tanzania 2011 annual report - world vision international tanzania ar 2011.pdf · seda has a total...

2011 Annual Report

TANZANIA

Our vision for every child, life in all its fullness;Our prayer for every heart, the will to make it so.Our Vision

Contents2 Word from the Chairman, Board of Trustees

3 Word from the National Director

4 Who We Are

5 Our Presence

6 WVT Strategy Outline

8 Livelihood: Resiliency Agriculture and Food Security

12 Health and Nutrition

14 Water Sanitation and Hygiene (WASH)

16 Primary Education and Vocational Skills Training

18 Humanitarian Emergency Affairs (HEA)

20 Cross-cutting Themes

21 Finance

23 Governance

24 World Vision Tanzania Leadership Team

2

Rev. Prof. Harrison Olan’g;Chairman, Board of Trustees

WVT Annual Report 2011

Word from the Chairman, Board of TrusteesOver the course of the financial year 2011, World Vision Tanzania (WVT) has

been implementing programmes aimed at achieving the vision of WV to bring

lasting transformation in the communities. God has been in the very core of the

operations of the office, and we look back with great humility at the impact that

the office has had on the communities.

Special recognition goes to the WVT Board of Trustees for their commitment

and dedication in providing governance oversight of the office on behalf of the WVI

President – Kevin Jenkins. The management and staff of WVT have tirelessly worked

through constraints of time, scope and resources to bring hope to the children of

Tanzania, and it is fitting to extend a warm vote of appreciation to them. The

spiritual maturity of the Board, management and staff has made this desire a real-

ity and is commensurate with Acts 3: 5 – 7.

As a Board we recognise the strategic direction the government of Tanzania and

development partners took over the past 50 years in support of economic growth

and political development in Tanzania. The continued integration between WVT

and its micro finance institution Small Enterprise Development Agency (SEDA),

has built a strong platform to support economic growth in rural areas where

WVT has a presence.

WVT went through a Peer Review process, which is a process for

strengthening alignment within World Vision around our common values,

mission and our mutual accountability. The review focused on three key

components (governance, core documents and policies), consisting of two

primary processes, the self-review and the peer review. Over the next financial

year, WVT will be implementing the Peer Review recommendations, which will

require the participation and commitment of the Board, management, staff and

implementing partners.

It is my prayer that WVT and its partners will continue in the same spirit of

humility and commitment in bringing hope to the children of Tanzania, and thus

move closer to our great Vision: “Our vision for every child, life in all its fullness,

our Prayer for every heart, the will to make it so”.

Rev. Prof. Harrison Olan’g

Board Chairman

3

Our aspiration in World Vision Tanzania is to support communities and

government to attain the wellbeing of children through an integrated approach

to community development, relief and advocacy. Facilitating community dialogue,

partnerships and mobilizing for collective efforts is what we do best.

With a reach that extends from engagement in local communities to

national level policy, it is humbling to see the impact our collaboration with

local and national Tanzanian leadership has achieved. I am so grateful for

a strong board of directors, management and staff who are committed to

excellence and innovation in all that we do.

The board members were carefully selected from an array of capable

people, based on their God given abilities and talents. They are complimented

by equally competent and committed management and staff. Together they have

effectively partnered with community and many other stake holders to bring about

the impact on communities that has been narrated in this report.

In 2011, WVT began to pilot “Secure the Future”, a national level initiative

addressing food security and economic development within a context of climate

change. Emerging from a strategic review in 2010, it was not surprising that our

number one developmental priority for improving the wellbeing of children is to

increase agricultural productivity and profitability.

WVT currently serves over one million small scale farmers. Farming is the

backbone of the rural communities that make up our 62 Area Development

Programmes in Tanzania. This new integrated food security planning model

combines farming systems, natural resource management and safety-net

programmes.

We are excited about the potential social and economic impact this initiative

holds as we seek to engage with communities, government and partners in this

regard moving forward into 2012.

Timothy F. AndrewsTimothy F. Andrews

National Director

Mr. Timothy AndrewsNational Director


Word from the National Director


Who we areWorld Vision Tanzania (WVT) is a Christian development, Relief and Advocacy Non Governmental Organization (NGO) established in 1981. It is a member of an international partnership of Christians working in nearly 100 countries worldwide.

WVT partners with the government at the national, regional and local (district, ward and village) levels, Faith Based Organizations (FBO), other likeminded NGOs, multilateral and unilateral organizations. WVT works with all people regardless of tribe, religion and ethnicity to help improve and sustain the wellbeing of children within families and communities, especially the most vulnerable.

Micro Finance Institution (MFI): The Small Enterprise Development Agency (SEDA) is a MFI affiliated to WVT. SEDA has a total of eight branches throughout Tanzania and by September 2011, SEDA had a total of 20,080 clients, 65 percent of whom were women, an outstanding loan portfolio of Tshs 5.7 billion ($3.8 million) and a portfolio at risk rate greater than thirty days of 0.7%.

Learning Centres (LCs): WVT is hosting three LCs on behalf of the WV East Africa Region. The goal of the LCs is to significantly improve child wellbeing by developing appropriate programmes through evidence based learning, promising practices and tools for documentation and replication throughout other WV National Offices in the region.

The LCs that are hosted in Tanzania are:4 Food Security, Economic Development and Climate

Change: Seeking to improve food security and economic development in a context of climate change.

4�Child Protection in promoting: a) Child Safe Organisation b) Child Safe Partners c) Child Protection Programming.

4 Christian Commitments: Fostering understanding and promoting the contribution of faith in social transformation.

FundingThe FY 2011 income of USD 94.3 million was derived from sponsorship funding, private funds and gifts in kind from 12 support offices and public grants from United States Agency for International Development (USAID), Australian AID (AUSAID), United Kingdom (DFID), Jersey Overseas Aid Commission (JOAC) Grant and Irish AID.

Our Presence

5

WVT implemented long term development programmes in 62 Area Development Programmes (ADPs) spread over 36 Districts within 13 regions of Tanzania Mainland. In FY 2011 we also imple-mented a Malaria control campaign through the Tanzania National Voucher Scheme (TNVS) which covered 21 regions of Tanzania Mainland. WVT operations contributed to sustainable transformation in the lives of more than 3.6 million Tanzanians, including 700,000 children Under the age of 5 (U5C).


WVT Areas of Operation

6

WVT’s work is guided by a three year National Strategy covering the period 2010 - 2012 with the goal to achieve “the sustained wellbeing of children within families and communities, especially the most vulnerable”.

The 2010 - 2012 Priority Sectors are:• Livelihood: Agriculture, Livestock & Micro Economic Development (MED)• Health and Nutrition• Water, Sanitation and Hygiene (WASH)• Education• Humanitarian Emergency Affairs (HEA)• Cross-cutting themes: Gender, Environment, Child protection, Peace Building, Disability and

Christian Commitments• Strategic Organizational Effectiveness


WVT Strategy Outline 2010 - 2012

Sunflower is one of the agricultural value chains promoted in 25 ADPs to improve household economic development

Strategic Objective:To contribute to the improvement of food security for children, familiesand their communities


Livelihood

9

Strategic Objective:To contribute to the improvement of food security for children, familiesand their communities

Over 80% of Tanzanians depend on agriculture as a source of income. WVT complemented the Gov-

ernment of Tanzania’s Kilimo Kwanza initiative to improve food security.

In FY 2011, WVT undertook capacity building with farmers and livestock keepers. 85,103 crop

farmers were trained on improved agronomic practices and 34,162 crop farmers were trained on

storage and improved processing techniques. A total of 34,807 livestock keepers were trained on

improved animal husbandry, while 4,211 livestock keepers received training on storage and

processing of animal products. A total of 11,974 crop producers and 8,130 livestock keepers were

linked to markets in Tanzania.

Secure the Future: WVT launched a new initiative called Secure the Future (STF). The STF initiative

presents a new programming approach to address food security and economic development in the

context of climate change. STF employs analysis and planning methods that integrate Farming Systems,

Natural Resource Management and Social Safety Nets. The methodology includes multiple stakeholders

jointly engaged in a district level vulnerability assessment that provides a GIS platform for broad based

partnership planning, intervention monitoring and tracking of outcomes and long term impact.

Community Economic Development

Small Enterprise Development Agency (SEDA): SEDA which will soon be known as VisionFund Tanzania

was founded by WVT in 1996 to provide financial services to the WVT ADPs. In 2011, SEDA

re-dedicated itself to this objective increasing both the number of ADPs served (from 23 to 34) and the

number of clients in and around ADPs (from 7,820 to 12,154).

To more effectively serve the WVT supported ADPs, SEDA also increased farmer access to the

Mkombozi Loan Product. This helpful balloon loan product is designed to match the cash flows of

farmers by deferring all principal and interest payments until the harvest is collected and sold at an

opportune time.

Village Community Banks (VICOBAs): In FY 2011 WVT promoted formation and strengthening of

VICOBAs. There are 530 VICOBAs in total with 14,343 members spread in 22 ADPs. The total

membership contributions amounted to Tshs. 1.48 billion with cumulative loan disbursement to

members amounting to Tshs. 1.47 billion.

Talanta Savings and Credit Organisations (TSACCOS): In FY 2011 WVT continued to empower

TSACCOS through income generation groups that increased from 1,159 to 1,241 and contributed

Tshs 7.2 million in the form of shares and small savings.


Resiliency Agriculture and Food Security

Farm Concern International during CommercializationCampaigns to form Commercial Producer Groups

Micro Finance Institution, SEDA officials assess Commercial Producer Group members for provision of loans

It is harvest time at Makindube.Farmers who used SARO 5 during planting season have

harvested up to a 100% increase in their harvest

Buyers forum:Farm Concern International links production with markets

In June 2011 WVT launched a holistic agriculture economic development consortium with Small Enterprise Development Agency (SEDA), Farm Concern International (FCI) and MicroEnsure to substantially increase small holder farmer livelihoods through creation of vibrant economic ecosystems. The Market-led Agricultural Production (MLAP) pilot began in Makindube ADP in Same District. A total of 5,095 farmers were organized into 165 Commercial Producer Groups (CPG) and 537 farmers accessed weather insured loans from SEDA in the amount of Tshs. 195 million. The production is aggregated at the village level, creating a trading block that is then linked to the buyers. The planting and harvest season has crossed fiscal years so the full impact of the programme is not yet known. As this report is going to print data collected from 32 millers in 10 villages indicate an overall 37% increase in 2012 production over 2011 (19,000 MT compared with 14,000 MT ). There was also an overall increase in income of 142% (2011: Tsh 12.2 billion or USD 7.8 million to 2012: Tsh 29.5 billion or USD 18.9 million). The average price of a 50kg bag of rice moved from Tsh 43,500 (USD 29.49) in 2011 to Tsh 73,922 (USD 47.42) in 2012. Mr. Khasim Mohamed Kinyashi, a member of Ukandu Commercial Producer Group (CPG) who has a family of four, states that he used to borrow up to Tshs. 15,000 from individual lenders and pay the debt by giving the lender 100 kilograms of paddy rice worth Tshs 60,000 after harvesting.

Farmers Beat Floods and Harvest more

1 2

7

8

Floods swept away many farms after sowing

Farm to farm flood-impact assessment completed. MicroEnsure compensated 283 weather- insured farmers who were affected by the floods which enabled them to

replant and harvest as normal

Members after purchasing the newly introduced paddy seeds TXD 350 (SARO 5) with their loans provided by SEDA

Members transplanting the newly introducedseedlings in their farms

“It wasn’t right, but we had no choice. The situa-tion is different now and my family is very happy that we have access to loans at a very reasonable interest rate from SEDA which we use to purchase improved paddy seeds,” says Khasim.

Khasim further states, “we all got worried when our farms were swept away by the floods, but our loss was compensated by the insurance we had from MicroEnsure and we replanted. The outcome was amazing since we harvested 45 bags for which I am thankful to the project.”

Khasim also said that the prices are very good at the moment. They have managed to sell 50kgs of Saro 5 for 80,000 Tsh which they have never sold at such a price before.

“I expect to farm more next season and open a stationery office as an alternative source of income. I used to borrow money and eventually harvest 23 bags an acre, but because of the support I get from the project I have harvested 45 bags that gave me a total of 2,250kgs of rice. I have left 8 bags for food security for my family and sold the rest,” says Khasim. Ms. Mwantumu Ally and Mr. Dominic Daudi, small holder farmers in the area who have also benefited from the project said that with such loans they intend to upgrade from small scale growers to become large and well established rice farmers. “Paying for our childrens’ school fees was a challenge, but now it is no longer a nightmare,” they stated.

3 4

5

6

at Makindube ADP


Health and Nutrition

12

Essential Nutrition Package (ENP) project Singida evaluation report July, 2011

WVT trained 3,650 Village Health Workers on 7-11 interventions, proper food preparation especially complementary foods, and management of moderate malnourished children using locally available foods

Strategic Objective:WVT’s goal for the Health and Nutrition sector is to improve primary health care and enhance HIV & AIDS and Malaria responsiveness.

In 2011, WVT increased its participation in the national level health and nutrition forums by joining Nutrition in Emergency, Vitamin A national task force, National consultative group, Infant and Young Child Nutrition and Development partners in Nutrition and Partnership for Nutrition in Tanzania (PANITA).

WVT in collaboration with Tanzania Food and Nutrition Centre (TFNC) facilitated a Regional Infant and Young Children Feeding (IYCF) counselors training to 50 Reproductive and Child Health (RCH) staff, which has made it possible for RCH staff to effectively counsel mothers/caregivers on proper feeding of children especially in the context of HIV/AIDS.

WVT implemented the Positive Deviance Hearth (PDH) approach in Singida, Arusha and Kagera regions. The approach creates a community driven mechanism for rehabilitating moderate malnourished children where households learn through each other on the aspects of responsive feeding, care and health seeking behaviors.

Status of Child’s Nutrition Timeline

2009 2010 2011

Well Nourished 80% 95% 95%

Moderately Malnourished 19% 5% 5%

Severely Malnourished 1% 0.2% 0.1%

Intervention Population Impact

2007 2011

Immunization for U5C (12 - 23 months) 58,081 70% 88%

Malaria incidences for U5C 58,081 51.5% 33.7%

Malaria incidences for adults 239,041 40.3% 32.1%

Households using latrines 50,166 70% 73%

13

In FY 2011, WVT conducted training for Regional and District Health Management Teams in 21regions of Tanzania Mainland to promote the Tanzania National Voucher Schemes (TNVS) – HatiPunguzo, Under 5 Coverage Campaign (U5CC) and Universal Coverage Campaign (UCC) projects.

The organization also facilitated several training sessions on primary health care as follows:

HIV and AIDS control:World Vision is implementing a Hope Initiative which exists to reduce the global impact of HIV and

AIDS on children to enable them to live life in all its fullness. Through the Hope Initiative, 43,303

children and youth received awareness on ways to prevent the transmission of HIV and AIDS and

over 3,070 Orphans Vulnerable Children (OVC) were supported with school uniforms, scholastic

materials and access to free health services through the Community Care Coalitions.

An example of a recent observation from seven ADPs - Manonga, Simbo, Ndala, Isanga, Nkwenda, Shambarai and Farkwa where WVT in collaboration with partners have achieved cumulative results (2007 to 2011) is indicated in the table below:

Primary Health Care:

Type of training Number of beneficiaries Location

Management of malaria cases to community 1,479 Tanzania Mainland

Importance of antenatal care and the use of 489 Mwanza Regionrecommended malaria drugs for Community Focal Persons (CFP)

Improving nutritional status, reduced incidences of 600,000 Arusha, Kilimanjaro, diarrhea among under five children (U5C) and Tanga, Morogoro, immunization Dodoma, Singida,

Kagera and Manyara

Strategic Objective:WVT empowers communities to improve access to adequate, safe and clean water for domestic use and to promote hygienic practices.

This is evidenced by data from sample evaluation reports for three ADPs conducted in FY 2011 asindicated in the table below:

ADP Population Water access within the recommended distance of 400 meters

Previous situation Current situation (2011)

Shambarai 73,000 42% (2007) 58%

Manonga 33,807 25% (2004) 40%

Budekwa 32,745 49% (2007) 60%


Water Sanitation and Hygiene (WASH)

Children enjoy safe and clean water from the Bwengabo bore-hole supported by WVT through Misenyi ADP in collaborationwith the community

15

The WASH interventions contributed to an increased percentage of households accessingpotable water within the recommended walking distance of 400 meters or 30 minutes fromhouseholds to water sources. 71 improved water sources were constructed, 793 Community Water User Committees (CWUCs) were trained on water source management, 6,094 Community Owned Resource Persons (CORPs) were trained on hygiene promotion and environmental sanitation.

Save BwengaboThe completion of the Bwengabo shallow well by Misenyi ADP marked a new era of clean and safe

water for an average of 87 households residing around Nyakashanga, Kanyamitwe, Kashwakera,

Mwemage and Kyorumuli Sub villages in Kyaka Village. Before the project the community depended on

contaminated water sources for domestic use. People bathed in the river, washed clothes and even

animals and livestock drank from it. Waterborne diseases impacted family health as well as the local economy

because people were frequently sick.

Isaya Stephan, the ADP Central committee chairperson, recalls the 1994 Rwanda genocide stating that

corpses were routinely floating down the river stream and that they still used the same water because they

had no other option. This increased dysentery and diarrhea cases in the area.

“Misenyi ADP has always been there for us; we thank God who touched World Vision”, says

Juma in a happy tone, while evoking what he called “save Bwengabo” workshop that brought

together government officials and users in and around Bwengabo to discuss the management, best use and

protection of the water source.

According to Isaya, Bwengabo is a revolution of its time. Before the borehole was drilled, people would walk

long distances of 10 - 15 kilometers from their respective sub villages in search of safe and clean water.

Safe and clean water at Bwengabo

Strategic Objective: To improve access to quality primary education for boys and girls.

Anna Joseph, a pupil at Lendikinya Primary school, sitting on desks donated by World Vision Tanzania through Kisongo/Makuyuni ADP in Monduli district


Primary Education

WVT constructed and renovated a total of 120 primary school structures including classrooms, teachers’ offices, teachers’ houses and resource centers which meet the Ministry of Education standards.

WVT sensitized the community on the importance of Girl Child Education and timely enrollment of children and organized refresher training for 968 teachers. WVT in collaboration with government and other partners facilitated the preparation of examinations for standard seven pupils in 57 ADPs.

Examples of positive results have been realized in Shambarai ADP (pastoralist community), whose lifestyles often do not adequately allow children to settle and study. The number of girls from this community who continue with secondary education increased from 10% in 2007 to 46.7% in 2011 (Data source: 2011 Shambarai ADP evaluation report).

In Farkwa ADP, the number of pupils joining secondary school increased from 71% in 2007 to 82% in 2011.

With a hammer and wood, Ibrahim Said, 23, is building a dream.

He is determined to turn his carpentry business into a multi-million shilling investment

where he will be able to manufacture different furnitures and sell them locally and

internationally.

As someone who dropped out of school in Grade 4, and left in absolute poverty after his

parents died, Ibrahim is proving he can beat life’s obstacles.

Ibrahim’s father died when he was 10 and his mother died of cancer when he was 17. He

was forced to look after his two younger brothers, stating, “other relatives could not bear

the load of taking care of us”.

Ibrahim was introduced to the World Vision’s life skills programme for orphans and

vulnerable children where he studied in a one-year carpentry programme in 2009. He

excelled and when he graduated, he was given a toolbox to start his career. Ibrahim’s life

was transformed as he started getting orders and making money.

“With the skills and tools that World Vision provided me with, my clients and the

community trusts the quality of my work. I end up receiving so many orders that at

times it becomes difficult to maintain them,” Ibrahim says, adding that he can make high

quality beds, benches, desks, cupboards, sofas and stools and fix leaking roofs during rainy

seasons.

Ibrahim is now able to fully support his 17-year-old brother, Babu, who lives in

Dar es Salaam and his youngest brother, Hussein, 12. Ibrahim reveals that he hopes that

his brothers will join him in the carpentry business when they are settled.

WVT empowers youth through vocationalskills training

17

Dar es Salaam FloodsTabata, Mbezi, Kawe, Jangwani, Magomeni, Kurasini and Kigogo areas in Dar es Salaam city experienced unprecedented floods following heavy rainfall for two consecutive days of 20th and 21st December 2011 leaving hundreds homeless with a death toll of 40 people.

Tanzanian Government had to seek for immediate assistance from the Dar es Salaam Peace and Security Committee (PSC), Red Cross and the Tanzania Peo-ples Defense Force (TPDF) who jointly mounted rescue operations and food distribution in a total of 17 established camps which were filled with more than 4,500 people who fled from their flooded homesteads.

Through an assessment conducted to establish pressing needs at the camps, individuals, companies and

organizations were urged to assist the victims who had no clothes, food, water, mosquito nets and other humanitarian needs.

WVT responded by donating 2MT of rice which was delivered and received by the Dar es Salaam Regional Commissioner, Hon. Mecky Saddick.

On the same day, WVT joined Red Cross, Clouds FM and other relief agencies to deliver the daily ration allocated to Hananasif, Kinondoni and Magomeni temporary camps.

The Tanzanian Government allocated land at Mabwepande, Bunju in Dar es Salaam in Dar Urban ADP for the flood victims where they are currently as-sisting the victims with new houses.

18


Humanitarian Emergency Affairs (HEA)

The December, 2011 floods inDar es Salaam left hundreds homeless

Strategic Objective: To strengthen emergency response capacity particularly within WVT areas of operation and beyond where capacity permits.

19

Response to DisastersGongo la Mboto Ammunition explosions:

WVT donated three Metric Tons (MT) of rice and two MT of

sugar costing Tsh 7.6 million (USD 5000) to victims following

bomb blasts at the Tanzania People’s Defense Forces Depot at

Gongo la Mboto area in Dar es Salaam in February, 2011.

Drought:

WVT was in the forefront in responding to the food insecurity

stress resulting from drought, where more than 100,000 people

living in 23 ADPs were affected. WVT responded by donating

403 MT of nutritious flour to 33,857 beneficiaries targeting un-

der five children, pregnant and lactating mothers.

Refugees:

WVT managed the distribution of a total of 33,571 MT to

Congolese refugees in Nyarugusu camp. This food provision

benefited more than 21,000 children who reside in the camps.

Through social support (mainly education) 21,000 refugee children

aged 5-13 years continued getting their home country pre and

primary school education while in the camp. 5,670

adolescents and youth were supported to continue with

secondary education.

Food for Assets:

WVT in partnership with WFP implemented a Food for As-

sets creation project in Simanjiro district. A total of 350 MT of

food was distributed, benefitting 8,748 people including children.

The excavated 55km irrigation scheme, led to an increase in

cultivated land from 250 hectares (2010) to 370 hectares (2011).

Management of Food Hub:

WVT successfully managed the 17,237 MTs World Food

Programme (WFP) “food hub” warehouse in Dodoma as per set

standards of food handling.

WVT donated 2MT of rice to the floods victims inDar es Salaaam

At WVT issues of gender, environment, child protection, peace building,

disability and Christian commitments are intentionally integrated in all the

projects that we implement. These cross-cutting themes are appropriately

incorporated into the priority sectors to influence change in behavior and

attitude.

WVT collaborated with other CSOs through Tanzania Child Rights Forum

(TCRF) in preparing a five year National Action Plan for the Prevention and

Response to Violence Against Children. During this event, the key message

motivating all stakeholders was “Let’s work together to stop violence against

children”.

Implementation of the plan will highly depend on the political will and enabling

environment from the Government, CSOs and the UN Agencies.


Cross-cutting themes: Gender, Environment, Child Protection, Peace Building, Disability and

Christian Commitments

Minister of Community Development, Gender and Children – Hon. Sophia Simba with Children from Bunju ADP

during the inauguration of the study on Violence Against Children (VAC) on 9th

August 2011 in Dar es Salaam

21

FY 2011 was a year of tremendous growth for WVT. The total annual budget rose to an unprecedented figure of USD 94 million with 100% of projects audited in FY 2011 scoring an acceptable risk rating.

EXPENDITURE BY SECTORS FY 2011 FY 2011 FY 2011%

EDUCATION 22.49 33.42 24%

FOOD ASSISTANCE 17.09 25.40 19%

REFUGEE ASSISTANCE 16.15 24.00 18%

HEALTH 11.12 16.52 12%

PROGRAMME AND PROJECT MANAGEMENT 10.46 15.54 11%

CHILD MONITORING 3.24 4.81 4%

AGRICULTURE 1.91 2.84 2%

WATER AND SANITATION 1.86 2.76 2%

LEADERSHIP DEVELOPMENT 1.58 2.35 2%

HIV/AIDS 1.51 2.24 2%

OTHERS 4.69 6.97 5%

TOTAL EXPENDITURE 92.10 136.86 100%

Funds held for next year 2.22 3.30

WVT Income Statement (USD and TSH)


Finance

FY 2011 FY 2011 FY 2011%

INCOME SOURCE USD (Million) TSHS (Billion)

SPONSORSHIP 27.67 41.12 29%

PRIVATE NON SPONSORSHIP 5.74 8.53 6%

BILATERAL GRANTS 2.46 3.66 3%

MULTILATERAL GRANTS 2.78 4.13 3%

GIK - FOOD 30.09 44.71 32%

GIK - NON FOOD 25.58 38.01 27%

TOTAL INCOME 94.32 140.16 100%

Budget Trends FY 07 - 2011 (USD, Amount in Millions)

22

Funding by Support Offices FY 2011


Budget Trends by Fiscal Years

GIFT IN KINDCASH

FY 07

10.00

20.00

30.00

40.00

50.00

60.00

70.00

80.00

90.00

100.00

FY 08 FY 09 FY 10 FY 11

9.20

34.42 36.26 40.8535.12 38.66

55.67

11.83

15.50

12.58

The WVT Board of Directors is comprised of 9 Board Members, 7 of whom are external to World Vision (non-staff) and 2 are World Vision staff.

Board Members:


Governance

Dr. Charles OwubahWorld Vision East African Leader

Mr. Peterson GideonMember

Mr. Alphonce KatemiMember

Mr. Alphonce KatemiMember

Mr. Alphonce Katemi

Rev. Prof. Harrison Olan’gChair

Rev. Prof. Harrison Olan’gChair

Rev. Prof. Harrison Olan’g

Mrs. Lydia MbiseVice Chair

Mrs. Lydia MbiseVice Chair

Mrs. Lydia Mbise

Mrs. Rehema S. KerefuMember

Mr. Timothy AndrewsNational Director - Secretary

Mr. Timothy AndrewsNational Director - Secretary

Mr. Timothy Andrews

Dr. Joyce Peters ChonjoMember

Dr. Joyce Peters ChonjoMember

Dr. Joyce Peters Chonjo

Mrs. Ndenengo E. MwendeMember

Mrs. Ndenengo E. MwendeMember

Mrs. Ndenengo E. Mwende

Mr. James MathengeFinance and Admin.Director

Ensures that WVT provides essentialprofessional ICT, Finance, Administration and Supply Chain support services.

Mr. Devocatus Kamara Programmes Director

Responsible for implementing integratedsponsorship Area Development Programs (ADPs), Private non sponsorship projects, Grants and Relief operations in WVT areas of operation.

Mr. Griffin ZakayoQuality Assurance Director

Ensures excellence through assessing and improvingprogramme accountability to communities throughcompliance with organizational policies, systems,procedures, guidelines, donor and communityrequirements.


World Vision Tanzania Leadership Team

Mr. Anatoli RugaimukamuProgramme DevelopmentAssociate Director

Builds national level strategic alliances withour partners and stakeholders to achieve child well-being outcomes.

Mr. Axel. MalekiaPeople and Culture Director

Directs strategies and systems in support ofattracting, developing, and retaining committed, competent and productive human resources.

Mr. Timothy AndrewsNational Director

Accountable executive forachieving the highest standard of quality,accountability, and cost effective National Officeperformance.

Our vision for every child, life in all its fullness; Our prayer for every heart, the will to make it so.

OUR CONTACTSWorld Vision Tanzania Head Office

Radio Tanzania Road, Off Njiro RoadBloc C, Plot No. 181, Njiro

P. O. Box 6070 Arusha, TanzaniaTel: +255 27 254 9252/58 | Fax: +255 27 254 9259

World Vision Dar es Salaam OfficeProgram Development Division

P. O. Box 6399/79079, Dar es Salaam, TanzaniaChwaku Street, Plot No.328,Block A, Mikocheni ‘A’ area

Tel: +255 22 2775534 / 2775224 | Fax: +255 22 277 5528

Eastern ZoneWorld Vision Tanzania

P. O. Box 576 Korogwe, TanzaniaTel: +255 27 265 0091

Northern ZoneWorld Vision Tanzania

P. O. Box 14439 Arusha, TanzaniaTel: +255 27 254 8170

Central ZoneWorld Vision Tanzania

P. O. Box 3113 Dodoma, TanzaniaTel: +255 26 232 0076

Lake ZoneWorld Vision Tanzania

P. O. Box 78 Shinyanga, TanzaniaTel: +255 28 276 2256

Kagera ZoneWorld Vision Tanzania

P. O. Box 139 Bukoba, TanzaniaTel: +255 28 222 1156

Kigoma ProgramsWorld Vision Tanzania

P. O. Box 154 Kasulu, TanzaniaTel: +255 28 281 0304

SEDASmall Enterprise Development Agency (SEDA)

This is a World Vision Micro Finance Institution6th floor, Blue Plaza Building, India Street,

P. O. Box 1546 Arusha, TanzaniaTel: +255 27 254 8453

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