Civil Society Organisations (CSOs) in Tanzania were allowed to form from the early 1990s onward. The number of CSOs has increased dramatically since then and there are now over 4000 registered CSOs. They have grown number-wise as well as in terms of professionalism. Confidence in CSOs’ credbility and effectiveness increased, by the population as well as Government, and CSOs are now recognized as development actors that matter. However, the country is still fraught with governance challenges, facing high levels of corruption and a strong economic growth that happens in an unequal way. This calls for strong CSOs that advocate for accountability of public and private actors and facilitate a more equal distribution of economic growth.

To enable citizens to become a strong driving force for change in improving governance and social development processes of Tanzania, fighting poverty and achieving a better quality of life for all Tanzanians

• Direct beneficiaries: Civil Society Organisations

• Ultimate beneficiaries: Citizens, in particular women, youth, marginalized groups

1. Increased CSO awareness of their roles in policy processes
2. Civic engagement in democratic processes enhanced
3. Peace maintenance and conflict resolution platforms are established at district and regional levels
4. Improved organizational and institutional capacity of CSOs
5. A sustainability strategy for the Foundation for Civil Society implemented

Resultate von früheren Phasen:  

• CSOs impact policies and poverty reduction of the population positively where they manage to engage in a constructive relationship with Government.
• CSO professionalism and effectiveness improved much, which is e.g. expressed by people’s increased trust in CSOs
• CSOs have become increasingly more influential and recognized as development actors at national as well as local level in Tanzania
• Monitoring and reporting of results still needs improvement to better understand how change is fostered and for accountability. In particular, effects on women, marginalized groups and poverty reduction need to be captured more systematically.
• Financial management of the Foundation and its grantees, while considerably improved, needs continuous attention and improvement to minimize opportunities for fund misuse.

Phase 4 01.12.2014 - 31.12.2018   (Completed)