Annual Review - Summary Sheet
This Summary Sheet captures the headlines on programme performance, agreed actions and learning over the
course of the review period. It should be attached to all subsequent reviews to build a complete picture of actions
and learning throughout the life of the programme.
Title: Feeding, Protection and Mixed Solutions for Refugees and Asylum Seekers in Western
Tanzania
Programme Value: £15,485,00
Programme Code: 204336
Review Date: January 2015
Date: End Date: 30th June 2015
Start
06/12/2013
Summary of Programme Performance
2014
Year
A
Programme Score
Low
Risk Rating
Summary of progress and lessons learnt since last review



Strong progress in the refugees feeding component with all nutrition indicators improving. The
food pipeline is healthy for at least another five months, i.e up until the revised project end date.
Considerable delays in camp infrastructure component – especially in construction of refugees’
shelter.
Positive and accommodating changes in government position on refugees and asylum seekers
means that cautionary component to support the expelled illegal/ irregular immigrants did not
happen
Summary of recommendations for the next year
1. A review of DFID log frame indicators following the government’s decision not to forcefully evict
immigrants and challenges in the implementation of the infrastructure components.
2. DFIDT to immediately discuss with UNHCR the fate of the delayed component on refugees’
shelter construction, and arrive at a feasible way forward by end of March 31, 2015.
3. Carry out a field visit to the camp as soon as possible to evaluate the status of the constructions
to advise on site.
4. IOM must train more staff from the Immigration Department and make sure that the e-registration
system is rolled out while the political support is highest in the two countries
5. It is recommended that UNHCR should harmonise distribution of Non Food Items (NFIs) with
WFP’s food distribution so as to minimise trading food for NFI and vice-versa in the camp and
outside, more so when the common markets are reopened in the camp later in 2015.
6. A separate meeting with be held with UNHCR on how to take to the infrastructure components
(especially output 4) forward. The alternatives could be (i) revise the costs upward and revise log
frame indicators (ii) transfer the cash to refugees so that they use own labour at own time to
construct the houses, or (iii) abandon this component altogether
A. Introduction and Context (1 page)
1
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http://iati.dfid.gov.uk/iati_documents/4777904.d
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Log frame:
Outline of the programme
DFID is providing £15,485,000.00 to 3 UN Agencies to feed, protect and provide mixed solutions for
refugees and asylum seekers in Nyarugusu Camp in Kigoma region of North Western Tanzania from
October 2013 to March 2015.
 £6.5m was provided to WFP to maintain an adequate level of food consumption and nutritional
status of the refugees and asylum seekers;
 7,565,000 in total has been provided to UNHCR out of which £4,565,000 is used by UNHCR to
provide shelter, water and sanitation, education and general management of the camp and
£3,000,000 as cost extension made in December 2014 to support new activities relating to the
local integration of newly naturalised Tanzanians; and
 £1,418,443 is used by IOM for management of movements of refugees and improvement of
cross-border migration.
Refugees entirely depend on humanitarian assistance for survival as they have almost no opportunity to
supplement their income and diet due to restrictions on movement outside the camp. They cannot
engage in casual labour or any other income generating activities and the encampment policy restricts
markets inside the camp. The WFP’s food basket is their only reliable source of calorie intake, protein
and key micronutrients. Without the WFP support the food pipeline would break, nutritional indicators will
fall and refugee health will worsen. Similarly, support to shelter is important because refugees dwellings
have not been repaired since they were improvised some twenty years ago; and the classrooms in
schools are also in a dilapidated situation and there are issues about secondary enrolment and dropout
rates, especially for girls, with early marriage, pregnancy and limited future options identified as the main
causes.
Facilitating secure and managed cross-border movement of refugees and asylum seekers is vital
because of the recurrent insurgencies and continuous spikes of people’s mobility from the Great Lakes.
Western Tanzania also hosts large amounts of irregular migrants, the majority being women and children
who have been in Tanzania for over a generation, including those born in Tanzania.
The Tanzanian President had announced a public directive for irregular immigrants in these western
regions to leave the country immediately or else be forcibly removed by security and defence forces.
Two weeks later, up to 39,000 immigrants were registered by IOM, with the Government of Tanzania
temporarily suspending the return operations. The registered returnees are primarily vulnerable and
destitute households, the majority claiming to be long-term Tanzanian residents or to actually be
Tanzanian, but without the capacity to prove this. The support aimed for improved cross-border
cooperation between Tanzania and its neighbours through a sound Humanitarian Border Management
(HBM) system.
Expected results
The intended impact of this programme is “Tanzania abides to international migration laws and meets its
international obligations”. The expected outcome is “Refugees and asylum seekers in Tanzania obtain
durable solutions”. The programme was set to achieve these results by 7 outputs:
Output 1: Safe and orderly assisted voluntary repatriation provided to former Burundian refugees and
irregular migrants from Burundi, Rwanda and Uganda
Output 2: Capacity building on humanitarian border management is provided to immigration services in
Burundi, Rwanda, Tanzania , Uganda for coordinated irregular migrant documentation and
regularization, return management, and protection-sensitive border management.
Output 3: Adequate levels of food consumption and nutritional status of targeted refugee population and
vulnerable host communities living near the camps maintained.
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Output 4: Infrastructure improvements made to Nyarugusu camp to meet international standards and
improve efficiency.
Output 5: Adequate water supply, provision of latrines and environmental health and hygiene information
ensured for camp residents.
Output 6: School age children have access to education and measures to improve education quality
implemented.
Output 7: Core relief items provided to camp residents.
B: PERFORMANCE AND CONCLUSIONS (1-2 pages)
Annual outcome assessment
Outcome
Immediate protection and other basic needs of people of concern (refugees, former
refugees and migrants) met.
Outcome number per LF
1.1 – 1.3
Indicator(s)
Target (end of 2014)
1.1
Prevalence
of
acute Maintained below 2%
malnutrition
among
children
under 5s in refugee population by
gender (Weight for height as %)
stabilised
Progress
Target met. Global Acute
Malnutrition (GAM) from 2014
Nutritional Survey findings is
now 1.4%, down from 2.6% in
2012
1.2 All refugees receive adequate
humanitarian assistance in
shelter, water, sanitation, NFIs
and education
All services improved to meet
appropriate international or
national standards
Target met to a great extent, all
1.3 % of affected migrants who
have either returned to country of
origin through assisted voluntary
repatriation, or are in process of
obtaining residence/other permit
or confirming Tanzanian
citizenship
70%
This has been particularly
successful. The Government
suspended the illegal migrants’
expulsion exercise. IOM, the
Immigration Department and
other national and regional
authorities established Standard
Operational Procedure (SOP)
and the e-registration process
which offers biometric residence
ID with a 2-4 years window for
renewal/voluntary repatriation.
The registration process is
ongoing, so far about 9,000
persons have been registered
and only 2,800 were provided
with repatriation assistance as
migrants did not feel the need for
emergency repatriation
assistance.
Key Points
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refugees have continued to
receive adequate
humanitarian assistance in
water, sanitation, NFIs and
education. Yet to be
completed is the construction
of new shelters that has
experienced some delays.
Strong results in refugees feeding, camp management, and cross-border management of refugees and
asylum seekers justifies the decision to support this vulnerable population. Immediate protection and
other basic needs of people of concern (refugees, former refugees, and migrants) have been met.
There have been serious delays in construction of refugees’ shelter, partly due to low pace of brick
laying and design issues. The delays in obtaining the results of the Environmental Impact Assessment
for the sectors of water, environmental sanitation, shelter/infrastructure and domestic energy to inform
programming also caused this component to start later than anticipated. The extension provided for the
programme should provide time for this component to be finalised within the new timeframe.
Overall output score and description
Overall output score is A.
Refugees are well taken care of to the international standards of feeding and sanitation and distribution
of Non Food Items have resumed. All children are in schools with favourable learner –teacher ratios and
their performance is one of the best according to Democratic Republic of Congo (DRC) Examination
standards.
There are issues with refugees’ shelter where many are dilapidated and that component of the
programme is seriously delayed.
Key lessons
This protracted relief operation has highlighted some key lessons;
 Humanitarian planning is difficult when sudden shifts in host government policy and direction can
affect programme delivery.
 It’s important to engage with the partners as early as possible even when dealing with those
established ones with good track record such as UNHCR
 Flexibility is important when dealing with multiple partners and scenarios as it allows for learning
by doing thus offering room for lessons learning
 Patience is vital when dealing with programmes that involve the government. Planning should
take into consideration Due Processes, Standard Operational Procedures and other time
intensive processes.
 Construction and civil works projects are more prone to delay than other projects due to
intricacies in procurement, design and delivery
Key actions
DFIDT will request an explanation for the delaying the shelter-building from UNHCR, some options for
ways forward, and arrive at a decision on reprogramming this component by 31st March 2015.
DFID will carry out a field visit to the camp as soon as possible to evaluate the status of the
constructions to advise on site, possibly with a civil works consultant.
Has the log frame been updated since the last review?
No, but the component on camp infrastructure need some revisions going forward. A more realistic
milestone and timeline need to be agreed accordingly.
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DETAILED OUTPUT SCORING (1 page per output)
Output Title
Safe and orderly assisted voluntary repatriation provided to former Burundian
refugees and irregular migrants from Burundi, Rwanda and Uganda.
Output Score
Output number per LF
1.1 - 1.3
A
Risk:
Low
Impact weighting (%):
10%
Risk revised since last AR?
N
Impact weighting % revised N
since last AR?
Indicator(s)
Targets
Progress
(End
of
2014)
1.1
Number of former 15,000
N/A. This indicator is no longer relevant as there were no
refugees
and
irregular
irregular immigrants who were returned in their country of
migrants who have safely
origin who needs assistance because the government
returned to country of origin
suspended Operation Kimbunga (Hurricane Operation)
indefinitely. IOM, Immigration Department and national
and regional authorities agreed a Standard Operational
Procedure (SOP) which now requires prior registration
irregular immigrants for voluntary repatriation, and offers
up to 2-4 years window for voluntary repatriation.
Therefore only about 2,800 persons have been provided
with repatriation assistance and about 4,000 have
expressed interest in repatriating.
1.2
% of the luggage 100%
All (100%) were supported as planned. 419 departures of
(including
livestock)
refugees for resettlement countries (199 –USA, 202belonging to former refugees
Canada, 7- Denmark, 5 –Australia and 6-Ireland). 64 were
and migrants has been
voluntarily repatriated to Burundi.. No one was repatriated
transported to country of
to DRC where due to instability UNHCR do not promote
origin
voluntary repatriation.
1.3 Number of pre-departure
All (473) were supported and escorted as planned
medical check-ups provided
Nil
to all repatriated migrants
and escorts present per
convoy.
Key Points
Not much progress has been achieved in this component because the government has stopped the
forceful eviction of the immigrants. This major shift in government’s stance to suspend Operation
Kimbunga and a subsequent decision to naturalise the former Burundian 1972 refugees’ case load has
been a major factor. An average of 9,000 immigrants per month are coming out from the villages for
registration and issuance of residence certificate in this region where it is estimated that there are close
to 200,000 illegal immigrants mingled with citizens in the villages. A key challenge of the programme is
now to make the registration services more accessible to a larger part of the illegal immigrants in this
region, especially as the exercise moves to the remote villages, some of which can only be accessed by
boats. IOM is currently running three registration sites. There is high government support to the exercise
especially with elections coming in Tanzania and Burundi.
Summary of responses to issues raised in previous annual reviews (where relevant)
Not applicable as this is the programme’s first Annual Review.
Recommendations
1. A review of DFID log frame indicators following the government’s decision not to forcefully evict
immigrants.
5
Output Title
Capacity building on humanitarian border management is provided to immigration
services in Burundi, Rwanda, Tanzania ,Uganda for coordinated irregular migrant
documentation and regularization, return management, and protection-sensitive
border management
Output Score
Output number per LF
2.1 – 2.2
A+
Risk:
Medium
Impact weighting (%):
Risk revised since last AR?
N
Impact weighting % revised N
since last AR?
Indicator(s)
2.1
Number of locations where eapplication system is available and used
for applications for permit/citizenship
confirmation or emergency repatriation
2.2 Humanitarian border management
assessment produced, with SOP produced,
endorsed, coordinated and applied by
cross-border management committees of
the target countries.
Target (End of
2014)
1
yes
10%
Progress
Target met. Trainings have taken place in 3
places in Tanzania, Burundi and Uganda.
Rwanda has declined to take part in the
programme.
Standard Operational Procedure which allow for
up to 2-4 years window for voluntary return has
been agreed and as a result the pressure for
people to leave and vulnerability has been
eliminated.
Key Points
Through DFID support, IOM Tanzania has supported the GoT in enhancing its national migration
capacity through humanitarian border management training. In addition migration officers have been
trained in the e-registration software and user application to enable them to register irregular migrants.
Over 80 Tanzanian immigration officials are able to identify and assist irregular migrants by directing
them to and / or applying the e-registration system. Following the government’s decision to roll out the
Humanitarian Border Management system, the strategy has changed from training users to training TOT.
12 TOT have already been trained. The mapping and registration exercises are guided by government
endorsed Standard Operating Procedures which have been developed following thorough consultations
between the Government, IOM and implementing partner Centre for Studies in Forced Migration. Parallel
to the population mapping, CSFM is running an information campaign to inform target populations of the
registration exercise and of the Assisted Voluntary Return services for those not eligible for resident
status. Special brochures and posters have been developed for this purpose, as well as a radio jingle
that is airing on local radio.
Case Study: Mnyarwanda Mwema (not real name)
“Mnyarwanda Mwema is 82 years old. He has lived, worked as a teacher, had sons and daughters, paid tax and
accumulated enough social and material capital for over 60 years that he has lived in western Tanzania. He moved
to Tanzania in 1950s from Rwanda when he was a young man with his parents who were both buried in
Tanganyika (then Tanzania). During Operation Kimbunga, Mnyarwanda’s home was raided and he was deported
to a Transit camp in Rwanda. The urgency and nature of the operation only allowed him to collect a handful of
belongings that night. For the next few months, he was staying in a tent at a transit camp trying to urge his citizen
case by Tanzanian and Rwandese Immigration officials. When he met IOM, his plea was but one “….assist me to
go back and die in the land where I have lived all my life..”. Through the Humanitarian Border Management
System and Standard Operational Procedures that was developed by IOM under DFID funding, Mnyarwanda
has gone back to his land where he now has 2-4 years to formalise his citizenship. He, like over 9000 other
beneficiaries have been issued with a Biometric Residence ID durable for two years renewable. He can go
anywhere with the ID. The system involves a comprehensive and protection-sensitive migration management
approach with the purpose of registering migrants with a view to regularize their status and reduce the number of
stranded and vulnerable irregular migrants in the border areas. The Government of Tanzania has agreed to roll out
the system across the country.
Summary of responses to issues raised in previous annual reviews (where relevant)
Not applicable as this is the programme’s first Annual Review.
Recommendations
1. IOM must train more staff from the Immigration Department and make sure that the e-registration system is
rolled out while the political support is highest in the two countries
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Output Title
Adequate levels of food consumption and nutritional status of targeted refugee
population and vulnerable host communities living near the camps maintained.
Output Score
Output number per LF
3.1 – 3.2
A
Risk:
Low
Impact weighting (%):
30%
Risk revised since last AR?
N
Impact weighting % revised N
since last AR?
Indicator(s)
Target (End of 2014)
3.1 Number of refugees by age 100%
group and gender receiving
general food distribution.
Progress
65,000. 100% of the camp
population receive General Food
Distribution. 65,000 is the
current residual number of
inhabitants
of
the
camp.
General
Food
Distribution
rations
provided
met
the
minimum calorific requirement of
2,100Kcal.
3.2 No of malnourished women 5,981
(In
patients
1,727, 100% of the target received SF.
and children by gender and age, children under 5 targeted SF The actual number varies from
receiving TSF (including IPD and 1,104)
5800 to 5900 due to differences
HIV)
in hospital admission.
3.3 Number of children receiving 5,600 (2,744 males and 2856 All children (100%) under 24
blanket supplementary feeding
females)
months receives SF
Key Points:
Global Acute Malnutrition (GAM) from 2014 Nutritional Survey findings is now 1.4%, down from 2.6% in
2012 as a result of supplementary feedings. Stunting has also reduced from 46% in 2012 to 40.7 (2014).
The population of the camp is now estimated to be 65,000 following the comprehensive re-registration
process in 2014.
The key challenges of this component include;
i.
ii.
Harmonisation of distribution of Non Food Items (NFIs) with food distribution as refugees tend
to trade food for NFI and vice-versa in case of adverse needs.
UNHCR is no longer supplying complementary food items,. This also encourages trading of
basic food items.
Summary of responses to issues raised in previous annual reviews (where relevant)
Not applicable as this is the programme’s first Annual Review.
Recommendations
1. It is recommended that UNHCR should harmonise distribution of Non Food Items (NFIs) with
WFP’s food distribution so as to minimise trading food for NFI and vice-versa in the camp and
outside, more so when the common markets are reopened in the camp later in 2015.
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Output Title
Infrastructure improvements made to Nyarugusu camp to meet international standards
and improve efficiency.
Output Score
Output number per LF
4.1 – 4.2
B
Risk:
High
Impact weighting (%):
Risk revised since last AR?
N
Impact weighting % revised N
since last AR?
Indicator(s)
4.1 Environmental Impact
Assessment conducted in
Nyarugusu Camp for the sectors
of water, environmental
sanitation, shelter/infrastructure
and domestic energy to inform
2014 programming
4.2 % of persons of concern
living in standard adequate
dwellings
Target (End of 2014)
Conduct EIA for water, shelter
(and
other
infrastructure),
environmental sanitation and
domestic energy by the end of
2013 and implement findings as
part of 2014 programming.
20%
Progress
EIA was carried out and the
report shared and agreed by
stakeholders
Construct 3,300 new shelters in Only about 64 shelters are in the
the 2nd half of 2014 (some final stages of completion. This
25,000 individuals supported)
component has significantly
delayed and is off track.
4.3
# of educational facilities Construct at least 50 new 80 new classrooms have been
constructed or improved
classrooms
constructed and 166 classrooms
rehabilitated. This component
has done very well.
4.4 Solar street lighting project 30 solar street lights installed.
The indicator is no longer
piloted
relevant. This was a pilot. Due to
technical
difficulties
an
alternative was considered and
15,000 solar lantern lighting has
been distributed to households.
Key Points:
Construction of refugees’ shelters has been very slow. The costs estimate of $500.00 per family unit
seems to be far less than the actual costs which local implementing partners estimate to be $1200.00
per family unit. Seemingly there was a design fault, especially on the roofing material.
Other camp management aspects are doing well. An integrated and crosscutting SGBV and Child
Protection Strategy have been agreed by stakeholders. Refugees say that measures such as reducing
distance to water points, reducing dependence on firewood/wood fuel by introducing energy efficient
stoves and introduction of solar lantern lighting to r households have significantly reduced SGBV. Data
on the actual reduction will be available later during SGBV survey.
Sexual Reproductive Health responses have been strengthened in line with MINIMUM initial Package.
Child Protection Standard Operational Procedures have been drafted and will be operationalised as
soon as they are endorsed by stakeholders.
Summary of responses to issues raised in previous annual reviews (where relevant)
Not applicable as this is the programme’s first Annual Review.
Recommendations
1. A separate meeting with be held with UNHCR on how to take to this component forward. The
alternatives could be (i) revise the costs upward and revise log frame indicators (ii) transfer the
cash to refugees so that they use own labour at own time to construct the houses, or (iii)
abandon this component altogether
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Output Title
Adequate water supply, provision of latrines and environmental health and hygiene
information ensured for camp residents.
Output Score
Output number per LF
5.1 – 5.3
A
Risk:
Low
Impact weighting (%):
Risk revised since last AR?
N
Impact weighting % revised N
since last AR?
Indicator(s)
5.1 Water system operations
maintained and improved to
increase supply to households
and reduce running costs.
Target (End of 2014)
100% refugees receive at least
25 litres of water per person per
day
(taking
into
account
leakages, water for construction
and water for animals)
New sustainable and cost
effective water system put in
place
Cost of water supply reduced by
50%
5.2 No. of household latrines 4,800 latrines constructed by
constructed.
year end
10%
Progress
All refugees (100%) receive 26
litres of water per person per day
as planned. Assessment of the
cost of water supply will be
established during a joint camp
management
review
with
partners later in the year
64 new latrines constructed for
use by 400 families 2000
families were provided with 500
doomed slabs after assessment
of what they actually needed
health All refugees at the camp were
5.3 % of persons of concern Environmental
by
environmental
reached by environmental health Campaigns reach 100% of the reached
camp
population
campaigns
and hygiene campaigns
Key Points:
This component is doing well. 3 water storage tanks were constructed with the capacity of 45,000L,
70,000L and 90,000L to replace outdated tanks. Procured and installed 5 water hand pumps, 16 shallow
water wells were rehabilitated,150 water taps were replaced and 2 new tap stands were constructed,
15,963 jerry cans were distributed for water storage. Refugees were given water storage containers in
2014 during NFIs distribution.
Summary of responses to issues raised in previous annual reviews (where relevant)
Not applicable as this is the programme’s first Annual Review.
Recommendations
DFID will follow up the progress of latrines constructions to establish the remaining gap and
take decision as recommended for the shelters.
9
Output Title
School age children have access to education and measures to improve education
quality implemented.
Output Score
Output number per LF
6.1 – 6.4
A+
Risk:
Low
Impact weighting (%):
Risk revised since last AR?
N
Impact weighting % revised N
since last AR?
Indicator(s)
6.1 % of primary school-aged
children enrolled in primary
education
maintained
and
retention improved
6.2 % of secondary school-aged
children enrolled in secondary
education at least maintained
and retention improved.
6.3 No. of Teachers increased
and incentives improved.
10%
Milestones (End of 2014)
98%
Progress
Milestone surpassed. All children
100% are in school, with 24,122
children in primary schools
87%
Milestone surpassed. 8,428
children ( over 95%) are in
secondary schools
Teacher incentives increased to Milestone surpassed. 44 new
$30 pm equivalent. 44 new teachers were recruited and
teachers recruited.
Teacher incentives have been
increased by 50%.
6.4 No. of Desks, blackboards 80,000 textbooks, 5,238 desks 80,000
textbooks
were
and textbooks provided to and 70 blackboards provided.
distributed as planned and 3,200
improve learning environment.
new desks were distributed, 573
desks repaired and over 80
blackboards have been installed.
Key Points:
The education services are doing well despite the change of the camp management agency from World
Vision to IRC in 2014. The Teacher –student ratio is now 1.98 up from over 1:100+ in 2013. Nyarugusu
examination centre was ranked the first in performance in examinations results sent out from DRC.
Summary of responses to issues raised in previous annual reviews (where relevant)
Not applicable as this is the programme’s first Annual Review.
Recommendations
10
Output Title
Core relief items provided to camp residents.
Output number per LF
7.1
Output Score
A
Risk:
Medium
Impact weighting (%):
10%
Risk revised since last AR?
N
Impact weighting % revised N
since last AR?
Indicator(s)
Target (End of 2014)
Progress
7.1 # of households receiving 15,010 NFI kits distributed by All households (97%) received
core relief items.
June 2014 reaching 100% of NFI kits. Other items such as
households
energy saving stoves were also
provided during the distribution.
The disparity in % is because of
the reduced camp population
from 68,000 at planning to
64,000 at distribution.
Key Points:
The distribution of NFIs has been long overdue. The NFIs distributed include 15,000 solar lanterns,
3,019 fuel efficient stoves, 15,963 jerry cans, sanitary kits benefitting all women and young girls from 10
years and above (24,275 women), 37,106 metal cups, 6,635 buckets, 38,000 mosquito nets, 24,596
plastic sheets, 14,613 kitchen sets and 14,613 blankets. Refugees were in some instances selling food
to buy some basic household items which they have now been given.
Summary of responses to issues raised in previous annual reviews (where relevant)
Not applicable as this is the programme’s first Annual Review.
Recommendations
D: VALUE FOR MONEY & FINANCIAL PERFORMANCE (1 page)
Key cost drivers and performance
In December, 2014, a cost extension of £3.0m was made, bringing the total budget to£15,485,000. The
additional £3.0m was a rapid response to support newly naturalised Tanzanians, to support new results
and outputs.
The key cost drivers for the humanitarian support in western Tanzania is civil works and refugees
feeding especially construction of refugees’ dwellings and classrooms. These normally take a significant
part of the budget and their procurement is lengthy.
Civil works
According to the logframe and initial plan, UNHCR proposed to provide shelter materials and
maintenance kits to persons of concern to support the construction of 5,000 new shelters. Following
recommendations from an Environmental Impact Assessment (EIA) the mode of construction was
revised to a new sustainable technology which impacted on the cost of construction per dwelling. The
housing numbers were dropped to 2,250 to accommodate some 11,000 refugees.
As per the recommendation, implementation of the new plan commenced with the interplay of various
activities. New land areas were mapped out within the camp, a topographical survey was conducted, and
appropriate housing type was designed by implementing partners and UNHCR site planner/construction
engineer, excavation of the soil to obtain materials for environmental-friendly bricks. With regards to
construction materials, two hydraform brick making machines were purchased but after it was found out
11
that their output was less than the requirement, eight heavy duty brick making machines were purchased
to facilitate speedy construction. The population was mobilised and construction teams created by the
implementing partners with support from UNHCR. The community response for providing free labour
was far less than anticipated, especially because another partner who was doing school construction
was paying some token for labour. A review of the construction project is underway and the final results
will be reported accordingly
Refugees feeding
This constitutes over 52% (£6.5m) of the programme. This component is achieving value for money.
Following DFID;s demanded that WFP buy as much food as possible from local sources which are
closest to the camp in order to reduce transport costs, the current unit costs, is now in line with the
international standard developed which suggest that full package of monthly WFP general food
distribution (GFD) is achievable below $ 90 per person per year. This included a standard WFP ration
adding up to 2,100 kcals per person per day, made up of cereal purchased locally, oil, pulses, and
sometimes salt/sugar. The unit costs have remained the same despite decrease in the number of
refugees.
DFID has communicated to WFP that after this round of support DFID will provide only one round of
modest support which must be a multi –year, multi- agency self-sustaining durable solution, meaning
that if we must, DFID will only support less than 50% of the current food pipeline costs. With about 40%
of refugees being resettled, the costs will definitely go down. Based on evidence from other camps in
Rwanda, Uganda and Kenya, WFP has responded by introducing cash transfer trials that will see them
purchasing foodstuff locally further reducing their spending. It is estimated that a cost reduction of up to
14% may be achieved.
Admin, overheads, salaries, per Diems and travel costs
The UN humanitarian agencies charges 5-8% admin costs on the entire budget. This is in excess of the
staff and local administration costs which ranges between 22% (IOM) and 3% (UNHCR) and 21% for
WFP. The administrative charge of 7% has been agreed at the headquarters with a very little scope to
reduce locally.
VfM performance compared to the original VfM proposition in the business case
1. Economy
All unit costs have been benchmarked against international and regional norms, and have been
implemented as planned;
 NFI kits costs were purchased and supplied as per international benchmarks, i.e., Blankets
(1pc/2 pers) at a unit cost of $3; Mats (2pc/family) at a unit cost of $1.12; Kitchen sets (1
set/family) at a unit cost of $14.95; Jerry Cans 10 lt (1 pc/2 pers) at a unit cost of $1.52; Soap 250
gr (2 pc/pers/month) at a unit cost of $1.25; Bucket 10 lt (2 pc/family) at a unit cost of $4.5;
Dignity Kits (1 pc/female) at a unit cost of $12 (for women and girls of reproductive age). The
costs did not go up despite the smaller number of the refugees compared to other camps
elsewhere.
 IOM’s e-registration (Humanitarian Border Management (HBM) System) has enormously reduced
the costs of identification and registration of illegal immigrants. DFID supported IOM to develop
HBM System software and its customisation in the immigration offices at the western boarders at
$60,000 and 50 computers bought at $4000. This is by far lower than the cost of government’s
Operation Kimbunga (Operating Thunderstorm) which had hundreds of military and police men,
immigration officials and vehicles for several months. Following the government decision to adopt
the software, it will now be installed in government offices without additional hardware costs. The
training costs will also be massively cut down after introducing the TOT approach has also saved
time and costs.
 Construction of classrooms has realised savings. Using the same budget of constructing 80
classrooms, 166 classrooms have been rehabilitated using the community labour. All classrooms
now contain durable blackboards. More savings were realised by provision of additional repaired
desks instead of buying new ones (3,200 new desks and 573 repaired ones). Similarly, instead of
buying all new books, 80,000 copies of textbooks have been made from 28 originals for the
12
primary and secondary school levels, making a saving of more than 50% which will be deployed
for other uses e.g. buying different books
However, construction of shelters has been more expensive and slower than originally anticipated.
Intervention
1. Construction
refugees shelter
Target
Actual
of 2250
64@$1500
houses
at
$500@ for
roofing
material. It
was though
that
community
would
provide free
labour
Explanation
The construction
was
halted.
Costs went up
because
the
design
was
more expensive
than
planned,
community
didn’t give free
labour
as
expected and a
new
location
meant
new
roads for access
Options include
 Suspend
new
houses.
 Redesign & refurbish
existing shelters
 Engage
an
independent
consultant to work on
the design
UNHCR explains that it was difficult to get community to work for free for the shelter programme while
they were paid some token for brick laying and construction in schools and that the new houses in new
area also required new access roads.
That UNHCR made a planning oversight is a matter of concern going forward, despite its being a
credible and reliable partner. In 2013/14 UNHCR experienced a turnover of 3 key staff who were
responsible for the management of this programme which may have also impacted the programme e.g.
partner coordination for community mobilisation; allowing one component of the programme to pay a
token for community labour and not the other, etc.
The key lesson learned is that even a good partner can poorly implement a project.
2. Efficiency
This programme is achieving many objectives within budget suggesting a good VfM. Much of the
efficiency were gained for education e.g. 573 extra desks repaired and 166 classrooms rehabilitated
because of use of local materials for construction and desks, as well as the strong community
commitment to provide their labour for free.
3. Effectiveness
Although it is not possible to quantify all the benefits of this programme, the improvements in nutritional
status, water and sanitation standards, educational services and the illegal immigrants’ e-registration
system all provide savings in terms of the opportunity costs.
Refugees now have better nutrition, water and sanitation services and children enjoy good education.
Except for the dilapidated shelters, the camp is healthy fully functioning according to international
standards.
Both the immigrants and the immigration department are happy they have enough time and framework
to sort out issues.
Assessment of whether the programme continues to represent value for money
Except for the construction of the refugees’ shelter which comprise of the 13% of the total budget, which
will be reviewed with UNHCR soon, the overall VfM assessment of the programme activities remains
positive. Financial spending and projections are now on track following the extension, savings are being
13
made on construction activities as a result of community labour and use of local materials, some
foodstuffs are purchased locally at lower price thus benefiting the surrounding community, and the
majority of outputs and the outcome is on track.
Although the shelter-building does not provide VfM according to the original plan, this activity is justified
because of the change of design as suggested by EIA and due to the dire need of the improved
dwellings in the camp
Quality of financial management
There is a strong and transparent governance structure of this programme through the UN system. To
ensure that the UN agencies and their local partners do not replicate efforts, there is an elaborate in
country UN coordination through United Nations Development Assistance Programme (UNDAP). All
humanitarian work in Tanzania are consolidated and coordinated under one UNDAP Outcome and are
overseen by UNDAP Programme Management Committee called Refugee Programme Working Group.
All relevant UN Agencies (UNHCR, WFP, UNICEF, UNFPA and IOM), development partners (now
German, Norway, European Union, UK, and USA) and 14 implementing partners meet quarterly.
Annual audits are undertaken timely and financial and Procurement Policies and Procedures are
adhered to.
Date of last narrative financial report
Date of last audited annual statement
14
E: RISK (½ page)
Overall risk rating: Low
Risk Description
Risk
1
Risk
2
Risk
3
Risk
4
Risk
5
Risk
6
Risk
7
Risk
8
Risk
9
The United Republic
of Tanzania forces
refugees to repatriate
regardless of the
political situation in
their country of origin
Security situation in
the camps
deteriorates limiting
humanitarian access
This type of support
to long term refugees
in protracted situation
is not sustainable.
The security situation
in DR Congo
continues to be poor
due to conflict with
the M23; High
numbers of returnees
to Burundi put
increased pressure
on land and services
– both resulting in
increased numbers of
refugees or migrants
arriving in Tanzania.
The political tension
between Tanzania
and other EAC
neighbouring states
limits the
opportunities for
joined up handling of
returnees and cross
border management.
Immigration and other
authorities unwilling
to engage with the
documentation and
border management
Extreme weather
occurrence limiting
construction for a half
a year during rainy
season (e.g. storms)
Resistance from
communities of
inclusion of women in
manual works
Other Donor funds for
2014 are not
forthcoming promised
Impact
(L,M,H)
H
Probability
(L,M,H)
L
Update
H
L
M
M
Options on the table include cash transfers, active
common market, etc
H
H
Situation remains volatile ahead of the forthcoming
elections in DRC and Burundi. Both Kabila and
Nkuruzinza are contemplating removal of term limits in
the constitutions to allow them a re-run for presidia bids.
In a positive turn of events, Tanzania has naturalised
some 162,000 former Burundian refugees of the 1972
caseload, allowed common market in the camp and is
now revising National Refugees Policy, Law and
Strategy to accommodate modern best practices such
as urban settlements
Nyarugusu camp has remained to be faithful and the
SGBV rates are now going down
No fresh arrivals have been reported so far in the camps
but this is highly likely as we move closer to the
elections. Tanzania has said that they will keep their
borders open
M
M
Tanzania has probably played it safe by embracing the
IOM brokered e-registration system for irregular
immigrants. This allows for 2 years renewable to both
the government and asylum seekers to decide their fate
H
L
Both immigration and refugees departments at the
Ministry of Home Affairs are in good working terms with
the UN refugees agencies
M
H
There was an early onset of long rains in 2013/14
season which did delay the brick laying exercise but this
could not so significantly affect the overall progress
H
H
The design was built on the premise that the community
men and women would work for free for entire project
period. This was overly ambitious.
H
L
UNHCR and WFP managed to receive most of the
funding as planned, however due to heightened
humanitarian needs due to crises in the Middle East and
in Ebola in West Africa, meant that UN wide funds were
prioritised to these parts of the World. The Embassy of
Japan in particular could not fund WFP’s refugee
15
Risk
10
Risk
11
Risk
12
Food markets
become more
dysfunctional leading
to increased prices
and lower availability
There is a risk that
WFP will not be able
to purchase food from
the regional or local
markets as planned
Environmental
legislation is not
complied with by
contractors
operation in January 2015 as planned, however this did
not affect the programme implementation during the
year but needs to be factored in the oncoming multiyear
support.
WFP employs competitive bidding to get best price.
Using the same funds, WFP managed to buy food
suppliers for feeding the refugee population for 6
months more than initially planned.
M
M
M
M
With the food availability assessment and plans, WFP
managed to purchase enough food supplies as planned.
M
H
A separate Environmental Impact Assessment (for
shelters, water and other infrastructure) was carried out
and has been complied with. The EIA actually informed
the revision down of the number of shelters planned to
be built i.e from 5,000 to 3,300.
Overview of programme risk
Generally, apart from the risk of increased hostility in DRC and Burundi, there are no substantive risks to
this programme. The risk that the civil works components of the programme will continue to stall will be
mitigated by a separate meeting with UNHCR and immediate actions thereafter.
F: COMMERCIAL CONSIDERATIONS (½ page)
Delivery against planned timeframe
Except for the construction of the refugee’s shelter, the major part of the programme is being delivered
according to the new timeframe agreed after programme extension.
Performance of partnership (s)
UNHCR and IOM agrees that DFID’s flexibility especially in extension of the programme and rapid
support to the emerging situations has been one of the reasons for the success of the humanitarian
support in Tanzania.
As funding become scarce, shifting donor interests and priorities and competition from other calamities
such as Ebola, issues in the Sahel etc. remains a great challenge in partnership with development
partners.
Asset monitoring and control
The UN system has an elaborate assets management system which also covers their implementing
partners. Although no Due Diligence is required, DFID staff have been visiting the field frequently and
checking on the infrastructure, equipment and machinery.
G: CONDITIONALITY (½ page)
Update on partnership principles (if relevant)
N/A
H: MONITORING & EVALUATION (½ page)
Evidence and evaluation
16
No changes to the evidence
Monitoring progress throughout the review period
Monitoring was carried out set out in the MoUs with the three agencies. The Annual Review process was
carried out consultatively by DFID Lead Adviser assisted by a responsible Programme Officer. Review
meetings were held by heads of missions and programme teams for UNHCR, WFP and IOM. Proceeds
of the Programme Management Committee meetings, period partner progress reports and weekly
updates from the field were used as part of the review. Due to the ongoing long rains in the field, a field
visit was not carried out.
UNHCR is considered a high-performing partner, but the level of monitoring has not been sufficient,
especially on the components that require civil works. Monitoring by DFID staff ought to be increased.
17
i