“Interim” Lessons Learned When Programming Without a CCA
Tanzania
December 2005
I.
The principle reasons that shaped your decision not to complete a CCA
In the follow-up to the Paris High Level Forum on Aid Effectiveness (2005) and the World Summit
(2005) the UN is challenged to demonstrate its comparative advantage, progressive partnership stance
and overall effectiveness if it is to remain a relevant and trusted partner. In line with the UNDG’s
commitment to harmonization and alignment, the UN system in Tanzania is committed to support
Government’s efforts to deliver on the framework of nationally owned goals and targets as embodied
in the National Strategy for Growth and Income Poverty (NSGRP, also known as MKUKUTA under
its Swahili acronym) and the Zanzibar Poverty Reduction Program (ZPRP), using the emerging Joint
Assistance Strategy (JAS) as guiding and binding principles of development partnership moving
forward. The priority is to demonstrate the commitment of the UN to greater development
effectiveness; and to better articulate the true development partnership stance of the UN not as a
donor but as an impartial and trusted partner; a development broker; a facilitator of policy dialogue;
guardian of the Millennium Declaration/ MDGs; and provider of capacity development services in
support of national PRS goals, targets and strategies.
The analytical and advocacy work of the UN is central in support of the Millennium Declaration and
the MDGs. However, the transaction cost related to the preparation of a CCA is high (both for
government, civil society, development partners and the UN). Without a coordinated approach to
analytical work, UN agencies run the risk of duplicating work already done and overloading scarce
analytical resources. The emphasis is on achieving greater effectiveness and impact through a more
progressive partnership stance that carries poverty and inequality assessment and reporting in the
context of key national policy processes, structures and calendar. The priority is to assist in building up
a common body of analytical work, avoid duplication of efforts and engender more collaboration to fill
critical gaps in knowledge and data. This is the approach adopted by the UN system in Tanzania. The
decision not to prepare a CCA has been motivated by the fact that over the years the UN has
contributed to a range of joint analytical work within the framework of the national poverty monitoring
system (e.g. Poverty Human Development Reports - PHDR, sector and thematic studies, PRS annual
reviews, Public Expenditure Reviews – PER, etc.), incl. facilitated access to a common, high quality and
reliable web-based database (i.e. the Tanzania Socio-economic Database, TSED); supported
participatory research and policy dialogue (e.g. Poverty Policy Weeks). This common body of
knowledge and data has provided the basis for the review of the MKUKUTA and the ZPRP.
The decision not to do a CCA is consistent with ongoing efforts at country level to establish enhanced
development partnership principles and more effective aid management arrangements through the JAS,
which is to emphasize the following guiding principles:

National ownership and leadership of the development process using the MKUKUTA and the
ZPRP as the main framework of policy priorities. The MKUKUTA makes for a sharp departure
from first generation PRS considering its broad-based and participatory thrust; vision based
approach (Vision 2025); outcome orientation (MDG framed); and growth focus (to reduce aid
dependency and increase self-reliance)

An emphasis on shifting from external accountability to domestic accountability with
strengthened governance arrangements involving the Government of Tanzania (GoT), the
1
Legislature (oversight and budget contestability role) and non-state actors (policy dialogue, demand
for quality, transparency, etc).

Towards effective alignment of ODA with national priorities (as outlined in the MKUKUTA,
ZPRP, thematic and sector strategies, policies and programs); and harmonization of development
partners’ (DPs) practices (e.g. joint missions, reviews, dialogue process, etc.) around the
MKUKUTA/ZPRP and the national budget process and calendar (including respect for the “quiet
time” during which GoT-DPs interactions are to be minimized to allow the GoT sufficient time for
budget preparation and approval);

Towards mutual accountability with an emphasis on predictability in ODA disbursement, use
and strengthening of national systems and procedures, etc. on the part of DPs and nationally-led,
inclusive and transparent policy processes around MKUKUTA and the ZPRP on the part of GoT

Towards greater management for results in support of MKUKUTA/ZPRP goals and targets, and
reliance on national monitoring, evaluation and strategic resource allocation systems, incl. the
functioning of these systems;

Towards a mix of aid delivery modalities with GBS as government’s preferred modality; Basket
Funding as a transition to GBS; and projects as an integral part of GoT structures. The
complementary role of non-GBS instruments (Baskets, projects) is likely to remain significant over
the medium term, under certain criteria, considering the absorptive capacity constraints for
effective scaling up and strengthened accountability processes.

Towards a division of labor among DPs (lead/delegated/silent partners) to achieve greater
effectiveness and clarity on roles and responsibilities based on concepts of comparative and
competitive advantages; and within GoT in the context of harmonized policy processes in support
of the second generation/outcome-driven MKUKUTA and ZPRP.

Towards a demand-driven technical assistance (TA) strategy, which emphasizes capacity
development and is the subject of open procurement, incl. options for pooled TA arrangements
The central themes of the JAS are in line with the principles of the Monterrey Consensus on Financing
for Development (2002), the Rome Declaration on Aid Harmonisation (2003), the Marrakech
Memorandum on Managing for Results (2004), the Paris Declaration on Aid Effectiveness (2005) and
the World Summit (2005). Tanzania has been carrying out aid management reforms as part of the
broader economic reforms undertaken since the 1990s. The process of enhancing partnership relations
and aid effectiveness was supported by independent assessments undertaken by Professor Helleiner in
1997, 1999 and 2000, followed by an institutionalised Independent Monitoring Group (IMG) since
2002. One major outcome of the process was the establishment of the Tanzania Assistance Strategy
(TAS), which served as a medium-term framework for development co-operation, aiming to strengthen
aid coordination, harmonisation and alignment as well as national ownership and Government
leadership of the development process.
The benchmarks underpinning the commitment of the UN to participate in the JAS include:
 The UN system decision to subsume the CCA covering the current UNDAF cycle (2002-06) to the
PRS I (2002-2004) and the Technical Assistance Strategy (TAS, 2002-2005); and the UN support to
the review of PRS I and preparation of MKUKUTA in lieu of a second generation CCA;
2






The GoT and UN commissioned Joint Strategic Review of the UN support to the United Republic
of Tanzania (JSR, April 2005), which provides insights on the extend to which the UN has aligned
to the first generation PRSs, and critical benchmarks in clarifying the role of the UN moving
forward in support of MKUKUTA and ZPRP
The role of the RC as co-chair of the DPG; UN membership and secretariat support to selected
DPG working groups (e.g. DPG AIDS, DPG agriculture, DPG sub-group on Reproductive
Health, etc.)
The UNDP support to the Tanzania delegation at the Paris High Level Forum (March 05)
The UN membership of the JAS core group (chaired by DfID, with current members from
Norway, Japan, UK, Germany, World Bank, UN)
The participation of the UNDGO at the JAS meeting held in Dar es Salaam with participation of
GoT, CSO and Directors of development agencies from Nordic + countries (April 05)
The invitation emanating from GoT and the chair of the PRBS partners’ group and addressed to
the UN to participate in the PRBS annual review 2005, opening new opportunities for the UN to
maximize its role in the new aid environment working from the premises of “ideas and knowledge”
it can contribute to the policy dialogue table, not its financial inputs.
Moving forward, the second generation UNDAF is to facilitate a transition to more progressive
development partnership practices as articulated in the JAS and in line with the UNDG Follow up Plan
of Action – post Paris. The preparation of the successor UNDAF (2007-10) has involved a highly
iterative strategic planning process embedded in the UN’s active support to the review of PRS I and
preparation of MKUKUTA; ongoing efforts to establish the implementation framework of
MKUKUTA, the review of the ZPRP and the preparation of the JAS.
II.
Analytical process used
instead of the CCA
Over the past two years Tanzania
has carried tremendous work
towards finalizing the MKUKUTA
and developing an institutional
framework for its implementation.
The review of the ZPRP I is
ongoing and scheduled to be
completed on time for the next
fiscal year (i.e. 2006/07).
The
preparation of MKUKUTA was
largely dominated by the review of
PRS I, which moved to improve on
a number of specific weaknesses
(see, Box 1) so as to make the
consultations for the NSGRP more
elaborate and inclusive than the
previous cases of national policy
processes.
Box 1: Weaknesses associated with consultations for PRS (P), 2000

Participatory structures were formed on an ad-hoc basis; Collaboration with
stakeholders was less frequent and joint decision-making on relevant aspects of
pro-poor policy was limited; Participation of the poor in the PRS was not
institutionalised within the Local Government Reform Program (LGRP)

The PRS process was exceptionally compressed (six months duration); too tight
timeframe for consultation limited the participation of stakeholders.

CSO involvement was limited and their impact on the outcome of the processes
has been very limited; CSO lacked access to key documents and adequate
mechanism to provide feedback; Inadequate capacity of several CSOs to engage in
policy issues discussions.

Inadequate background and understanding of PRS (P) limited stakeholders
participation

Inadequate PRS resources to implement PRS; Lack of PRS communication
strategies.

The composition of participants in the workshop did not represent adequately all
sections of the society: women, youth, people with disabilities, elderly, people
living with HIV/AIDS, orphans were not adequately represented in PRS (P)
process; Trade unions were not involved in the PRS participatory process.

Inadequate analysis of “Voice of the poor” through the zonal workshops;
Inadequate mechanism in dealing with cross-cutting issues such as environment,
HIV/AIDS, Gender, Employment.

Inadequate capacity in key Government institutions (PRS technical committee,
PRS steering committee, PRS inter-ministerial committee).
Source: United Republic of Tanzania, National Strategy for Growth and Reduction of
Poverty
Reflecting on the participatory
experience from the preparations of
PRS (P), and the TAS, the consultations for the MKUKUTA sought to make wider coverage of the
3
actors and poverty issues. The three PRS Progress Reports, the PHDR and sector/thematic studies
presented issues for consideration for the second generation PRS. During the three years of the PRS(P)
key internal consultations between Government, Development Partners and CSOs continued through
notably the PER review and cross-sectoral meetings. Subsequently, the government engaged these
stakeholders in mapping out the one-year long PRS review process, particularly in developing and
agreeing on the PRS review guide, identifying different levels of stakeholders for broader consultations
at sub-national levels and modalities and timeframe for the consultations. The guide spelled out the
objectives, principles and focus of the review.
The consultation process reflect the cumulative learning of a cross section of national stakeholders at
Village, District, Regional and national levels, incl. the involvement of development partners.
Consolidated views were forwarded to the regional headquarters and compiled to form regional
reports. Workshops, seminars, radio programmes, TV broadcasts, fliers, interviews and music were
applied. A special questionnaire was prepared and about 500,000 copies circulated throughout the
country and on the internet. Members of Parliament were involved through Parliamentary committees
and through special seminars. At the Poverty Policy Week (PPW, 2004) stakeholders reviewed the final
draft of MKUKUTA and summed up the challenges ahead for its implementation.
Within the human rights context and to add weight to meaningful participation of the poor, the
conduct of the consultation emphasised the need to reflect the following attributes:

Rights: ensuring atmosphere of freedom of opinion, information, media, and association and
campaigning; stakeholders given an opportunity to participate fully in the entire PRS cycle.

Structures: collecting views from the grass root level to the national level; implementation of the
strategy to follow decentralisation structures;.

Legitimacy: Parliament to be fully involved in the consultations and approval of the strategy;
CSOs and other stakeholders to organise and ensure that their concerns are included;

Capacity: Need for increased capacity building for stakeholders at all levels for them to effectively
contribute in the PRS cycle – i.e. imparting analytic capabilities and information for the
stakeholders to identify needs and priorities, monitor and critically scrutinise performance of
those entrusted with responsibilities to lead.
A similar process is currently carried out in Zanzibar for the review of the ZPRP, as articulated in a
Strategic Framework, Guidelines and work plan. The review is to identify the limitations of the first
ZPRP and deliberate them in a shared way by involving all stakeholders; seek ways to align and harmonise
the ZPRP with core reforms and policy processes that have been undertaken both on the Mainland and
in Zanzibar. These include the MKUKUTA, Local Government Reform Program (LGRP), the Public
Expenditure Review (PER), Public Financial Management (PFM), and the JAS.
III.
How did you ensure that the UN's concerns were reflected in the country analytic
work?
The Joint Strategic Review (JSR) of the UN support to the URT notes significant progress and best
practices in aligning the UNDAF process to national priorities and systems. Of particular significance
is the decision of the UN to integrate its analytical instruments (i.e. CCA, HDR, Dev Info) into the
national Poverty Monitoring System (PMS) through joint analytical work (e.g. PHDR), inclusive policy
dialogue (e.g. Poverty Policy Weeks) and access to a common, high quality and reliable database
(TSED) in support of PRS I and TAS. The UN support to the PMS has facilitated a number of
important data collection and analytical exercises that have improved the quality of and response to
poverty monitoring requirements, including the information needs for the review of PRS I, the
4
preparation of the MKUKUTA, the Poverty Reduction Budget Support (PRBS), the Poverty Reduction
Support Credit (PRSC), and the Public Expenditure Review (PER) process. It is the intention of the
UN to pursue such a policy stance in the context of supporting the implementation of the
MKUKUTA; ZPRP; and overall implementation of the next programming cycle (UNDAF, 20072010).
In the context of the review of PRS I and preparation of MKUKUTA the UN did provide the
following support:






Facilitate the integration of the MDGs in the MKUKUTA;
Engaging stakeholders’ and interest-groups’ in consultations on approximately ten crosscutting
themes, with emphasis on children, youth, employment, HIV/AIDS, gender and the environment;
adolescent sexual reproductive health, vulnerability and social protection;
The preparation of a PRS/MDG communication strategy;
Technical support to the PRS Secretariat itself.
Provision of UN consolidated comments on the first draft of the MKUKUTA, including
submissions by the Millennium Project of a brief assessment on the strategic orientation of the
MKUKUTA towards achieving the MDGs by 2015.
Millennium Project support in carrying an initial needs assessment and costing of the MDGs
(2004).
The UN is currently supporting the review of ZPRP I and preparation of ZPRP II (ongoing)
drawing on its experience in support of MKUKUTA, to include:


Technical support to ZPRP secretariat in preparing a Strategic Framework, Review Guidelines,
work-plan and budget for the review
Support to data and information gathering in respect of concerns embodied in Vision 2020, ZPRP
I and MD/MDGs.
IV.
Explain how the national analysis reflected the particular concerns of the UN,
e.g. gender, human rights.
The three main pillars of MKUKUTA are Growth and Reduction of Income Poverty; Improvement in
Quality of Life and Social Well Being; and Governance and Accountability. The MDG-driven
framework acknowledges the multi-faceted nature of a poverty-reducing strategy, giving specific
attention to income poverty, status of employment, non-income poverty (education and illiteracy,
health, survival and nutrition, HIV/AIDS and water and environment health) and issues related to
vulnerability and the need for stronger social protection. Rural-urban, regional, gender and income
inequalities are pointed out as well as poverty-related concerns from cross cutting issues (i.e.
environment, HIV/AIDS, employment, governance, gender, children, youth, elderly, disabled and
settlements).
The PRS process has benefited from a dedicated national poverty monitoring system (PMS), which
focuses on four main lines of interventions, i.e. research and analysis (incl. through the regular
production of poverty human development reports, participatory poverty assessments, etc.); a program
of census and surveys (e.g. Household Budget Surveys, Integrated Labour Force Surveys, Demographic
and Health Survey, Agriculture Survey); work program for strengthening of routine data and local
M&E systems; and dissemination, sensitization and advocacy on the national poverty reduction
5
strategy. The PMS institutional priorities are articulated in a Poverty Monitoring Master Plan (PMMP,
2001). The membership of the PMS is composed of representatives from government, civil society,
development partners and the UN.
The PMMP provides for a list of indicators covering income poverty, human capabilities, survival,
social well being, nutrition and extreme vulnerability. The National Bureau of Statistics has established
a common database for socio-economic data - known as the Tanzania Socio-Economic Data-base
(TSED). TSED is an integral component of the PMS and as such is earmarked as a central repository
of quantitative data generated by BOX 2: Major categories of impoverishing factors from Tanzania PPA
the Poverty Monitoring System (2002/03)
Description
(PMS). During 2000 – 2003 the Category
Environment
Shocks from weather extremes (e.g. flooding, drought), stresses
Millennium Development Goals
from gradual degrading of forest, soils, fisheries and pastures;
health effects and loss of confidence in future well-being
(MDGs) became an integral part of
Macroeconomic
National economic decisions such as privatisation, elimination
the
PRS
and
the
PMS. conditions
of subsidies on inputs, cost sharing in health, reduced spending
on agricultural services, employment, rural livelihoods, costs
Subsequently TSED was further
and access to social services.
strengthened to cater for MDG Governance
Shocks relating to coercion, extortion, all forms of corruption,
unsatisfactory taxation (multiple taxation, coercive tax
reporting. The recent web-enabled
collection methods); political exclusion
version of TSED has made it Ill-health
Malnutrition, injury, diseases, HIV/AIDS, other physical and
psychological disabilities
accessible to a wider audience of
Lifecycle-linked
Ill-health, risks and social marginalisation resulting from one’s
policy
makers,
development conditions
age, with the old, youths and children being particularly
vulnerable to special problems
practitioners, etc.
Cultural
practices
beliefs
and
Impoverishment resulting from cultural norms / traditional
belief, diminishing their freedom of choice and action – e.g.
those discriminating women and children
Source: United Republic of Tanzania, National Strategy for Growth and Reduction of
Poverty
A number of qualitative surveys
have been carried out in recent
years, covering poverty related to
income and non-income poverty and vulnerability. The Participatory Poverty Assessments (PPA) and
Policy and Service Satisfaction Survey (PSSS) provide insights on people’s perceptions of poverty and
effects of public policies and institutional changes and governance on their livelihoods. The
Participatory Poverty Assessment (TzPPA, 2002/03), for instance, has brought up valuable information
on various dimensions of vulnerability and more understanding of vulnerable social groups,
impoverishing forces and protection and risk management. Forces, which lead to impoverishment, if
managed wrongly, have been grouped into six categories, namely economic, environmental,
governance, socio-cultural, health and life cycle factors (see Box 2).
V. In the absence of a CCA, does the PRSP (or equivalent document) give you enough
direction for your UNDAF?
Whilst the UN CMT took the decision not to do a CCA, the UN system opted for a “hybrid strategy”
to ensure system-wide ownership of the MKUKUTA by reviewing existing national, sector and
thematic studies underpinning MKUKUTA and carrying a complementary “gaps analysis” of the
national framework of results before moving to the UNDAF process.
Seven working groups, each led by a UN Head of Agency, met over a seven week period to develop
problem trees and draft matrices. The seven working groups were formed around the three main pillars
of MKUKUTA, i.e. growth and income poverty, quality of life and social well being, and governance
and accountability; a central theme cutting across the MKUKUTA (i.e. vulnerability and social
protection); a theme where the UN has demonstrated a collective response and comparative advantage
over the years (i.e. humanitarian and development support to North Western Tanzanian); a
6
“functional” working group1; and Zanzibar as a separate group to support the review of the ZPRP. It
was decided that HIV/AIDS and gender dimensions had to be integrated in the work of the seven
working groups.
The working groups ‘ TOR include review of key studies and reports underpinning the three clusters of
MKUKUTA, preparation of problem trees as organizing frameworks to understand the overall
direction and substantive content of MKUKUTA; identify the differing impact and root causes of
selected development challenges on women and men and other vulnerable people. The problem tree
analysis was done on the wall using cards. The MKUKUTA Goals were converted to manifestations of
the problem, and operational targets, cluster strategies and proposed interventions were analyzed to
identify the problems being addressed. The groups worked together to reach consensus on what were
the immediate, underlying and root causes of the manifestation.
The problem tree analysis indicated the extent to which there was a hierarchy of results and theory of
change underlying MKUKUTA, whether the proposed strategies and activities to achieve them were
coherent and adequate, facilitated the identification of gaps (gap analysis) and propose potential
UNDAF outcomes.
It was clear from the onset that an urgent priority was to clarify the results terminology used in
MKUKUTA and to reconcile it with the UNDG guidelines for the definition of outcomes and outputs.
The approach adopted by the groups was highly participatory, with group exercises, individual agency
inputs, and extensive group discussion and analysis until reaching consensus. Relevant background
information and analyses were also provided to inform the dialogue.
Gap Analysis (as identified by the UNDAF working groups)

Cluster 1 (Growth an Income Poverty) is composed of 5 goals with goal 1 (Sound economic
management) providing for no evidence of linkages with the other goals (i.e. goals dealing with
aspect of sustainability and broad-based growth, food security at household level, rural and urban
income poverty, and affordable and reliable energy sources). Inter-sector linkages towards achieving
social and economic goals are weak and social implications of economic, financial and trade policies
under globalization and liberalization need deeper and more thorough analysis. It is to be noted
that the concept note of the WB Country Economic Memorandum is making provision for some
impact assessment of selected economic policies on poverty and welfare at household level.
Similarly, the forthcoming PHDR (2005) and the Diagnostic of Trade Integration Study (DTIS,
2005) are set to provide new research evidence on growth and poverty.

With the exception of the education sector, there is no systematic gender analysis underlying
MKUKUTA. Overall there is insufficient attention to demand and human rights, and to an
enabling legal and policy environment.

Causes identified in reviewing MKUKUTA are mostly at the underlying level, related to under- or
non-performing systems that are not able to provide good quality basic services. There are clear
gaps in the MKUKUTA analysis at the root level, including limited recognition of socio-cultural
constraints on ensuring gender equality, particularly related to sexuality, sexual and reproductive
1
The functional group provided technical support on cross-cutting issues and kept colleagues updated on external
developments, process-related information, etc
7
health, and gender based violence. In addition, at the policy level, legislation on age of marriage and
discriminatory policies for pregnant schoolgirls is not been addressed.

At the immediate level, significant gaps are noted in relation to lack of appropriate health and
education services for adolescent mothers, children with special needs, girls and adult women. A
focus on adolescent mothers, as opposed to in- or out-of school unmarried adolescents, requires a
different set of strategies that are currently missing. There is also inadequate attention in
MKUKUTA to the burden of care that HIV/AIDS imposes on women. Other gaps included
intra-household gender differentials including property tenure, lack of assets for women and
widows, loss of right to land and property, girls’ and women’s exposure to gender-based violence,
including in refugee situations; and poor social services in urban poor settlements.

Related to health outcomes there is a lack of a comprehensive strategy for reducing maternal and
child mortality, which should take into account the three delays for women in labour, and family,
household and facility level. In addition there is no strategy for a multisectoral expansion of homebased care for HIV/AIDS. In general, there is a lack of recognition that achieving good health
requires intervention in many spheres outside the health sector.

At the underlying level, gaps identified did not address the issue of user fees and the inability of the
poor to meet the costs of health care, and the fact that waivers and exemptions are not working for
the poor. There was insufficient attention to ensuring reproductive health commodity security; to a
comprehensive reproductive health approach, including maternal; health, PMTCT+ and
HIV/AIDS prevention; to the constraints in adolescents’ access to sexual and reproductive health
information and services; and the lack of preparedness of health services to respond to gender
based violence. There is too little focus on the gender dimensions related to health seeking
behaviour and access to care, including the role of men in promoting sexual and reproductive
health. Thus there is no specific attention to issues such as sexual assault, rape, and female genital
cutting.

Analysis for the health sector shows inadequate attention to gender dimensions, in particular as a
root cause to many of the problems. Root causes affecting access to basic social services that are
not addressed in MKUKUTA include inadequate and unequally distributed resources at the
household level, including women’s unequal rights to household assets and to decision-making.
Aspects related to community demand for quality of services were also not addressed. For example,
there is no recognition of the need to promote and protect human rights, including reproductive
rights. Furthermore, stigma and discrimination against persons living with HIV/AIDS and those
with disabilities such as obstetric fistula, receives inadequate attention.

In the context of preparing the next UNDAF (2007-10), the UN system commissioned a number
of discussion papers in respect of the major Human Rights issues and poverty reduction strategies
in Tanzania. The aim was to provide a deeper and broader understanding of these issues so as to
stimulate discussion and guide the partners and UN agencies in applying a human rights based
approach in the MKUKUTA and ZPRP. As part of the submitted papers, the Office of the
Commission for Human Rights and Good Governance (CHRAGG) carried a useful review of
capability failures, human rights issues and action points in Tanzania; and a matrix outlining the
extent to which the Government of Tanzania has complied with its international obligations under
the most basic Human Rights treaties to which it is a party.
Moving forward, the identified “gaps” will be integrated in the UNDAF as areas for analytical work
and/or advocacy with the objective of influencing the policy framework and priorities of MKUKUTA.
8
VI. Lessons Learned, constraints, what would you have done differently?
It may be too early to draw a full list of lessons on the effect/impact of not preparing a CCA in
Tanzania as the process of preparing the 2nd. Generation UNDAF is still ongoing. Hence, the following
points are provided on an “interim” basis:

The UNDG commitment to the Paris Declaration on Aid Effectiveness and the outcome of the
World Summit (2005) on the strengthening of the role of the RC system in support of MDG/PRS
need to be fully reconciled with policy positions on the CCA moving forward.

Policy influencing work (research, analysis, advocacy, etc.) should be an ongoing function of the
UN. In an environment which stresses the need for greater effectiveness of aid, it is critical for the
UN to ensure effective alignment of the UNDAF with national policy processes and calendar (e.g.
PER, MTEF, PMS, etc.) - incl. where applicable strengthening of these processes.

In the post-Paris era, the importance to provide the UN system with methodological guidelines to
facilitate the transition from PRSs to UNDAF priorities.

As noted by GoT in the context of preparing the JAS, a major challenge for the effective
implementation of the MKUKUTA is the absence of a comprehensive technical assistance (TA)
strategy focused on capacity development (CD).The UN mandate on CD and technical cooperation
presumes an active role for the organization in facilitating the development of a TA strategy. It also
presumes a shared understanding of CD concepts and approaches among GoT, civil society, DPS,
and the UN. This exercise needs also to be reconciled with the MP needs assessment and costing
work. The TA and CD strategies would be equally useful to the UNDAF process, incl. in terms of
articulating the distinctive role of the UN moving forward.

H&A presumes greater emphasis on policy level engagement and capacity development for
management of national programs as opposed to the mgt. of UN projects/programs. UN profiles
may need to better reflect the changing aid environment.
9
References
United Republic of Tanzania, Vice President ‘s Office, National Strategy for Growth and Reduction of
Income Poverty, final draft, 6 Dec. 2004
Strategic Framework for the Zanzibar Poverty Reduction Plan (ZPRP) Review, Concept Note, revised
4 th. June 2004
United Republic of Tanzania, Joint Assistance Strategy, First draft, May 2005
United Republic of Tanzania, Joint Assistance Strategy, Second draft, October 2005
Draft notes from UNDAF Working Groups Cluster 1,2,3; Vulnerability and Social Protection, North
Western Tanzania, Functional, Zanzibar, 2005
UN Joint Strategic Review, Contribution to the Poverty Reduction Strategies in the United Republic of
Tanzania, an external review, Final Report, 25 Feb. 2005
United Republic of Tanzania, Poverty Monitoring Master Plan, Dec 2001
United Nations, Common Country Assessment and United Nations Development Assistance
Framework, Guidelines for UN Country Teams preparing a CCA and UNDAF in 2004, 2004.
10