented promoting female -headed
SMEs in collaboration with TWCC and other partners.” was changed to also incorporate magazine features.
The PMF, inclusive of the proposed changes, is attached as Appendix C. The Monitoring and Evaluation Plan is
attached as Appendix A.
13.2 Monitoring Risk

Changing conditions in the development context may present problems for the project. The Risk Register
incorporates previously identified risk factors, and new and revised risks in the LM, the responses to the risks, and
their probability and impact.
The table below highlights:
50
 Proposed new Development Risk 6 - The risk was added to reflect new risk information concerning the
start of the construction of the LNG plant in Lindi and the previously expected accompanying business
opportunities in Lindi and Mtawara. This information was gathered through consultations with extractive
companies and stakeholders during the development of the PIP. The Risk Response includes exploring
value-chains that are growth-oriented, independent of whether the LNG construction commences during
T-LED’s implementation. The Probability and Impact is reduced.
 Proposed new Development Risk 7 – The risk was added to reflect new risk information concerning the
necessary existence of SMEs in certain target regions for the project to achieve its intended outcome.
This new risk information was gathered during the value chain assessment and preliminary SME mapping.
The Risk Response includes creating a third tier of SMEs, broadening the target and definition of
enterprises to include micro enterprises, groups, associations and informal SMEs. The Probability and
Impact is reduced.
Initiative LM Outcome Statement – 1100 Increased equitable and sustainable incomes and employment of women and men in value
chains related to foreign direct investment in the extractive and agribusiness in target regions.
Probability
Risk Risk Response and
Impact
There is a risk that foreign
and/or domestic investors The project would:
(including government) in the
identified sectors and regions Explore high-growth value chain opportunities in Lindi and Mtwara that
Dev6
of the project will withdraw or are not dependent on the construction plan L= 3
(new) reduce their investment as a Explore high-growth value chain opportunities in Lindi and Mtwara that
result of delays in getting the can eventually feed into the LNG construction plan and its I=2
necessary approvals from the accompanying market development once the project starts
Government of Tanzania Ongoing assessment of government and industry players through the
and/or the project being no Industry Advisory group
longer financially valuable.
There is a risk that regional

Dev7 economic activity is lower than
The project would:
expected and that the L=3
(new) necessary existence of SMEs in Broaden the target and definition of enterprises to include micro
certain target regions for the enterprises, groups, associations and informal SMEs I=2
project to achieve its intended
outcome.
The Development Risk 2 has been escalated from Unlikely to Likely due to 1) the decline in the past year of prices
of minerals which has been exasperated by a weak demand from China and 2) the delay in the announcement of
an investment decision due to delays in allocation of land for the construction of Tanzania’s LNG plant. For the
latter in particular, experts predict that an investment decision would not be reached before 2019, therefore likely
affecting T-LED’s focus sector in Lindi and Mtwara as the project will come to an end in 2020.
51
The Risk Register, inclusive of the proposed new risks, is attached as Appendix H.
Other considerations and changes to note are:

Regional:
Njombe up to March 2012 was part of the Iringa region and has more value-chain development potential in
agribusiness than in Iringa itself. Based on the SME mapping exercise that will be undertaken to identify SMEs that
fall within the targeted value chains, Njombe could be considered as an extension of Iringa under the T-LED
project.
Lindi and Mwanza have districts and neighbouring regions with economic potential that meet the T-LED sector and
value-chain focus. T-LED during the SME mapping exercise will include districts and neighbouring relevant regions
(ex: four mining regions around Mwanza) to better pinpoint areas within a region where there is a higher cluster of
growth heavy SMEs and where the project should therefore focus.
With the same target regions and hubs, T-LED’s approach will focus on the value-chain, working and following the
target chains growth potential rather than limiting itself geographically. Therefore, linkages and growth along a
catchment area will be value-chain led.
13.3 Performance Reporting Framework

Report Content Areas Frequency Responsible Recipients Schedule
Project
Steering
Project content, rationale, results, reach, risks, Committee
gender strategy and environmental action (PSC) 180 days
CUSO
plan, management structure, roles and immediately
PIP Once International
responsibilities, implementation schedule, after signing
and VSO
budget, monitoring and reporting frameworks, the contract
LFA, PO/AM, WBS and PMF Project
Management
Team (PMT)
CUSO Annually after

Baseline DFATD, PMT,
Baseline data for PMF Yearly International SME batch
Report Used in PMF
and VSO selection
Project context, analysis of performance and

CUSO
Annual risk, updated LFA, PMF, gender strategy Annually in
Annually International PSC, PMT
Work Plan planned results linked to planned activities, April
and VSO
schedules and budget for the year.
CUSO Upon
Initial Budget forecast for 5 years by output and
Once International DFATD, PMT signature of
Budgetary input activities
and VSO the
Forecast
Agreement
CUSO
Second Budget forecast for each year by output and DFATD, PMT,
Budgetary Once International Annually
input activities PSC
Forecast and VSO
52
Project context, risk analysis, planned to actual
results achieved midyear, accumulated results, First 6 months
At midyear CUSO
Midyear gender equality results, reach, performance DFATD, PMT, of the
(M6) International
Report issues, management factors, strategic PSC Initiative year
and VSO
considerations, lessons learned, and
implications for next year’s work plan.
Project context, risk analysis, planned to actual

results achieved in year, accumulated results, April 1st to
Annually CUSO March 31st (or
Annual gender equality results, reach, performance
(M12) International DFATD, PSC last 12-month
Report issues, management factors, strategic
and VSO period)
considerations, lessons learned, and
implications for next year’s work plan.
Steering Minutes on project progress report,

Dates to be
Committee management and development issues raised, Quarterly PSC PSC, PMT
determined
Minutes decisions taken, issues to be resolved
Project context, planned and actual results Once, at

CUSO Life of
achieved in the project, gender results, reach, Initiative
Final Report International DFATD, PSC Initiative
key success factors, lessons learned, financial completion
and VSO
report, final PPR.
13.4 Stakeholders Communication Plan
Mechanisms and communication tools
 Project Website: The website will be used to provide information on T-LED and will operate as a platform
for SMEs to see the project schedule of events and to obtain necessary materials and resources. It will
also be a platform to increase support for the project among our various target audiences and share
results/impacts, good practices and lessons learned
 Printed promotional materials (brochures, flyers, posters and leaflets): The objective of these materials is
to clearly articulate detailed information about the project, including T-LED’s objectives, and to catch the
attention of prospective beneficiaries and stakeholders. The materials will also be used to widen support
for the project among various target audiences and to share the results, good practices and lessons
learned. All T-LED material will be co-branded with all relevant logos, including DFATD, and will have
project specific colours.
 Media messaging (TV, radio, social media [Twitter, Facebook, blogs], sms, newspaper and internet,
partner magazines): The mediums will be used to awareness of the project and its components among
targeted audiences and user groups. Particular attention will be placed on targeting journalists and radio
shows that have a focus on entrepreneurship and private sector development.
 Visibility materials (office-stand up banners and signs): To create branding and recognition for T-LED
across the various project offices and in public spheres
 Events (SME networking events, seminars, workshops): To provide information to SMEs on services and
trainings, to create linkages with FSPs, to create linkages with peers and mentor SMEs, and other
stakeholders.
53
Communication objectives by target audience
 SMEs: information on market opportunities, financial opportunities and Business Development Services
(BDS) providers including SIDO and TCCIA, training activities and workshops
 Donor: information on project impact and recognition of support
 Implementing partners: information on project updates and reports, visibility opportunities, media and
other communication outlets available for partners to have their work and mandate highlighted
 Stakeholders: information on project updates, reports, and opportunities for collaboration with T-LED and
SMEs
 Policymakers: information on progress and results of the project, partner information, policy gaps and
hurdles facing SMEs (especially female-led SMEs)
 Financial institutions: information on SMEs, their financial needs, and how to connect with them
Mechanism Purpose of Target Messages and Timeline

Communication Audiences Information
Project Website (T-LED) Provide SMEs SMEs as key actors
information on T- in creating jobs,
LED Donors delivering
innovation, raising
Provide Partners productivity and
information on reducing poverty
SMEs Stakeholders
Information on T-
Provide Policymakers LED, results,
information on lessons learned
donors Financial
institutions 3rd and 4th
A platform for quarter of
SMEs to obtain Project team the project
necessary
materials and
resources
Increase project
visibility and
support amongst
various target
audiences, while
sharing results,
good practices and
lessons learned
54
Newsletter To communicate All Information on T-
events and stakeholders LED, results,
important project lessons learned
updates with all Project team
the stakeholders Highlight of 4th quarter
successful SMEs
Update on what is
to come
Communication guidelines T-LED is properly SMEs T-LED’s approach

for SMEs portrayed in the and objectives
public 3rd and 4th
quarter
SMEs to
understand the
project well
Printed promotional Provide detailed SMEs SMEs as key actors
materials (brochures, information and in creating jobs,
flyers and posters) garner the Donors delivering
attention of innovation, raising
prospective Partners productivity and
audiences reducing poverty
Stakeholders
Increase support Support women
for the project Policymakers entrepreneurs as
among civil society they are key 3rd and 4th
actors, Financial players in private quarter
government institutions sector
agencies, state development
actors and SMEs Civil society
actors
Share results, good
practices and Government
lessons learned agencies
Media messaging (radio, Build awareness of SMEs SMEs as key actors 1st quarter of
social media, the project and its in creating jobs, 2nd year and
SMS, newspaper and components Donors delivering throughout
internet) and among targeted innovation, raising the project
partner magazines audiences and user Partners productivity and
groups reducing poverty
Stakeholders
Increase support Support women
55
for the project Policymakers entrepreneurs as
among civil society they are key
actors, Financial players in private
government institutions sector
agencies, state development
actors and SME’s Civil society
actors Address gaps and
Share results and hurdles to SME
impacts Government growth and
agencies development,
particularly for
State actors women
entrepreneurs
Visibility materials (stand Branding and Donor T-LED is Canadian
up banners, signs) visibility of T-LED Funded
Stakeholders
T-LED is 2nd and 3rd
Government implemented with quarter
agencies national partners
State actors
Events (SME networking Provide SMES SMEs as key actors

events, seminars, information to in creating jobs,
workshops) SMEs on services Donors delivering
and trainings innovation, raising
Partners productivity and
Provide reducing poverty
information about Stakeholders
SMEs
Policymakers Address gaps and
A platform for hurdles to SMEs’
SMEs to create Financial access to financing Quarterly
linkages with FSPs institutions
and peers Women as key
Civil society players in
Increase support actors Private sector
for the project development
among civil society Government
actors, agencies Foster
government collaboration and
agencies, state State actors learning
actors and SMEs
56
14. First Year Annual Work Planning
Year 1
Q3 Q4
Q
Q2 Novembe Februar
1 October December January March
r y
Business Training (1000)
Establish SME

database (1110)
Carry-out SME
identification and
Develop and
selection using
update SME
set criteria
database
(1120)
(1100)
Conduct SME
capacity needs

assessment
(1130)
Assess existing
services and
trainings offered

by implementing
Identify and
partners in each
review training
region(1210)
priorities
Identify and
(1200)
select
complimentary
potential BDS
providers (1220)
Determine
material needs
for enterprise
and innovation
centres (1310)
Identify service
providers for the
Establish
setup of the hubs
enterprise and
(1320)
innovation
Establish
centres in each
structure, hours
region (1300)
and
management of
enterprise and
innovation
centres (1330)
Equip hubs

(1340)
Develop and Develop capacity
provide BDS building plan in
and/or collaboration
57
Year 1
Q3 Q4
Q
Q2 Novembe Februar
r y
with selected
partners (1410)
Define training
methods and
curriculum in

collaboration
with partners
(1420)
Develop
technology
entrepreneurship
support to
training modules
SMEs and
and services
implementing
(1430)
partners
Deliver TOT
(1400)
methodology to
improve capacity

of implementing
partners staff
(1440)
Deliver
BDS/technology

training to SMEs
(1450)
Gender Responsive Services (2000)
Carry out
targeted gender

value-chain
Assess existing analysis (2110)
barriers for Identify and re-
female-led evaluate
SMEs (2100) technical barriers

women face to
growing their
business (2120)
Assess
implementing
partners’
Strengthen capacity to
implementing provide gender
partners’ responsive
capacity to services (2210)
implement Develop capacity
gender building plan in
responsive collaboration

services (2200) with
implementing
partners (2220)
Deliver training
58
Year 1
Q3 Q4
Q
Q2 Novembe Februar
r y
to implementing
partners on
gender
responsive
services (2230)
Technology Support (3000)
Conduct research
to identify
management

strategy for
innovation fund
(3110)
Establish
innovation fund
Develop
processes -
technology
selection to
innovation
disbursement
fund process
(3120)
(3100)
Conduct research
on technology

gaps of SMEs
(3130)
Roll-out
technology
innovation fund
Q2
(3140)
Create database
for technology
Implement fund requests Q1
monitoring and applications
system and (3210)
database Include
(3200) technology fund
tracking in M&E
Q1
system (3220)
Plan, organise
and deliver
events to
develop linkages
Develop and networks to
linkages and promote T-LED
networks for and the
technology innovation fund
innovation (3310)
fund (3300) Research other
innovation funds
(3320)
Create linkages
59
Year 1
Q3 Q4
Q
Q2 Novembe Februar
r y
with other
innovation funds
(3330)
Access to Finance (4000)
Establish SME
financial capacity

assessment tool
(4110)
Collect SME
financial data
(4120)
Assess SMEs’
Develop
financial
financial training
capacity
to improve SMEs’
(4100)
financial capacity
(4130)
Mentor SMEs to
meet specific
financial criteria
required by FSPs
(4140)
Conduct
assessment of

existing FSPs
Map financial (4210)
services for Conduct supply
SMEs and and demand side
address gaps research Q1
(4200) between SMEs
and FSPs (4220)
Establish linkages
with FSPs (4230)

Q1
Organise
networking
events between Q1
Build linkages SMEs and FSPs
between FSPs (4310)
and SMEs Follow-up on
(4300) established
linkages between Q1
SMEs and FSPs
(4320)
Market Opportunities Knowledge Sharing (5000)
Assess value Conduct
chain participatory
opportunities value chain
and actors analysis in four
60
Year 1
Q3 Q4
Q
Q2 Novembe Februar
r y
regions (5110)
Identify market
opportunities for
value chain

commodities in
all four target
regions (5120)
Select potential
(5100) value chain

priority sectors
per region (5130)
Identify and
engage buyers
and sellers

involved in value
chains activities
(5140)
Carry out
environmental
assessment on

high ranking
value chains
(5210)
Develop
environmental
Environmental
mitigation plan
assessment
carried out
based on growth Q1
potential of high
(5200)
ranking value
chains (5220
Train SMEs and
implementing Q1
partners on
environmental
and
mitigation Q2
strategies (5230)
Facilitate Plan and
linkages with organise
private sector networking
actors (5300) events between
Q2
SMEs and buyers
(5310)
Deliver
networking Q2
events (5320)
Follow-up on Q2
established
linkages between
61
Year 1
Q3 Q4
Q
Q2 Novembe Februar
r y
SMEs and private
sector actors
(5330)
SME Mentoring and Learning Programme (6000)
Develop
selection criteria
for participation
mentoring and
Select SMEs for learning
mentoring and programme
learning (6110)
programme Select SMEs to
(6100) participate in
mentoring and
learning
Q1
programme
(6120)
Map and assess
national
companies for

potential
mentoring roles
(6210)
Establish Map and assess
mentoring and foreign
learning companies for

programme potential
database mentoring roles
(6200) (6220)
Establish
partnership
between SMEs

with identified
companies
(6230)
Facilitate Implement
mentoring and mentoring and
learning learning Q2
programme programme
(6300) (6310)
Plan and Q2
organise virtual
information
sessions or in
country events
to link T-LED
SMEs with
foreign or
62
Year 1
Q3 Q4
Q
Q2 Novembe Februar
r y
national
companies
(6320)
Deliver
information
sessions and
Q2
events (6330)
Technical Support for Gender Responsive Policies (7000)
Map out existing
advocacy and
policy forums

and platforms
with a gender
Linkages
focus (7110)
established to
Carry out an
strengthen
audit of existing
advocacy
gender sensitive
platforms for
economic
gender
empowerment
sensitive policy
policies and
reform on
assess gaps
female
(7120)
economic
Create linkages
empowerment
with gender
(7100)
focused policy
forums and
platforms to
address gaps
(7130)
Lead gender Participate in and
trainings and support
events (7200) platforms for
gender sensitive

policy reform on
female economic
empowerment
(7210)
Develop training
modules on
gender
inclusiveness
within economic
empowerment
strategies (7220)
Deliver trainings
to regional
government,
local government
63
Year 1
Q3 Q4
Q
Q2 Novembe Februar
r y
institutions,
partners and
stakeholders
(7230)
Plan and
organise events
and roundtables
on gender policy
gaps and women
centred private
sector
development
initiatives (7240)
Media and Information Campaign (8000)
Research
hosting, domain
and
structure/layout
of website (8110)
Develop Select design and
project designer of
website and website (8120)
communicatio Launch website

n materials (8130)
(8100) Develop and
print
communication

and branding
materials for T-
LED (8140)
Establish linkages
with media,
radio and other Q1
informational
platforms (8210)
Design and
Design and
implement
implement
information
media
campaign with
awareness and
input and
information
participation
Q1
campaigns
from SMEs,
(8200)
partners and key
stakeholders
(8220)
Carry-out media
and information Q1
activities (8230)
64
Year 1
Q3 Q4
Q
Q2 Novembe Februar
r y
Plan and
organise
knowledge-
sharing events to
share good
Q1
practices and
lessons learned
Organise
(8310)
knowledge-
Deliver
sharing events
knowledge-
(8300)
sharing events
Q1
(8320)
Prepare and
distribute
knowledge- Q1
sharing event
materials (8330)
Project Management (9000)
Develop the PIP
in consultation
with partners
and stakeholders
(9100)
Establish the T-
LED offices
including the
hiring of staff
(9200)
Develop and sign
MOUs with
Project
implementing
Management
partners (9300)
(9000)
Develop terms of
reference for

committees
(9400)
Develop and
implement the

communication
strategy (9500)
Develop gender
framework and

implement
strategy (9600)
Monitoring, Evaluation and

Learning (10000)
65
Year 1
Q3 Q4
Q
Q2 Novembe Februar
r y
Review PMF to
establish and
maintain the
M&E system,

inclusive of
gender sensitive
indicators
Monitoring, (10100)
Evaluation Develop baseline
and Learning framework
(10000) (10200)
Train staff and
partners on
tracking
indicators and
collecting
information
(10300)
66
Appendix A – Monitoring and Evaluation Plan
67
Appendix B – Logic Model
Ultimate 1: Enhanced equitable and sustainable economic growth and
prosperity for women and men in Mtwara, Lindi, Mwanza and
Outcome Iringa
1100: Increased equitable and sustainable incomes and employment of 1200: Enhanced market-driven and gender responsive services
Intermediate
women and men in value chains related to foreign direct investment in delivered to SMEs by TCCIA, SIDO, TWCC in target regions.
Outcomes
the extractive and agribusiness in target regions.
1210: Increased capacity of 1220: Increased capacity of

Immediate
1110: Improved access to 1120: Improved knowledge of 1130: Increased capacities of national partners (TCCIA, national partners (TCCIA, TWCC,
Outcomesbusiness tools, technical and access of female and female entrepreneurs to TWCC, SIDO) to deliver market- SIDO) to deliver gender
inputs and financing that male headed SMEs to market overcome cultural and social driven services to SMES. responsive services.
respond to gender specific opportunities. barriers in growing their
needs. business
1211: Assessment carried out 1221: Assessment carried out on capacity of

1111: Enterprise and on institutional capacity of national partners (TCCIA, SIDO and TWCC) to
Outputs 1121: Market opportunities
innovation centres 1131: Targeted gendered national partners (TCCIA, SIDO deliver gender- responsive services to
analyzed and SME assessment
established in regions value chain analysis and TWCC) to deliver market- female-headed SMEs and development and
completed in each target
completed within each target driven services to SMEs and delivery of training and mentoring support
1112: Selected SMEs region and value-chain.
region. development and delivery of for capacity development.
participate in mentorship 1122: Environmental
1132: Gender action plan training and mentoring for
program with Canadian, assessment conducted of 1222: Research conducted in collaboration
developed and gender support capacity
national and international selected SMEs and target with TWCC and other partners to identify
strategy implemented. development.
SMEs. value-chains and technical barriers women face to promoting
1133: Trainings delivered to 1212: Strategies developed to and growing their businesses.
1113: Technology innovation environmental sustainability
address social barriers for advocate for policy reform of
fund set-up, disbursed and plans developed and 1223: Business training delivered with
female- headed SMEs. identified policy gaps and
managed through implemented. national partners to female-headed SMEs in
systematic barriers for female
competitive process. 1123: Market linkages 1134: Gender responsive each target region.
headed SMEs.
1114: SME financial data established between SMEs and (female responsive) space 1224 Media awareness campaign developed
collected, analysed and Canadian, national and created at the enterprise and and implemented promoting female
shared with potential international companies innovation centres and -headed SMEs in collaboration with TWCC
investors and financial fairs 1124: Project website female-headed SMEs and other partners.
carried out. developed and accessing gender responsive
information and services. 68
communications materials
disseminated.
1111: Set-up enterprise
Activitiesand 1121: Conduct market gap 1131: Conduct specific and targeted 1211: Assess institutional 1221: Assess institutional capacity of
innovation centres and analysis and corresponding SME gendered value chain analysis in each capacity of national partners national partners (TCCIA, SIDO and
mobilize expert team for assessments in each target target region to identify where women (TCCIA, SIDO and TWCC) to TWCC) to deliver gender- responsive
each centre. region and value-chain. face cultural and social barriers in deliver market-driven services services to female-headed SMEs and
1112: Develop SME selection growing their businesses and to SMEs and develop training develop and deliver training and
1122: Conduct environmental
process and implement livelihoods. and mentoring support to mentoring support for capacity
assessment of selected SMEs and
mentoring program with capacity development. development.
develop environmental 1132: Develop gender action plan and
Canadian, national and sustainability plan. strategy for project based on findings 1212: Identify policy gaps and 1222: Conduct research in
international SMEs. of gender analysis of targeted value systemic barriers for SME collaboration with TWCC and other
1123: Develop linkages between
1113: Set-up, manage and chains. development and develop partners to identify where women
Canadian, international and
disburse technology strategies and platforms to face barriers in formalising and
national companies and SMEs. 1133: Develop and deliver
innovation fund through advocate for policy reform. promoting their businesses.
1124 Develop project website interventions and training to address
competitive bidding process. social/cultural barriers for female 1223: Deliver business training with
and communications materials
1114: Collect and analyse entrepreneurs identified in analysis (i.e. national partners to female-headed
and disseminate to stakeholders.
data on financial readiness of leadership, literacy and numerical SMEs linked to research findings on
SMEs and organize financial training, gender specific spaces etc.) barriers that women face.
fairs to facilitate 1134: Create physical infrastructures 1224: Develop media awareness
introductions with potential that are gender responsive within the campaign in collaboration with TWCC
investors. enterprise and innovation centres. and other partners promoting
female-headed SMEs.
Appendix C – Project Management Framework
DATA
EXPECTED RESULTS INDICATORS BASELINE DATA TARGETS DATA SOURCES COLLECTION FREQUENCY RESPONSIBILITY
METHODS
ULTIMATE OUTCOME: 1000 Enhanced equitable and sustainable economic growth and prosperity for women and men in Lindi, Mtwara, Mwanza and Iringa (target regions) of
Tanzania.
INTERMEDIATE OUTCOMES
1100 Increased equitable # of new jobs (over 18, To be collected at 2,500 new jobs created Employee log created Field Visits Bi-annual Project Managers
and sustainable incomes permanent or at least 3 start of each SME through support to by SME and volunteers/
and employment of months including part cohort growth oriented SMEs. partners to verify
women and men in value time) created by
chains related to foreign supported SMEs
direct investment in the (disaggregated by gender
extractive and and region)
agribusinesses sectors in % of participating SMEs To be collected at 75% of participating SMEs books of Field Visits Annual Project Managers
target regions. with increased profit start of each SME SMEs reporting accounts/ financial (ledgers (Volunteers to collect
(disaggregated by gender cohort increased profit from the templates monitored data)
and region) baseline profits. more
regularly)

1200 Enhanced BDS and Level of implementation To be collected at Using at least 50% of Business development Field Visits Bi-annual Project Managers/
gender-responsive services of participating SMEs start of each SME tools introduced to the tools volunteers
delivered to SMEs by with business cohort SME
TCCIA, SIDO, TWCC and development tools
local government in target introduced to the SMEs
regions. (according to their
needs) (disaggregated by
gender and region)
Increase in provision of To be collected at 25% increase in provision Partner files of services Partner Reports Bi-annual Partner BDS officer
business development project start-up of business development provided collected by project Project manager
service provided by services provided by manager or
TCCIA, SIDO and TWCC TCCIA, SIDO and TWCC. volunteers
(disaggregated by gender
and region)
IMMEDIATE OUTCOMES
1110 Increased knowledge % increase in knowledge To be collected at 75% of participating Baseline data Capacity Bi-annual National Partner Staff
of SMEs on business tools, of business practices, start of each SME SMEs report increased Capacity assessment Assessments, SME Project Managers
technical inputs and required technical cohort knowledge of business Survey report Survey Volunteers
financing knowledge, and practices, technical
financing options of knowledge, and
participating SMEs financing options
and region)
Level of satisfaction of N/A 80% of participating Satisfaction surveys Annual National Partner Staff
participating SMEs in SMEs surveyed reporting Survey report SME survey Project Managers
quality of business tools, at least 80% satisfaction Volunteers
technical inputs and with business tools,
financing options technical inputs and
provided by T-LED financing options
(disaggregated by gender provided by national
and region) partners, as measured
using a 6-point
Satisfaction Scale

1120 Improved knowledge % increase in knowledge To be collected at 75% of participating Knowledge surveys Bi-annual National Partner Staff
and access of male and of market opportunities start of each SME SMEs (tier 1 2 & 3) report SME survey Project Managers
Baseline data
female headed SMEs of by participating SMEs cohort at least an 50% increase Volunteers
Knowledge survey
market opportunities in (disaggregated by gender in knowledge of market
Survey report
target sectors. and region) opportunities, using a 6
point Knowledge Scale
Proportion (%) of SMEs To be collected at 60% of tier 1 SMEs (not Field Visits Bi-annual Project Managers
that report increased start of each SME strictly tier 1, may be tier Volunteers
access to new markets cohort 2 where not enough tier Baseline data
(disaggregated by gender 1 SMEs are available) Sales records
and region) report increased access Customer records
to new market
opportunities

1130 Increased capacities Level of confidence of To be collected at 75% of participating Female-headed Survey report Annual Project Managers
of female headed SMEs to female-headed SMEs in start of each SME female entrepreneurs participating SMEs Volunteers
overcome cultural and negotiating with men, cohort reporting at least 50% Baseline data National Partner Staff
social barriers related to being assertive in their increased confidence in Confidence survey
the growth of their business relationships negotiating with men, Survey report
businesses. and in taking on being assertive in their
leadership roles business relationships
(disaggregated by region) and in taking on
leadership roles, using a
6 point Confidence Scale.
% of female headed To be collected at 75% of participating Female-headed Capacity Annual Project Managers
SMEs reporting start of each SME female entrepreneurs participating SMEs Assessments, SME Volunteers
increased decision- cohort report increased Baseline data Survey National Partner Staff
making power over their decision-making power Capacity assessment
business' financial over their over their
management business' financial
(disaggregated by region) management

1210 Increased capacity of # of national partners Capacity 3/3 national Baseline data Post-project Annual T-LED Head of Project
national partners (TCCIA, reporting increased Assessments implementing partners National partners support assessment National Partner Staff
TWCC, SIDO and local capacity to analyse conducted at reporting an increase in Volunteers
government) to deliver market demand in target project start-up. capacity by at least 50% PMs
market-driven services to sectors and design to analyze market T-LED M&E Specialist
SMEs. relevant services demand in target sectors
(disaggregated by region) and design relevant
services.
Level of satisfaction of N/A 75% of surveyed Baseline data Satisfaction surveys Annual T-LED Head of Project
SMEs in accessing target participating SMEs Participating SMEs National Partner Staff
market related services reporting at least 80% T-LED M&E Specialist
of partners satisfaction with market
(disaggregated by region) access-related services
offered by partners, , as
measured using a 6-point
Satisfaction Scale

1220 Increased capacity of % of national partner Capacity 80% of relevant national Baseline data Gender capacity Annual Project Managers
national partners (TCCIA, staff able to provide Assessments partner staff can identify Gender capacity assessment Volunteers
TWCC, SIDO) to address services addressing conducted at at least 5 barriers assessment T-LED Gender Officer
technical barriers for barriers facing female- project start-up. female-headed SMEs
female headed SMEs and headed SMEs face and can develop an
deliver gender responsive action plan to address
services. these barriers in their
work.
Level of satisfaction of N/A 75% of participating Female-headed Satisfaction surveys Annual, End of T-LED M&E Specialist
female-headed SMEs in female-headed SMEs participating SMEs report Project Project Managers
accessing services of reporting at least 80% Baseline data Volunteers
partners that respond to satisfaction with services Satisfaction survey National Partner Staff
their gender specific offered by national
challenges partners, using a 6-point
(disaggregated by region) Satisfaction Scale .

OUTPUTS
1111 enterprise and # of enterprise and N/A 4/4 enterprise and Participating SMEs, T- Volunteer reports Annual T-LED Head of Project
innovation centres innovation centres innovation centres Led PDC, Volunteers, Financial reports T-LED M&E Specialist
established in regions. established and established and Partner organizations
delivering technical delivering technical
training and mentoring training and mentoring
to participating SMEs to participating SMEs

1112 Selected SMEs % of Tier 1 SMEs N/A 25% of Tier 1 SMEs Participating SMEs Learning exchanges Annual T-LED Head of Project
participate in mentorship matched with Canadian matched with Canadian reports CUSO International HQ
program with Canadian, and/or international and/or international Project Managers
national and international SMEs as part of learning SMEs.
SMEs. exchanges
and region)
% of Tier 2 and Tier 3 N/A 25% of Tier 2 and Tier 3 Participating SMEs Learning exchanges Annual T-LED Head of Project
SMEs matched with SMEs matched with reports CUSO International HQ
international SMEs international SMEs Project Managers
and/or National and/or National
Companies as part of Companies.
learning exchanges
and region)

1113 Technology % of SMEs receiving N/A 30% of SMEs receive Procurement and Technology Annual Technology Innovation
innovation fund set-up, technological inputs technological inputs technology distribution Innovation Fund Fund Committee
disbursed and managed through technology through technology records M&E Fund/Procurement
through competitive innovation fund innovation fund Officer
process. (disaggregated by gender
and region)

1114 SME financial data % of financial N/A 100% of financial Financial assessments Financial Annual Project Managers
collected, analysed and assessments of SMEs assessments of SMEs assessments Volunteers
shared with potential completed receiving direct support National Partner Staff
investors (disaggregated by gender from the enterprise and
and region) innovation centres
completed

1121 Tier 1 SMEs assessed % of Tier 1 SMEs N/A 100% of Tier 1 SMEs SME capacity SME capacity To be collected National Partner Staff
and respective market assessed, including an having been assessed, assessments assessments at start of each T-LED Head of Project
analysis carried out anaylsis of their including an analysis of Market opportunities Market SME cohort T-LED M&E Specialist
respective market their respective market assessments opportunities
opportunities opportunities assessments

1122 Environmental % of Tier 1 SMEs having To be collected at 60% of Tier 1 SMEs Project Managers, Environmental Annual Volunteers
assessment conducted of environmental start of each SME having environmental Volunteers assessment reports National Partner Staff
SMEs and environmental sustainability plans cohort sustainability plans Project Managers
sustainability plans developed. developed
developed and
implemented. % of Tier 1 SMEs having To be collected at 60% of Tier 1 SMEs Project Managers, Monitoring reports Bi-annual Volunteers
environmental start of each SME having environmental Volunteers National Partner Staff
sustainability plans being cohort sustainability plans being Project Managers
implemented implemented

1123 SME mentoring and % of Tier 1 SMEs N/A 25% of Tier 1 SMEs Participating SMEs Learning exchanges Annual T-LED Head of Project
learning exchanges matched with National matched with National reports Project Managers
implemented with Companies as part of Companies.
National Companies learning exchanges
and region)

1124 Communication # of communication N/A 20 communications T-LED Head of Project, Communication Quarterly T-LED Communications
materials disseminated and materials produced pieces produced (4 per -T-LED Communications pieces Office
project website developed. year) Officer Project Managers
National Partner Staff
# of stories or case N/A 16 stories or case studies T-LED Head of Project, Stories or cases Quarterly T-LED Communications
studies published on highlighted (4 per year) -T-LED Communications studies Office
website Officer Project Managers
National Partner Staff

1131 Targeted gendered # of gender value chain N/A 1 gender value chain T-LED Gender Officer Gender value-chain Project start- T-LED Head of Project,
value chain analysis analysis report produced analysis carried out analysis report up National Partner staff, T-
completed within each across all 4 regions LED Gender Officer,
target sector/region. Consultants

1132 Gender action plan # of trainings delivered N/A 5 trainings delivered National partners, Post-training Project start- T-LED Gender Officer
developed and gender to familiarize project (one in each region and Volunteers, Gender surveys and training up
strategy implemented. staff, partners and one at national level) to Officer report with
volunteers on Gender familiarise the project attendance registers
Action Plan staff, partners and
volunteers on Gender
Action Plan
# of partners N/A 3/3 implementing National partners, Monitoring reports Bi-Annual T-LED Gender Officer and
implementing gender partners implemented Volunteers, Gender M&E Specialist
strategy in their service gender strategy in their Officer
delivery to SMEs service delivery to SMEs

1133 Trainings delivered to # of training/workshops N/A At least 8 National partners, T- Training reports Annual T-LED Gender Officer
address social barriers for delivered to female- trainings/workshops LED PDC, Gender
female-headed SMEs. headed SMEs delivered to female Officers
entrepreneurs (2 per
region) annually

1134 Gender responsive # of female-headed N/A 400 female-headed SMEs National partners, National partner Bi-annual Volunteers, Project
(reserved female only) SMEs accessing female- accessing female-only Volunteers reports Managers, National
space created at the only space at enterprise space at enterprise and Enterprise and partners Staff
enterprise and innovation and innovation centres innovation centres innovation centres
centres and female-headed (disaggregated by region) user logs
SMEs accessing gender
responsive information and
services.

1211 Assessment carried # of assessment N/A 3/3 assessment reports TCCIA, SIDO, TWCC, Assessment reports Annual Project Managers,
out on institutional completed on completed on Volunteers, T-LED Volunteers
capacity of national institutional capacity to institutional capacity to Program Staff
partners (TCCIA, SIDO and deliver market-driven deliver market-driven
TWCC) to deliver market- services to SMEs services to SMEs
driven services to SMEs
and the development and
delivery of training,
mentoring to support
capacity development.

1212 Strategies developed # of priority policy N/A 3 key policy strategies TWCC, WAC, Gender Gender policy desk Year 2 T-LED Gender Officer
to advocate for policy strategies developed developed for addressing Officer review
reform of identified gaps systemic barriers for
and systemic barriers for female-headed SME
female headed SMEs. development

1221 Assessment carried # of assessment reports N/A 3/3 assessment reports TCCIA, SIDO, TWCC, T- Assessment reports Year 1 Project Managers
out on institutional completed on partners' completed on LED Project Staff,
capacity of national institutional capacity to institutional capacity to Volunteers
partners (TCCIA, SIDO and deliver gender- deliver gender-
TWCC) to deliver gender- responsive services to responsive services to
responsive services to female-headed SMEs female-headed SMEs
female-headed SME’s and
the development and
delivery of training and
mentoring support to
capacity development.

1222 Research conducted # of copies of report N/A 100 institutional TWCC Distribution list Year 2 T-LED Head of Project , T-
in collaboration with TWCC shared with institutional stakeholders receiving Female entrepreneurs LED Communication
and other partners to stakeholders for research report Gender Officer Specialist , T-LED M&E
identify technical barriers utilisation Specialist, T-LED Gender
women face to promoting Officer
and growing their
businesses.

1223 Business training % of female-headed N/A 75% of female-headed T-LED Communication Trainings reports Annual Project Managers,
delivered with national SMEs trained SMEs attend trainings Specialist , T-LED Volunteers
partners to female-headed offered through TCCIA, project head
SMEs in each target region. TWCC and SIDO.

1224 Media awareness Number of campaign N/A 4 thematic campaign T-LED Head of Project, Communication Annual Communication Officer,
campaign developed and materials produced materials developed per Communications reports T-LED M&E
implemented promoting year for TV, radio spots, Officer Features and stories
female -headed SMEs in and/or magazine
collaboration with TWCC features
and other partners.
Appendix D – Gender Framework
TANZANIA LOCAL
ENTERPRISE
DEVELOPMENT (T-LED)
GENDER FRAMEWORK
TABLE OF CONTENT
LIST OF ABBREVIATIONS..................................................................................................................................................0
DEFINITION OF GENDER TERMS.....................................................................................................................................0
1 BACKGROUND........................................................................................................................................................1
2 GOAL AND OBJECTIVES..........................................................................................................................................1
3 WHO IS THE FRAMEWORK FOR?............................................................................................................................2
4 GENDER AND ECONOMIC GROWTH IN TANZANIA................................................................................................2
5 DEFINING SMEs IN TANZANIAN CONTEXT.............................................................................................................2
5.1 DEFINING SMEs IN THE T-LED CONTEXT............................................................................................................3
5.2 WHY IS SME SECTOR IMPORTANT?...................................................................................................................4
6 WHY IS THE SME SEGMENT IMPORTANT FOR WOMEN?......................................................................................4
7 EXISTING BARRIERS FOR WOMEN-OWNED SMEs..................................................................................................5
8 LEGAL AND REGULATORY SYSTEM IN TANZANIA...................................................................................................6
8.1 INTERNATIONAL INITIATIVES.............................................................................................................................6
8.2 REGIONAL (AFRICA) COMMITMENTS AND INITIATIVES....................................................................................7
8.3 NATIONAL POLICIES AND COMMITMENT..........................................................................................................8
9 THE PROPOSED T-LED GENDER FRAMEWORK ....................................................................................................10
LIST OF ABBREVIATIONS
BDS Business Development Services

BPA. Beijing Platform of Action
CEDAW The Convention on the Elimination of All Forms of Discrimination against Women
CSO’s Civil Society Organizations
FGM Female Genital Mutilation
FI Financial Institutions
MIT Ministry of Industry Trade and Marketing
SADC Southern African Development Community
SIDO Small Scale Industries
SME Small Medium Enterprises
T- LED Tanzania Local Enterprises Development ( T-LED)
TCCIA Tanzania Chamber of Commerce Industry and Agriculture
TWCC Tanzania Women Chamber of Commerce
VSO Volunteer Oversees Development

DEFINITION OF GENDER TERMS
The terms Definition
Sex Sex refers to a person’s biological status and is typically categorized as male, female.
Gender The term "gender" refers to the socially-constructed identities and roles assigned to men and
women, boys and girls
Sex- Disaggregated Data Disaggregating information by sex means that we count women and men separately when
gathering information on development activities and benefits. Sex-disaggregated data is
important because it helps assess whether an initiative is successful at targeting and benefiting
women, men, girls, and boys as planned. Indicators should specify that all data about target
groups and beneficiaries will be sex disaggregated
Gender Equality Gender equality is defined as equal status, opportunities, outcomes, and rights for men, women,
girls and boys including in decision making. This requires the removal of discrimination and
structural inequalities in access to resources, opportunities, and services. It also encompasses
the promotion of equal rights, since equality between men and women and between boys and
girls is an integral part of universal human rights.
In other words, gender equality refers to equal access to social goods, services and resources
and equal opportunities in all spheres of life for both men and women
Gender equity Gender Equity is a temporary special measure that is taken while working towards full Gender
Equality. It is Fair Treatment of women and men based on their respective needs. It could be
equal treatment or sex differentiated treatment that is considered equivalent from a rights
perspective, including benefits, responsibilities and opportunities.
Economic Empowerment Economic empowerment means reducing inequalities in access to and control over productive
resources, services, and assets, such as land, other property, employment, income, information,
financial services, and other economic opportunities. It is essential to analyze the constraints
that prevent women from accessing resources and benefiting equally from development
programs and projects. Comparing rates of participation, access, and control by women and men
is necessary to assess whether development initiatives are effective at reducing inequalities.
Gender Capacity Building Is the intentional act of strengthening the skills, knowledge and ability of development actors to
design, implement, and evaluate policies and initiatives, to ensure that both men and women
participate and benefit equally. This requires gender and social analysis and planning skills,
including the ability to identify realistic targets, results, and indicators, and to develop,
implement, and monitor gender action plans and strategies. This process often involves
improving or dispelling conscious and/or subconscious discriminatory attitudes and beliefs held
by participants.
Efforts are needed to strengthen the capacity of implementers, government agencies, national
women’s machineries, and civil society organizations including women’s organizations.
Supporting women’s organizations to articulate women’s experiences and priorities, advocate
for gender equality at various levels, and hold duty bearers to account can be an effective
strategy for achieving sustainable changes in gender relations.
The terms Definition
Gender-responsive Gender-responsive objectives are programme and project objectives that are nondiscriminatory,
equally benefit women and men and aim at correcting gender imbalances.
Gender specific needs and Are related to daily activities and responsibilities exercised by both genders according to roles
strategic interests prescribed by the society in which they live.
Strategic gender interests are linked to long-term, usually not material structural changes in
society, relationships, roles and responsibilities regarding women’s status and equity. They
include legislation for equal rights, reproductive choice, and increased participation in decision-
making.
NB: The purpose of introducing such distinctions between needs is to alert the programme
specialist to the importance of addressing the structural challenges to women’s empowerment.
Gender analysis Gender Analysis is the collection and analysis of sex-disaggregated information. Men and women
both perform different roles. This leads to women and men having different experience,
knowledge, talents and needs. Gender analysis explores these differences so policies, programs
and projects can identify and meet the different needs of men and women.
Gender analysis also facilitates the strategic use of distinct knowledge and skills possessed by
women and men.
Gender expression Gender expression refers to the “…way in which a person acts to communicate gender within a
given culture” for example, in terms of clothing, communication patterns and interests.
Gender-mainstreaming Gender-mainstreaming is a process rather than a goal. Efforts to integrate gender into existing
institutions of the mainstream have little value for their own sake. We mainstream gender
concerns to achieve gender equality and improve the relevance of development agendas to
women and men inclusively. Such an approach shows that the costs of women’s marginalization
and gender inequalities are born by all.
1 BACKGROUND
Gender norms, roles and relations are powerful determinants of the social and economic well-being of
individuals and communities around the world. Indeed, the realization of gender equality is a key factor for
improving human development, health and wellness and economic prosperity. Vibrant and vocal women’s
movements and advocates for gender equality have convinced development leaders around the world that
promoting gender equality is essential to achieving significant and sustainable progress related to the economy
education, the environment, civil society and health. The realization stems from the basic understanding that
gender based discrimination, exclusion, and violence are among the most significant barriers to the realization
of full human potential.
Currently no country has achieved gender equality, the Millennium Development Goals (MDGs) and various
International frameworks such as the Convention on the Elimination of all forms of Discrimination (CEDAW),
Beijing platform for change etc. have all contributed to improving gender equality throughout the world but
major gaps persist. According to the 2015 MDG report that evaluates the 15 year period between 1991 and
2015, the proportion of women in vulnerable employment as a share of total female employment has declined
13 percentage points.15 In contrast, vulnerable employment among men fell by 9 percentage points. According
to the World Economic forum’s 2014 Global Gender Gap Report, Tanzania ranked 47 th on the gender gap index
(out of 142 countries). As in many countries throughout the world women shoulder a double burden when it
comes to participating in both paid and unpaid work. Tanzanian women while quite active in the labor force
still find themselves largely excluded from higher level work; a mere 20% of legislators, senior officials and
managers are women.16 Looking at a nine year trend from the same source, Tanzania has seen an overall
decline in labor participation and especially worrying education statistics for girls and women. 17
Cuso International and VSO together recognize that gender equality is essential for poverty reduction and
inclusive growth in the Tanzania.
2 GOAL AND OBJECTIVES

The goal of this framework is to lay a foundation of commitment and support that will enable T-LED to take
into account gender based inequalities and disparities faced by Tanzanian women seeking to enter the
workforce. We will do so in the planning, implementation, monitoring and evaluation (M&E) and dissemination
phases of this project, its programs and research.
Integrating gender equitable measures throughout the project will directly enhance the impact of T-LED’s work
by challenging gender-based inequalities that pose barriers to development progress.
The following specific objectives will ensure that gender is central to T-LED, we aim to:
 Build a common understanding of the fundamental role that gender equitable norms play in
advancing development progress in all of T-LED’s technical domains
 Provide guidance on conducting gender analysis, integrating gender equality principles into the entire
project cycle, and monitoring gender sensitive outcomes
 To raise an organizational-commitment to gender integration. T-LED will seek to become a model of
gender equitable practices and gender inclusive success.
3 WHO IS THE FRAMEWORK FOR?
15
Inter-Agency and Expert Group on MDG Indicators “The Millennium Development Goal Report 2015”
http://www.un.org/millenniumgoals/2015_MDG_Report/pdf/MDG%202015%20rev%20(July%201).pdf
16
World Economic Forum “Global Gender Gap Report 2014” http://reports.weforum.org/global-gender-gap-
report-2014/economies/#economy=TZA
17
Idem
This framework aims to assist partners and T- LED staff to ensure that gender equality perspectives are
incorporated into project planning, activities, and monitoring evaluation and learning. The framework focuses
primarily on the sectors and strategic priorities of the Tanzania T- LED programme. The framework is intended
be used by partners, implementers, and evaluators to track gender equality results across the project cycle, it
will also be used by gender specialists who will support the T-LED team and provide strategic guidance for
continuous improvement.
4 GENDER AND ECONOMIC GROWTH IN TANZANIA18

Women play a substantial role in Tanzania’s economy and are more active in agriculture, which accounts for 82
% of the labor force. Of 17.8 million economically active people, 16.9 million are considered employed, and of
these, women constitute 50.6%. The overall labor force participation rate (including the informal sector) of
women is at 80.7% slightly higher than that of men (79.6 %) 19
The distribution of men and women across the sectors is uneven: Women are slightly in the majority in
agriculture (52 % versus 48 %) and in trade (55 % versus 45 %), whereas men dominate in manufacturing,
construction, transport, and finance. The distribution of economic activity by type of employment is uneven
too, showing important gender differences. Only 4.0 % of employed women are in paid jobs, in either the
formal or informal sector, compared with 9.8 % of men and a scant 2 % of Tanzania’s businesses operate
legally. Gender disparities are also evident in formal sector employment, where men account for 71 % of
workers.
Men tend to be much better represented among regular waged employees than women. In the manufacturing
sector where the waged employment rate is highest, only 18.6 % of employees are women.
5 DEFINING SMEs IN TANZANIAN CONTEXT20

The Micro, Small and Medium Enterprises (MSME) sector in Tanzania covers non-farm economic activities and
services. The criteria used for defining SMEs are the number of employees and capital investment. The 2003
SME policy defines SMEs21 as follows: Micro enterprises are those engaging up to 4 people or employing capital
up to Tshs.5.0 million. The majority of micro enterprises are in the informal sector. Small enterprises are those
engaging between 5 and 49 employees or with capital from Tshs.5 million to Tshs.200 million. Medium
enterprises employ between 50 and 99 people or have capital from Tshs.200 million to Tshs.800 million the
definition is summarized in table below:
Category Employees Invested in Machinery (Tshs)

Micro enterprise 1- 4 Up to 5 mill
Small enterprise 5-49 5 mil to 200mill
Medium enterprise 50-99 200 mill to 800 mill
Large enterprise 100+ Over 800 mill
5.1 DEFINING SMEs IN THE T-LED CONTEXT

Among T-LED’s goals are facilitating access for women to financing for micro, small, and medium-sized
enterprises (SME’s). We recognize this objective as an important equity measure which aims to accelerate
both gender equality and gender equity.
18
Gender and economic assessment in Tanzania: Women and Men in the Tanzanian Economy pg. 24
19
Ibid
20
Women’s Entrepreneurship Development in Tanzania: Rights and Recommendations, pg. 19
21
During the PIP meeting it was agreed defining the SMEs using the tiers criteria i.e. tier 1, tier 2 and tier 3 as
outlined below:
 Management structure
 Business experience
 Size of capital
 Turnover/productivity
 Size (employees)
 Recordkeeping
 Registration status and type
 Investment level
Tier 3 Criteria
Management structure - Management involvement/commitment
- Distribution of roles and responsibilities
Business experience - 1 year operational
Size of capital - 2,500 USD
Turnover/productivity - 5,000 USD
Size (employees) - maybe 3+ engaged staff- including family
Recordkeeping - Sales records
Registration status and type - TIN and district license
Investment level - Physical premises
Tier 2 Criteria
Size (employees) - Minimum 3+ engaged staff- including family
Recordkeeping - Management accounts
Registration status and type - TIN, government license, business name
Investment level - Physical premises and machinery
Tier 1 Criteria
Recordkeeping - Management accounts with assigned accounting officer
Investment level - Physical premises and machinery/technology
5.2WHY IS SME SECTOR IMPORTANT?

Cuso International and VSO are among the development actors in Tanzania who believe that SMEs are a
driving force of economic and social stability for their capacity in creating jobs, forging innovation, and
fostering a competitive business environment and SMEs have the potential to increase local employment,
enhance local economies and contribute to the reduction of poverty.
The government through the Ministry of industry Trade and Marketing (MIT) recognises the importance of the
SME sector in Tanzania and mentions three important aspects of the MSME sector.
 First, this sector makes a major contribution to employment for example, reports that the MSME
sector employs 5.2 million people, which is more than 12 % of the entire population. 22
 Second, the MSME sector contributes to 27% of the national GDP. The sector also contributes to rural
development and has increased the income of many Tanzanians.
 Thirdly, this sector is a source of entrepreneurship and private sector development making it a driver
not only for reducing poverty but also for reducing urban-rural migration.
6 WHY IS THE SME SEGMENT IMPORTANT FOR WOMEN?

The SME segment is especially important for women-led SMEs as it offers significant job and income earning
opportunities. However, women-led SMEs have not fully benefited from the growth of SMEs.
Women-led SMEs play a key role in the private sector and SMEs in Tanzania. The proportion of women-led
SMEs is reported to have increased from 35 % in the early 1990s 23 to 55% in 2005. The latest baseline survey24
places this figure at 54.3%, suggesting that it has plateaued over the past 10 years. High motivation for running
a business, a decreasing purchasing power of wages earners and increasing unemployment are some of the
main reasons why many women engage in income-generating activities.
The National Bureau of Statistics data 25 show that in most paid labor occupations, men have substantially
higher earnings compared with those of women. In manufacturing, the mean monthly income paid to women
is Tosh 42,413, which is almost 3.5 times lower than the average income earned by men. The ILO estimates
that the number of women entrepreneur’s ranges from 730,000 to 1.2 million 26 They are predominantly found
in the micro, small, and medium enterprise (MSME) sector, where they are estimated to make up 43 % of the
total.27
7 EXISTING BARRIERS FOR WOMEN-OWNED SMEs

Despite the potential contributions of women-owned SMEs to the national economy and household incomes,
women-lead entrepreneurship remains limited, and productivity of women-owned SMEs is lower than that of
men owned SMEs. The business environment surrounding women-led and/or women-owned SMEs in Tanzania
are not very different from other countries.
Evidence from the 2007 Gender and Economic Growth in Tanzania points to the following key factors that
impede women-led SMEs’ growth in Tanzania28:
• Limited access to finance, due to lack of collateral and complex application process which includes:
 The demand for collateral is a major barrier for women as few of them own land due to
cultural inheritance traditions.
 Many small business owners (women in particular) fear discriminatory or exploitative
banking conditions and are reluctant even to approach a bank to inquire or solicit loans.
 Loan approval for any business is linked to obtaining a tax identification number (TIN).
Obtaining a TIN is considered to be a lengthy, cumbersome, and often corrupt process.
22
According to National Census of 2012, Tanzania has a population of 44.9 million.
23
National Informal Sector Survey, 1991
24
Ministry of Industry Trade and Marketing 2012 report
25
National Bureau Statistics 2002
26
International Labour Organization 2003b.
27
IFAD 2005.
28
Gender and economic growth in Tanzania Women’s Constraints to accessing Finance: Amanda Ellis, Mark
Blackden, Josephina Cutura, Fiona Macculloch, Holger Seebens pg.70
Ministry of Industry Trade and Marketing , 2012a

 Banks require access to business records, including annual turnover figures, before a loan
application is considered. Most SMEs do not keep such records or do not have bank
accounts.
 Costly loan application and approval processes discourage clients from soliciting loans from
formal banks.
 Lack of follow-up from banks once the loan is issued was cited as a problem. “Banks care only
about repayment of their loans and not the client’s needs and business problems.”
 Discriminatory attitudes by bank officials may discourage women from approaching a bank.
 Some corrupt practices such as bank staff requiring additional fees or other payments before
approving or disbursing loans within an acceptable amount of time for the borrower.
 Limited capacity and exposure to business development, including business startup,
employee management, and keeping up with the market needs;
 Lack of access to vital information (e.g., finance, registration and legal requirements,
business development, and market trends) and technology;
 Informal (cultural) and formal (legal) discrimination, e.g., harassment by officials in
processing paper work, requiring husband’s permission to borrow money (even where not
legally required), and legal discrimination in inheritance and ownership of properties;
 Lack of devoted time to enterprise development and the need for family support, due to
women’s dual roles to manage households (particularly childcare) and business;
 Lack of networking and organizing, resulting in difficulties in voicing their needs to
policy makers and business associations.
8 LEGAL AND REGULATORY SYSTEM IN TANZANIA

The Gender sensitive/ gender-equal public policies and programs that are centered on the principle of
promoting women’s economic rights. This means that barriers women face need to be addressed using that
gender sensitive legal and regulatory system in a Tanzanian context.
Tanzania has been at the forefront of creating a positive legal framework and political context for Gender
Equality and promotes women-owned SME’s economic rights in various avenues as follows:
8.1 INTERNATIONAL INITIATIVES

THE INSTRUMENTS Policy statement on addressing gender issues
1. 1948 the universal Article 1: All human beings are born free and equal in dignity and rights.
declaration of human They are endowed with reason and conscience and should act towards
rights one another in a spirit of brotherhood.
Article 2. Everyone is entitled to all the rights and freedoms set forth in
this Declaration, without distinction of any kind, such as race, color, sex,
language, religion, political or other opinion, national or social origin,
property, birth or other status. Furthermore, no distinction shall be
made on the basis of the political, jurisdictional or international status
of the country or territory to which a person belongs, whether it be
independent, trust, non-self-governing or under any other limitation of
sovereignty.
2. CEDAW: The The Convention is structured in six parts in summary as follows:

Convention on the
Part I (Articles 1-6) focuses on non-discrimination, sex stereotypes, and
Elimination of All Forms
sex trafficking.
of Discrimination
against Women Part II (Articles 7-9) outlines Women’s rights in the public sphere with
(CEDAW) was ratified an emphasis on political life, representation, and rights to nationality.
by Tanzania in 1985
Part III (Articles 10-14) describes the economic and social rights of
women particularly focusing on education, employment, and health.
Part III also includes special protections for rural women and the
problems they face.
Part IV (Article 15 and 16) outlines Women’s right to equality in

marriage and family life along with the right to equality before the law.
Part V (Articles 17-22) establishes the Committee on the Elimination of

Discrimination against Women as well as the states parties' reporting
procedure.
3. The International It commits its parties to work toward the granting of economic, social,
Covenant on Economic, and cultural rights (ESCR) to the Non-Self-Governing and Trust
Social and Cultural Territories and individuals, including labor rights and the right to health,
Rights (ICESCR) is a the right to education, and the right to an adequate standard of living
multilateral treaty
adopted by the United
Nations General
Assembly on 16
December 1966, and in
forced in Tanzania from
3 January 1976.
4. Beijing Platform for BPA 12 critical areas of concern the Tanzanian Government choose four
Action Tanzania is for immediate attention which includes:
committed to
implementing the  Enhancement of Women’s legal capacity,
Beijing Platform for  Women’s economic empowerment and poverty eradication,
Action (BPA) 1985  Women’s political empowerment and decision-making,
 And Women’s access to education, training and employment
5. MDG 3 Tanzania is Goal No. 3 Promotes gender equality and the empowerment of women.
committed to achieving
the Millennium
Development Goals
6. International Lab our Requires ratifying states to promote equality of opportunity and
Organization (ILO) treatment between men and women in employment and occupation,
Convention No. 111 and to repeal discriminatory laws and practices (Articles 2 and 3)
(Convention concerning
Discrimination in
Respect of Employment
and Occupation), 1958
7. ILO Convention No. 100 Requires ratifying states to promote equal remuneration between men
(Equal Remuneration and women for work of equal value, and to determine remuneration
Convention), 1951 rates without discrimination based on sex (Articles 1 and 2)
8. 2005 World Summit Governments committed themselves to ensure that women have equal
Outcome access to credit (para. 58)
Countries committed themselves to ensure Women’s equal access to

labor markets, sustainable employment, and adequate labor protection

(para. 58)
8.2 REGIONAL (AFRICA) COMMITMENTS AND INITIATIVES

1. Southern African Development The declaration acknowledges that gender disparities exist
Community (SADC) Declaration. The between women and men and that this may lead to
heads of state from the SADC region discrimination.
adopted the Declaration on Gender
The Declaration is a commitment by member states to
and Development in 1997.
eradicate all forms of discrimination against women in
order to have sustainable development. Such a step
towards Gender Equality .Is further complemented by
commitments made by member states at international and
regional levels. By signing the SADC declaration, Tanzania’s
a member of the SADC, reaffirms the commitment to the
CEDAW and BPA.
Affirmative action to include women in decision-making

includes a recent act increasing the number of Women’s
special seats in government (33 % in local government
councils and 20 % in the Union Parliament); an increase in
the participation of women in politics to 30 %, in line with
the SADC Declaration of 2 Gender and Economic Growth in
Tanzania 1997; and a recent act in Zanzibar increasing the
number of women in the House of Representatives to 30%.
2. Tanzania has signed the African The declaration includes statements on rights of women
region has adopted the African and children and the commitment to take urgent measures
Protocol on Women’s Rights which to prevent and deal with the increasing levels of violence
is heralded for encapsulating against women and children.
intensively and comprehensively
different aspects of Women’s rights
and is at times referred to as the
African Women’s Bill of Rights.
3. Maputo Protocol. The Maputo The Maputo Protocol guarantees comprehensive rights to
Protocol to the African Charter on women including the right to social equality with men, the
Human and Peoples' Rights on the right to control their reproductive health and it has a focus
Rights of Women in Africa was on ending FGM
ratified by Tanzania in 2007.
50 % women representation at all levels
8.3 NATIONAL POLICIES AND COMMITMENT
1. Constitutional reform. Through a special Discrimination on the basis of gender is prohibited under
the constitution,
amendment passed in 2000 & 2004,
2. The National Development Vision 2025 Aims to attain “gender equality and the empowerment of
women in all socio-economic and political relations and
cultures.”
3. 2000 Tanzania adopted a Women and To Ensure gender mainstreaming in all government
Gender Development Policy (WGDP) policies, programs, and strategies.
4. Strategy. The 2005 National Strategy for Specifies how gender mainstreaming is to be implemented
Gender Development (United Republic of Tanzania 2005b).
5. In Zanzibar, the Policy on the Protection The Policy on the Protection and Development of Women
and Development of Women of 2001 of 2001 provides a framework for promoting gender
equality
6. 200 Legal reform. Parliament has enacted a number of laws in support of

Women’s economic and social well-being, including the
Sexual Offences (Special Provisions) Act of 1998
7. Land Acts of 1999 Women’s rights to land
Both the Land Act and the Village Land Act have been
hailed as a triumph for the Women’s rights movement in
Tanzania. Gender activists have been among the most
active lobbyists in the national debates surrounding the
land acts. They successfully lobbied for the inclusion in the
Acts of provisions to ensure equality before the law for
women in both statutory and customary tenure. Land Act
states as one of its fundamental principles that:
The right of every woman to acquire, hold, use, and

deal with, land shall to the same extent and subject
to the same restrictions be treated as a right of any
man (s. 3 (2)).
The same principle is explicitly laid down in the village land
Act to cover customary rights of land
8. The Employment and Labor Relations Prohibited discrimination in the workplace on the basis of
Act, of 2004 gender, required employers to promote equal
opportunities, introduced maternity leave, and contained
provisions protecting a mother’s right to breastfeed and to
be protected from engaging in hazardous employment.
The principal objects of this Act shall be
a) To promote economic development through

economic efficiency, productivity and social
justice;
b) To provide the legal framework for effective and
fair employment relations and minimum
standards regarding conditions of work;
c) To provide a framework for voluntary collective
bargaining;
d) To regulate the resort to industrial action as a
means to resolve disputes;

e) To provide a framework for the resolution of
disputes by mediation, arbitration and
adjudication;
f) To give effect to the provisions of the Constitution
of the United Republic of Tanzania of 1977, in so
far as they apply to employment and labor
relations and conditions of work;
g) Generally to give effect to the core Conventions of
the International Labor Organization’s as well as
other ratified conventions.
9 THE PROPOSED T-LED GENDER FRAMEWORK
The proposed T-LED gender plan intends to be a reference to the TLED project staff, volunteers, partners and
stakeholder during the implementation of T-LED to ensure that the gender issues are carried considered during
planning and implementation. Note This plan will be updated annually during the annual planning session.
The gender framework provided below is organised by aligning the gender activities within the T-LED logical model
framework where by the Gender specific activities are built within the framework and marked in italics. This is
done to ensure that the entire logical framework is gender sensitive.
1000:Enhanced equitable and sustainable economic growth and prosperity for

Ultimate Outcome
women and men in Mtwara, Lindi, Mwanza and Iringa (target regions) of Tanzania
INTERMEDIATE IMMEDIATE
OUTPUT GENDER ISSUES ACTIVITIES
OUTCOME OUTCOME
1100 Increase 1110 Improved 1111Enterprise 1111 Set-up enterprise and

equitable and access to and innovation innovation centers and
sustainable incomes business tools, centers mobilize expert team for
and employment of technical inputs established each hub.
women and men in and financing hubs
value chains related that respond to established in
to foreign direct gender specific regions.
investment in the needs.
extractive and
agribusinesses
sectors in target
regions
1112 Selected Women lack 1112 Develop SME

SMEs business selection process and
participate in networking, implement mentoring
mentorship partnership program Canadian,
program with development and national and international
Canadian, trade linkages SMEs.
national and amongst
international themselves and
SMEs. with male
entrepreneurs
Facilitate the development

of networks, business
partnerships and match-
making opportunities for
women entrepreneurs by
surveying growth-oriented
women entrepreneurs
Provide training, seminars

Ultimate Outcome
OUTCOME OUTCOME
and other activities to

facilitate interaction and
networking among women
entrepreneurs; and create
linkages with associations
of women-owned firms
from around the world
with which its members
can network and do
business
Work with partners TWCC,

TCCIA and SIDO to develop
guidebooks on business
partnerships and
networking internationally
and locally.
1113 Technology 1113 Set-up, manage and

Technology development and disburse technology
innovation fund direction of innovation fund through
set-up, technological competitive bidding
disbursed and change has been process.
managed primary male
through dominated, with
competitive are seldomly in
process. control of the
content even
when it directly
affects their
specific interests.
Lack or Through the existing BDS

inadequate ICT training provide capacity
technology training to women for
relevant to their them to use and integrate
women’s modern technologies that
business. increase production,
quality, and time
efficiency.
Procurement and Through the existing BDS

bidding process training conduct
unknown to awareness raising sessions
women for women on
Ultimate Outcome
OUTCOME OUTCOME
procurement and bidding

processes
1114 SME Lack of sex- 1114 Collect and analyze

financial data disaggregated data and analyses data of
collected, data from partner financial readiness of SMEs
analyzed and organisations. and organize financial fairs
shared with to facilitate introductions
potential with potential investors.
investors and
financial fairs
set-up carried
out.
1120 Improved 1121 Market Women-led SMEs 1121 Conduct market gap
knowledge of opportunities limited capacity analysis and corresponding
and access of analyzed and and exposure to SME assessments in each
female and male SME assessment business target region and value
headed SMEs to completed in development, chain
market each target employee
opportunities. region and value management and
chain. fulfilling with the
market needs and
requirements.
1122 1122 Conduct

Environmental environmental assessment
assessment of selected SME’s and
conducted of develop environmental
selected SMEs sustainability plan.
and target value
chains
environmental
sustainability
plans developed
and
implemented.
1123 market Women have 1123 Develop linkages

linkages limited between Canadian,
established opportunities to international and national
between SMEs widen their and SMEs.
and Canadian, network, create
national and linkages with
international National
Ultimate Outcome
OUTCOME OUTCOME
companies. Companies and

even become
their suppliers.
1124 Project 1124 Develop project

Website website and
developed and communications materials
communications and disseminate to
materials stakeholders.
disseminated.
1131 Increased 1131Targeted Women are often 1131 Conduct specific and
capacities of gendered value invisible in the targeted gendered value
female chain analysis value chain chain analysis to in each
entrepreneurs to completed analysis, resulting target region to identify
overcome within each in the gender- where women face
cultural and target region blind design of cultural and social barriers
social barriers in value chain in growing their businesses
growing their support programs and livelihoods.
business.
Lack a gender Within the gender value

value-chains chain analysis, identify
needs where women-led SMEs’
assessment: potential exists for
upgrading their
(i) Infrastru
productivity and skills.
cture
and  Product
technolo upgrading:
gy Moving into more
support improved/advanc
(ii) Finance, ed product lines
(iii) Skills with increased
upgradi product value
ng, and  Process
(iv) Marketi upgrading:
ng and Transforming
brandin products into
g more efficiently
the production
system using
introducing
superior
technologies
Ultimate Outcome
OUTCOME OUTCOME
 Functional
upgrading:
Acquiring new,
superior functions
in the chain, such
as design,
marketing
advancing to new
chain.
Women-led SMEs
and women-
owned SMEs are
mostly
concentrated in
casual, low skilled
poor
remunerated, and
irregular forms of
the informal
sector
1132 Gender Cultural factors 1132 Develop gender

action plan still strongly action plan and strategy
developed and influence the for project based on
gender strategy ability of findings of gender analysis
implemented Tanzanian of targeted value chains
women to realise
their potential in
business. Cultural
norms govern
prevailing
attitudes and
beliefs.
1133 Trainings Time spent by 1133 Develop and deliver

delivered to women on interventions and training
address social household chores, to address social/cultural
barriers for such as fetching barriers for female
female – water or entrepreneurs identified in
headed SMEs. collecting analysis (i.e. leadership,
firewood, proves literacy and numerical
to be a significant training, female only
constraint on spaces etc.)
their participation
Ultimate Outcome
OUTCOME OUTCOME
in the off-farm
labor market
1134 Gender Lack of access to 1134 Create physical

responsive vital information infrastructures that are
(female (e.g. finance, gender responsive within
responsive) registration and the enterprise and
space created at legal innovation centers.
the enterprise requirements,
and innovation business
centers and development, and
female headed market trends)
SME’s accessing and technology
Gender
Informal (cultural)
responsive
and formal (legal)
information and
discrimination,
services
e.g. harassment
by officials in
processing paper
work, requiring
husband’s
permission to
borrow money
(even where not
legally required),
and legal
discrimination in
inheritance and
ownership of
properties.
Ultimate Outcome 1000: Enhanced equitable and sustainable economic growth and prosperity for women
and men in Mtwara, Lindi, Mwanza and Iringa (target regions) of Tanzania
INTERMEDIATE IMMEDIATE OUTPUT GENDER ISSUES ACTIVITIES

OUTCOME OUTCOME
1200 Enhanced 1210 1211 Institutional 1211 Assess institutional

market-driven and Increased Assessment stakeholders and capacity of national partners
gender responsive capacity of carried of national (TCCIA, SIDO and TWCC to
services delivered national national implementing deliver market-driven
to SMEs by TCCIA, partners partners (TCCIA, partners’ limited services to SME’s and develop
SIDO, TWCC and (TCCIA, TWCC, SIDO and TWCC) understanding of training and mentoring
local government in and SIDO) to to deliver gender issues in the support to capacity
target regions. deliver market-driven sector development.
market-driven services to SMEs
services to and
SMES. development
and delivery of
training,
mentoring for
capacity
development.
Develop capacity building

plan in collaboration with the
implementing partners
Deliver trainings to
implementing partners on
gender responsive capacities
1212 Strategies Lack of visibility of 1212 Identify policy gaps and

developed to gender issues in systemic barriers for SME
advocates for SME policies and development and develop
Policy reform of frameworks strategies and platforms to
identified policy advocate for policy reform.
gaps and
systemic
barriers for
female- headed
SMEs
Weak gender Facilitate the creation of

advocacy platforms networking platforms among
women-led SMEs and
advocate for more women
among policy decision makers
at all levels.
Insufficient funds Jointly with financial

available for institutions implement
women-led SMEs affirmative actions by

OUTCOME OUTCOME
financial institutions (FIs) for

earmarking a portion of SME
loans to women-led SMEs
Existence of In collaboration with partners

discriminatory disseminate relevant SME
policies, laws, and policies/strategies/informatio
practices that affect n that promote
women-led SMEs entrepreneurship rights,
entitlements as well as
opportunities to support
advocacy
Linkages Lack of networking Map current advocacy and

established to and organising, forums and platforms with a
create platform resulting in gender focus
to advocate for difficulties in
Create linkages with gender
policy reform women voicing
focused forums and policy
their needs to policy
platforms
makers and
business
associations.
1220 1221 Institutions and 1221 Assess institutional

Increased Assessment national partners capacity of national partners
capacity of carried out on implement services (TCCIA, SIDO and TWCC) and
national capacity of that are not local government to deliver
partners national gender-response gender-responsive services to
(TCCIA, TWCC, partners (TCCIA, nor appropriate for women-led SMEs and the
SIDO) to
SIDO and TWCC) women-led SMEs development and delivery of
deliver gender
to deliver and women-owned training, mentoring, and
responsive
services. gender- SMEs and their volunteer support to capacity
responsive needs development.
services to
female-headed
SMEs and
development
and delivery of
training and
mentoring
support for
capacity
development.
Lead gender Conduct gendered client


OUTCOME OUTCOME
trainings and needs assessments and

events provide services tailored to
women’s needs and develop
sex-disaggregated client
database
Lack/insufficient Develop training modules to

BDS that respond address gender specific
to gender specific training need within the
needs existing BDS training modules
Organise events and round

table on gender policy gaps
and women centered private
sector development
initiatives
1222 Research 1222 Conduct research in

conducted in collaboration with TWCC and
collaboration other partners to identify
with TWCC and where women face barriers in
other partners formalizing and promoting
to identify their businesses.
technical
barriers women
face to
promoting and
growing their
businesses.
1223 Business 1223 Deliver business training

training with national partners to
delivered with female-headed SMEs linked
national to research findings on
partners to barriers that women face.
female-headed
SMEs in each
target region.
1224 Media The regulatory and 1224 Develop media

awareness legislative awareness campaign in
campaign framework relating collaboration with TWCC and
developed and to women on issues other partners promoting
implemented as: property rights, female-headed SMEs
promoting inheritance,
female -headed mobility, and the

OUTCOME OUTCOME
SMEs in right to be
collaboration entrepreneurial, are
with TWCC and unknown to women
other partners.
Increasing Insufficient Provide training to TWCC on

stakeholder representation of how to conduct effective
awareness of women and advocacy skills while using
women’s participation at the media.
potential to play policy level
a more active
role in society
and the
economy
To raise
women’s profile
and enhance
their credibility
Appendix E – Technology Innovation Fund Process
Open applications – Q3
of training under T-LED
Vetting of applications
by PDC
Final selection by fund

committee
Finalisation of
procurement (16% paid
by SMEs and 84% by T-
LED)
Appendix F – Tier Definitions
Tier 3 Criteria
Size (employees) - maybe 3+ engaged staff- including family
Recordkeeping - Sales records
Registration status and type - TIN and district license
Investment level - Physical premises
Tier 2 Criteria
Recordkeeping - Management accounts
Investment level - Physical premises and machinery
Tier 1 Criteria
Recordkeeping - Management accounts with assigned accounting officer
Investment level - Physical premises and machinery/technology
Appendix G – Partnership Summary
Partners’ comparative advantage
SIDO TCCIA TWCC

- Offices in 21 regions - Largest national private - Umbrella organization for
- Already facilitate SMEs’ sector association women entrepreneurs in
access to technology, operating in Mainland Tanzania
Tanzania - More than 4,000 members
infrastructure and
- Over 16,000 members in (women entrepreneurs)
technical services all the regions covering 9 sectoral
- Provide support for - Regional chamber offices associations and 120
business skills in all 25 regions and in companies
development for SMEs’ over 93 districts - Advocating and lobbying
growth and - Dialogue, advocacy & for issues related to the
competitiveness lobbying on issues development of
affecting business of businesses owned by
- Facilitate SMEs’ access to
members - Enhance women’s
markets and information - Linking members to participation in various
- Facilitate SMEs’ access to business opportunities business forum, nationally
finance through its - Linking domestic and internationally
microcredit program and enterprises to the supply - Unite women
management of various chains of large domestic entrepreneurs including
other donor funds and international those operating in the
companies informal sector
- Existence of industrial
zones
Partner responsibilities
- Hosting T-LED’s enterprise and innovation centres (SIDO, within its existing regional industrial zones)
- Participating at the regional level in the selection of Tier 1 SMEs.
- Managing the process for selecting at the regional level Tier 2 and Tier 3 SMEs for mentorship and
development.
- Carrying out a comprehensive assessment of each participating SME under T-LED and developing an
individualized plan for addressing capacity gaps.
- Participating in market driven and gender-responsive trainings provided by Cuso International/VSO staff
and volunteers.
- Developing a training program and providing market-driven and gender responsive direct business
development services to Tier 2 and Tier 3 SMEs.
- Participating in the technology innovation fund recommendation process at the regional level and in the
final selection process at the national level.
- Monitoring and reporting of activities, particularly for Tier 2 and Tier 3 SMEs.
- Collaborating on planning, implementation, review, and lessons learnt.
- Participating in the T-LED steering committee including attending meetings, reviewing project progress in
achieving targets, reviewing project spending against budget, and ensuring quality reporting.
- Organising regional events across the four project regions
Cuso International/VSO’s responsibilities

As the lead implementing partners, Cuso International/VSO will be responsible for:
- Assessing the institutional capacity of partners to deliver market-driven services to SMEs and develop and
deliver training, mentoring to support partners’ capacity development.
- Assessing partners’ institutional capacity to deliver gender-responsive services to female-headed SMEs
and develop and deliver training and mentoring support to partners’ capacity development in this area.
- Enhancing partners’ business development services through capacity building and the provision of
volunteer experts in the areas of 1) business advisory, 2) financial management, 3) marketing/IT, and 4)
other technical areas that will be mutually defined.
- Provide direct training to Tier 1 SMEs under T-LED
- Assessing partners’ current existing practices, strategies and commitment to environmental sustainability.
- Training partners (through the support of environmental volunteers) on environmental sensitivity and
ensuring that project components and activities adopt environmental practices.
As part of the institutional assessment that will be carried out in the first three months of the implementation
phase, a Capacity Development Plan (CDP) will be developed, which will include a discussion of governance
capacity constraints and result in targets being set for improving governance in program delivery and
organizational management. Highly skilled volunteers involved in the development of CDP will transfer their skills,
knowledge and resources to SIDO through bottom-up approaches, with particular focus on:
- Strengthening management systems;

- Working on a long-term strategic vision;
- Improving accountability and transparency and guarding against corruption; promoting respect for human
rights and access to information;
- Improving coordination between local partners; and
- Improving capacity to promote dialogue among different actors.
Appendix H – Risk Register
Risk Risk Response Likelihood and Impact

Risk 1. There is a risk that growth-oriented SMEs will largely be owned Concern has been taken into the design of the project which has a Likelihood: Unlikely
and operated by men and that women entrepreneurs will not directly large gender equality component in order to address this concern. Impact: Could threaten
benefit from the project given their businesses are smaller in size and The project will provide support to our local partners to enhance results, and
tend to be informal. their services to female entrepreneurs, and the project will deliver thus may require
activities to address sociocultural as well as technical barriers that monitoring
female entrepreneurs face.
Risk 2. There is a risk that foreign and/or domestic investors (including - Ongoing assessment of government and industry players through Likelihood: Likely
government) in the identified sectors and regions of the project will the Industry Advisory group Impact: Would
withdraw or reduce their investment as a result of global market - Project includes agricultural domestic market component that is threaten results, and
changes or domestic political or economic policy shifts. likely to remain relevant thus may require
- Risk 6 risk response review
Risk 3. There is a risk that the market opportunities identified in the - Initial market assessment conducted in collaboration with key Likelihood: Unlikely
sectors and region identified will not lead to a demand for services industry players will ensure we target SMEs in appropriate service Impact: Would
that matches with the type of services existing SMEs in the region can areas threaten results, and
provide - Initial SME selection will be narrowed as market opportunities and thus may require
demand become clearer and technical support will be focused on review
these SMEs
Risk 4. There is a risk that lack of access to appropriate financing - Financing needs of SMEs assessed will be assessed in project Likelihood: Unlikely
mechanisms and/or technology will constrain the ability of SMEs inception start-up Impact: Would
engaged in the project to grow and expand - Project partners include FAST that bring expertise in financial threaten results, and
literacy and impact investing to project thus may require
- Financial players will be incorporated into the project advisory review
committee
Risk 5. There is a risk that the technology innovation funds will not be - Funds will not be given out to SMEs successful in the competitive Likelihood: Unlikely
used to procure new technological inputs and that instead the funds bidding process, but instead the project will purchase the requested Impact: Would
will be used for other activities/purposes. inputs as a risk mitigation strategy. threaten results, and
thus may require
review
Risk 6. There is a risk that foreign and/or domestic investors (including - Explore high-growth value chain opportunities in Lindi and Likelihood: Likely
government) in the identified sectors and regions of the project will Mtwara that are not dependent on the construction plan Impact: Would
Risk Risk Response Likelihood and Impact
withdraw or reduce their investment as a result of delays in getting the - Explore high-growth value chain opportunities in Lindi and threaten results, and
necessary approvals from the Government of Tanzania and/or the Mtwara that can eventually feed into the LNG construction plan and thus may require
project being no longer financially valuable. its accompanying market development once the project starts review
- Ongoing assessment of government and industry players through
the Industry Advisory group
Risk 7. There is a risk that regional economic activity is lower than - Broaden the target and definition of enterprises to include micro Likelihood: Likely
expected and that the necessary existence of SMEs in certain target enterprises, groups, associations and informal SMEs Impact: Would
regions for the project to achieve its intended outcome. threaten results, and
thus may require
review
Appendix I – Summary of Committee Meetings, Reporting Timelines and Scheduling
DFATD Timeline PMT PSC PDC PAC GAC

Meetings Meetings Meetings Meetings Meetings
Project Implementation Plan
- No later than 180 days
after
signature of Agreement (by
January November November November
September 30th)
Annual Work Plan – within
45 days of Fiscal Year29 end
(mid-May)
Annual Report: Narrative –
within 45 days of Fiscal Year
end (mid-May)
April February February February
Financial - within 60 days of
Fiscal Year end (end-May)
Monthly
July May May May
Mid-year Report: At mid-

year (Q2) - Within 45 days
of the end of the second
quarter.
October August August August
Due March 2016 for the first
year of the project
29
DFATD (and T-LED) Fiscal Year is 1st April to 31st March.
Appendix J – T-LED Organogram

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Tanzania Local Enterprise Development (T-LED) Project

Project Implementation Plan (PIP)

Submitted to Department of Foreign Affairs, Trade and Development (DFATD)

4. Logic Model Narrative...................................................................................................................................................

7. Technology Fund and Financial Linkages......................................................................................................................

7.2 Financial Linkages

9.2 SME Selection Process

10. Enterprise and Innovation Centres.............................................................................................................................

11.2 Roles and Responsibilities of Implementing Partners

11.3 Project Committees and Teams

12. Project Implementation..............................................................................................................................................

12.2 WBS T-LED - Short

13.2 Monitoring Risk

13.3 Performance Reporting Framework

13.4 Stakeholders Communication Plan

14. First Year Annual Work Planning................................................................................................................................

Appendix B - Logic Model

Appendix C - Project Management Framework

Appendix G - Partnership Summary

Appendix H - Risk Register

Appendix I - Summary of Committee Meetings, Reporting Timelines and Scheduling

Appendix J - T-LED Organogram

 Paragraph on why T-LED proposal was submitted

 How consultations began with implementing partners and Government of Tanzania

Scoping visit with Regional Government, implementing

Scoping visit with Regional government, implementing

Procurement Framework workshop with Mining companies

Procurement research on oil and gas Lindi/Mtwara LNG plant

Industry sector workshops Lindi

PIP internal workshop

Final validation workshop

4. Logic Model Narrative

5. Reach and Beneficiaries

The beneficiaries, intermediaries and stakeholders of the project will include:

Direct Beneficiaries: Indirect Beneficiaries:

 Women and men  Families of women and men

 Entrepreneurs  Families of entrepreneurs

 SMEs  Community members of entrepreneurs

 Implementing partners and their staff  Colleagues of implementing partners’ staff

Potential Project Effects: Potential Project Effects

Direct Beneficiaries: Indirect Beneficiaries:

 # colleagues of implementing partners’ staff

Potential Project Effects: Potential Project Effects

 # SMEs benefiting from increase in knowledge of  # staff of SMEs supported by T-LED

 # SMEs benefiting from increase in knowledge of  # community members of entrepreneurs

Potential Project Effects: Potential Project Effects

Expected output 1111 - Enterprise and innovation centres established in regions

Direct Beneficiaries: Indirect Beneficiaries:

 # Tier 1 SMEs  # Tier 2 SMES

 3 implementing partners  # colleagues of implementing partners’ staff

Direct Beneficiaries: Indirect Beneficiaries:

 # Tier 1 SMEs  # staff of Tier 1 SMEs

 # family members of Tier 1 entrepreneurs

 # community members of Tier 1 entrepreneurs

Direct Beneficiaries: Indirect Beneficiaries:

 # Tier 1 SMEs  # staff of Tier 1 SMEs

 # family members of Tier 1 entrepreneurs

 # community members of Tier 1 entrepreneurs

Direct Beneficiaries: Indirect Beneficiaries:

 # SMEs  # staff of SMEs

 # community members of entrepreneurs

Direct Beneficiaries: Indirect Beneficiaries: