Aigwanak Org Project Report

AO strategic plan for 2023 -2027
AIGWANAK ORGANIZATION
“Quality education & leadership for sustainable development.”
STRATEGIC PLAN
(2023 – 2027)
TABLE OF CONTENTS
I. ABBREVIATIONS........................................................................................................................................................ 3
III FOREWORD............................................................................................................................................................. 4
CHAPTER ONE.................................................................................................................................................................... 5
1. INTRODUCTION......................................................................................................................................................... 5
1.1 BACKGROUND.....................................................................................................................................................................5
1.2 HISTORY OF AO.............................................................................................................................................................. 5
1.3 THE MANDATE AND OBJECTIVES OF AO.......................................................................................................................5
1.4 PURPOSE OF DEVELOPING AO 2023 – 2027 STRATEGIC PLAN.....................................................................................6
1.5 THE PROCESS OF DEVELOPING THE STRATEGIC PLAN.................................................................................................7
1.6 PLANNING ASSUMPTIONS................................................................................................................................................7
CHAPTER TWO................................................................................................................................................................... 9
2. STRATEGIC ANALYSIS.............................................................................................................................................. 9
2.1 CONTEXTUAL ANALYSIS................................................................................................................................................. 9

2.2 SOCIAL AND CULTURAL VALUES..................................................................................................................................11
2.3 SOCIO-ECONOMIC DEVELOPMENT...............................................................................................................................12
2.4 LAND AND ENVIRONMENTAL........................................................................................................................................12
2.5 REVIEW OF AO OPERATIONAL PLAN FOR 2018-2022..................................................................................................14
2.6 REVIEW OF AO OPERATIONAL PLAN FOR 2018 TO 2022.............................................................................................14
Table 1:......................................................................................................................................................................................14
2.7 LESSONS LEARNT.......................................................................................................................................................... 16
Table 2.......................................................................................................................................................................................16
CHAPTER THREE............................................................................................................................................................. 18
3 STAKEHOLDER ANALYSIS..................................................................................................................................... 18
3.1. STAKEHOLDER ANALYSIS............................................................................................................................................. 18

3.1.1. Figure 1:...................................................................................................................................................................18
3.2. STAKE HOLDER’S EXPECTATION...................................................................................................................................19
3.2.1. Table 3:......................................................................................................................................................................19
3.3 SWOT ANALYSIS.......................................................................................................................................................... 20
3.3.1 Table 4: AO SWOT......................................................................................................................................................20
3.4 ORGANIZATION INTERNAL ANALYSIS..........................................................................................................................21
3.5 ORGANIZATION STRATEGY...........................................................................................................................................21
3.6 ORGANIZATION STRUCTURE.........................................................................................................................................22
3.7 SYSTEMS........................................................................................................................................................................ 22
3.8 CULTURE........................................................................................................................................................................22
3.9 GOVERNANCE................................................................................................................................................................ 23
3.10 AT - ORGANIZATIONAL STRUCTURE............................................................................................................................23
3.11 BOARD OF TRUSTEES...........................................................................................................................................................25
CHAPTER FOUR............................................................................................................................................................... 25
4. STRATEGIC DIRECTION......................................................................................................................................... 25
4.1 PHILOSOPHY.....................................................................................................................................................................25
4.2 VISION STATEMENT....................................................................................................................................................... 25
4.3 MISSION STATEMENT.....................................................................................................................................................25
4.4 AT THEORY OF CHANGE.............................................................................................................................................. 25
4.5 CORE VALUES................................................................................................................................................................26
4.6 VALUE PROPOSITION.....................................................................................................................................................27
4.7 GOAL, STRATEGY, OBJECTIVES AND RESULTS............................................................................................................27
4.8 THE GOALS AND MANDATE..........................................................................................................................................27
Strategy 1.1 Create educational awareness among pastoralists communities.......................................................................29
Strategy 1.2 Increase the enrollment, retention and education standard at ESS..................................................................30
4.9 STRATEGIC OBJECTIVES...............................................................................................................................................34
a. Strategic Objectives..........................................................................................................................................................34
b. Strategic Results...............................................................................................................................................................36
CHAPTER FIVE................................................................................................................................................................. 36
5 COORDINATION FOR IMPLEMENTATION FRAMEWORK...............................................................................37
5.1 INTRODUCTION.............................................................................................................................................................. 37
5.2 SERVICE PROVISION...................................................................................................................................................... 37
5.3 HUMAN RESOURCE ANALYSIS......................................................................................................................................38
5.4 MONITORING, EVALUATION, AND LEARNING (MEL)..................................................................................................38
5.5 STRATEGIC RISK ANALYSIS..........................................................................................................................................39
5.5.1 Risk management.........................................................................................................................................................39
6 ANNEXES....................................................................................................................................................................... 41
i. ABBREVIATIONS
AT Aigwanak Organization
AGM Annual General Meeting
BOD Board of Directors
BOT Board of Trustees
CSOs Civil Society Organization
ESS Emanyata Secondary School
GDP Gross Domestic Product
GFC Global Financial Crisis
GIZ Gesellschaft für Internationale Zusammenarbeit
GNI Gross National Income

KIPOC Korongoro Integrated People Oriented to Conservation
LDC Least Developed Countries
MDGs Millennium Development Goals
MEL Monitoring, Evaluation and Learning
MKUKUTA Mkakati wa Kukuza Uchumi na KupunguzaUmaskini Tanzania
PWC Pastoral Women’s Council
PTA Parent & Teachers Association
URT United Republic of Tanzania
WRLF Women Rights and Leadership Forum
SP Strategic Plan
iii Foreword
The development of AO Strategic Plan 2023-2027 was an inclusive process that involved AO
members, the Pastoral Women’s Council, AO Boards and Staff, Senior management of ESS, and
another stakeholder from the local Government and SCOs from Ngorongoro District. The
stakeholders’ participation and involvement were done through a substantive workshop and e-
meetings that were done from July – December 2022. The first workshop was held in Karatu in
April 2022, and the second workshop was done in December, 2022 at karatu hostel.
AO thanks PWC for the support provided throughout the development of this strategic plan.
Endorsed
Chief Kashanga Ole Pusalet
Chairman of Aigwanak Organization
Place: Arusha Date January, 15th 2023

CHAPTER ONE
1. Introduction
1.1 Background
Aigwanak Organization (AO) has a strong sense of focus and passion to achieve excellence in all it
does in supporting the sustainable development of the community it serves. It is committed to
achieving strategic objectives with clear proactive strategies that position it well to meet the desired
future position. The design and articulation of strategies through a structured strategic planning
process enables the organization to be realistic about its strategic goals; how best to use its
resources, internal strengths, and external opportunities to challenge conventional wisdom; and how
to address weaknesses and overcome threats that may otherwise hold it back. The outcome of this
process is a strategic plan which is a blueprint for optimally managing the organization and
ensuring timely and effective responses that result in a self-sustaining organization that is highly
adaptable to its continuously changing environment.
1.2 History of AO
Aiqwanak Organization (AO) is a registered pastoralist Non-Governmental Organization (NGO),
led by the Council of Traditional Leaders in the Ngorongoro District. AO was established as a non-
profit making NGO in 1992, registered under the Trustees’ Incorporation Act CAP 318. AO works
to promote sustainable livelihoods and quality education and is the Trustees Body of Emanyata
Secondary School (ESS)1. Since 1992 the AO, through Korongoro Integrated People Oriented to
Conservation (KIPOC) leadership, manages ESS to advance education for the marginalized
pastoralist children in the district. In 2021 the AO Board of Trustees, with the assistance of Pastoral
Women’s Council (PWC), renewed and change the registration of AO to comply with state
registration rule under the trustee’s Act No …. in order to fully comply with new government
registration and compliance procedures.
1.3 The Mandate and Objectives of AO

The AO Board of Trustees (BoT) consists of 25 members from the Council of Traditional Leaders.
This board is elected by the General Assembly of the Supreme Board of the Council of Traditional
Leaders across the two divisions of Loliondo and Sale in Ngorongoro District.
1
Emanyata Secondary School is a pastoralist Maasai school that was established in 1992, to advance education opportunities in
the Ngorongoro district.
AT has been mandated to work within the Ngorongoro District and beyond, to serve the interest of
the pastoralist Maasai community. Our specific mandate is to:
 Manage and supervise ESS as a center of educational excellence
 Create education awareness and promote equitable access within the pastoralists’
community
 Promote coordination and leadership to represent pastoralists’ issues to the Government
 Respect, protect, and promote traditional culture and identity
 Support sustainable management of land use in the community
 Facilitate conflict resolution among land users in Ngorongoro District.
For the last 30 years, AO has motivated stakeholders’ action and built an inspiring legacy by
building ESS, managing the school, ensuring quality education and fundraising to make ESS a
center of education excellence. In this period ESS has recruited more 150 students whom today
formed AO alumni. AO continues to command respect and maintain trust across the community
and within the Government by achieving incredible results which support the pastoralist community
and complement Government development initiatives. Within our mandate, our collective
endeavors we will continue to bring about positive changes to improve the quality of life of the
marginalized pastoralist communities, especially customary institutions, women, and children.
1.4 Purpose of Developing AO 2023 – 2027 Strategic Plan

The purpose of this strategic plan is to provide AO with a clear road map for the next five years
toward a sustainable future. The strategic plan informs all the strategic engagements within AO
and its partners. The vision, mission, values, and strategic direction of the AO as indicated here
define the direction and philosophy through which all staff, members, community, and partners
will operate.
The strategic plan is guided by the agreed statements on future direction and defined strategic
objectives, against which the organization’s successes and failures are measured. This strategic
plan provides a basic framework to enable AO to address the current and future socio-economic,
political environment and, while adapting new technology that impact its operations. The strategy
plan will enable staff, members, Board and AO partners to determine their specific positions, roles,
and activities to act bravely to address everyday challenges that facing community. It enforces and
guides the commitments on mobilizing and using its scarce resources, while provides assurances
for its operations and avoids unplanned programs and issues that might disturb its developmental
focus.
At the same time, the strategic plan sets a broad way forward and provides flexibility to allow the
organization to align to the dynamic operating context and realign it to fit within the changing needs
of the organization and its community. Within this strategic plan, the Board of AO sets out the
necessary strategies, objectives, that defines the roadmap of the organization for the next five years.
1.5 The Process of Developing the Strategic Plan

Since the establishment of AO in 1992, there was no any strategic plan. In 1992 - 1996, AO was
under the management of KIPOC, while in 2006 – 2022, it was managed by PWC. In 2021 the
Board of AO in collaboration with PWC decided to establish a focused strategic direction that
delivered this strategic plan to defined the span of five years.
In May 2022, PWC and the Board of AO decided to review the mandate, development direction,
and inspiration of AO towards supporting ESS, as well support the vulnerable and disadvantaged
pastoralist groups across Ngorongoro Districts and beyond. It was concluded that, AO should
significantly contribute to improve pastoralist livelihoods by advancing livelihoods security, and
education outcomes.
PWC and AO Board of directors commissioned a consultative process for preparation of this first
strategic plan, which will capture the history and growth of AO, while defining the expected
direction that outlining the outputs, challenges base on the changing context in terms of
programming, funding and cultural practices towards responding to the organizational future
priorities.
The strategic plan process was widely inclusive, where by various stakeholders of AO participated
to generate ideas and suggestions for the wayward. The literature was used to collection more
information. The process has integrated different approaches to identify the challenges,
achievements, and the lessons learned based the historical background of AO. The opportunities,
threats, strengths, and weaknesses of the organization were also part of the discussion and the
priorities were identified to inform this strategy plan.
1.6 Planning Assumptions

The AO strategic plan process was undertaken with the following assumptions:
1. PWC in collaboration with AO leadership supports the mobilization of human and financial
resources for this strategic plan.
2. Traditional leadership and cultural identity are respected, protected, and promoted which is the
foundation of AO work.
3. The AO Board of Trustees, comprising Traditional leaders, have the capacity to roll out this
strategic plan.
4. The operating Boards for ESS and PWC work collaboratively with AO.
5. The AO has specific protective rules and procedures to manage ESS from political interference.
6. There shall be a conducive political environment for AO to support its operations.
CHAPTER TWO
2. Strategic Analysis
This section presents a critical assessment of the environment in which AO operates. It determines
“where we are now” to form a basis for the development of “where are we going” as our new
strategy. The assessment has been carried out using various approaches. The results from the
assessments and analyses form the basis on which the strategic issues have been identified and what
AO will seek to address through the 2023-2027 Strategic Plan. The Chapter further provides an analysis
of how the internal and external environments impact the operations of AO, which will identify our
strengths and weaknesses, opportunities, and threats. It review the past experience and performance of
AO for the last five years operation from 2018 - 2022.
2.1 Contextual Analysis

As per World bank “Tanzania has experienced over 20 years of sustained economic growth,
culminating in its transition from low-income to lower-middle-income status in July 2020. Between
2007 and 2018, the national poverty rate fell from 34.4 to 26.4 percent, while the extreme poverty
rate dropped from 12 to 8 percent.” Therefore Tanzania is still classified as an economically Less
Developed Country today with most of its citizens performing subsistence farming. 96.6% of its
population lives under $2 a day (HDR). In order to alleviate poverty, the Tanzanian government
2005 launched the “National Strategy for Growth and Reduction of Poverty”, also known as
MKUKUTA, an acronym in the Kiswahili language. MKUKUTA is informed by Tanzania’s vision
for 2025 and is committed to the achievement of the Millennium Development Goals (MDGs) &
(URT, 2021)
The National Development Vision for 2025, was launched in 1999, which is currently guiding for
economic and social development framework in the country. As articulated by the three main
objectives, the state intends to achieve a quality and good life for all; build a strong and resilient
economy while expanding the need for people to prepare and implement their plan for their own
development. The vision emphasizes that education and training are at the heart of the development
priority, (URT, 2021) .
This vision emanated from the outcomes of economic development reforms, pursued since 1986,
which emphasized response to the economic crisis that had persisted since the early 1980s. It stated
that the county will have to achieve over $ 4,000 GNI per person per year as a higher middle
income in 20 or 40 years, and that by the end of the century, Tanzania wants to be a high-income
country.
Ngorongoro District, where AO operates, has been recorded to have a low economic standard. This
implies that the pastoralist community in Ngorongoro District have low economic and social
development status compared to the averages across all districts of Tanzania.Therefore the leraning
shows that the pastoralist society in Ngorongoro District need to formulate a new economic and
social development vision towards attaining middle-income districts. (GIZ, 2016).
Due to various studies, high illiteracy, cultural values and gender ineguality level have contributed
for many pastoralist children specifically girls to be out of school today, at the same time their
parents and families suffer from missed opportunities to get formal education and create greater
economic prosperity. The pastoral livelihood and wealth generation suffers due to limited skills,
knowledge, and competencies to succeed in life. (ibid).
Societal needs have become more complex and dynamic. They require that the younger generation,
boys, girls, and young women from the pastoralist Maasai people develop skills, knowledge, values,
and competencies to be able to cope, compete and adapt to the rapid social, economic and
environmental changes in the environment. It is therefore imperative for AO to continue promoting
formal educational opportunities and access to literacy education for pastoralists community while
transform socio-economic and land justice. The socio-economic is crucial for pastoralists families
because education attainment is becoming more expensive and many families are unable to afford
to educate their children.
The new strategic plan for AO will ensure that the young generation of girls and boys from the
Maasai community obtain education opportunities, peace, and a safe learning environment, while
young women and men acquire the necessary skills and knowledge to effectively compete in the
labor market, learn the socio-economic and other life skills to navigate and adapt to the changing
world, make informed decisions about their own lives, and contribute to the progress of their
societies, nations and the world at large.
AT believes that education is the central pillar for social, economic, and political transformation,
which is a strategic development priority for pastoralists today. The real example of the impact of
education is the creation of transformative economic power for women as demonstrated by various
studies. The study shows that women’s economic empowerment, will enable women to earn higher
income, with better work-life conditions, participate more in the formal labor market, and
participate more equitably in family decision-making. These studies also show that they will be
more frequently elected as leaders and are better able to provide health care for themselves and their
children, (PWC 2021).
The organization shall work to promote education as a strategic agent for mindset transformation
and for the creation of a well-educated community. The education system will be rooted within
cultural settings and will be structured to promote critical thinking and creativity in ways that
respect, protect and promote Maasai culture.
2.2 Social and Cultural Values

The pastoralists Maasai people in Ngorongoro District and largely across Tanzania continue to face
challenges to maintain their traditional social norms and value due to effects of the global
socialization of the developed world. The cultural wisdom and the integrity of indigenous
knowledge is at a cross-road today. The interaction of global cultural interaction is negatively
affecting the stability and the restoration of the indigenous culture, norms and values, this has
broken of social cohesion and loss of solidarity of the pastoralists’ Maasai people. Largely, the
pastoralist society is losing their traditional behavior of solidarity and protect their cultural identity.
Formal education is a crucial factor for pastoralist Maasai children, especially for disadvantaged
girls, who are the segment of the pastoralist community most in need of improvements in cultural
cohesion and socio-economic status. Promoting education specifically for the younger generation
will enable the Maasai community to address future challenges and firmly mainstream cultural
values, indigenous identity, and context-specific knowledge. AO believes that indigenous
knowledge must be integrated within the formal education sector as a parallel education in school
curriculums. To demonstrate this philosophy, AO through ESS will enable pastoralist students to
adapt and acquire relevant and integrative knowledge to cope with local and global changes that
impact their community.
2.3 Socio-Economic Development

Increases in socio-economic capacity generally allows societies to improve living standards and
make lifestyle choices. Today the pastoralist community is experiencing a huge economic shift
from pastoralism to other livelihood alternatives. The rapid changing economic environment has
forced the pastoralists Maasai people to undergo this economic shift without getting prepared and
most of the families failed to manage the transition. Poverty and food insecurity has increased
markedly for many families. Food insecurity is caused by many factors such as low economic
production, high level of illiteracy, limited entrepreneurship skills for women and youth, and,
shrinking of grassland that supports livestock keeping.
Additionally, the main economic activities for women are livestock and small-scale agriculture. The
women’s economic activities face the challenges of using low-yielding crop varieties, limited
uptake of farm inputs, low food diversification, low and unreliable rainfall, inadequate extension
services, limited markets for food crops, and uncontrolled livestock grazing. All these above lead to
malnutrition, forced early marriages, and high school dropout rates as children are forced to join
their families in sourcing food.
In order to address socio-economic empowerment and sustaining livestock production, AO will

strong work to support women’s economic empowerment and promote livestock productivity and
rangeland management.
2.4 Land and Environmental

Climate change is already having significant impacts in the world and specifically in the developing
countries, and on most ecosystems. It will affect developing countries’ ability to achieve the
Sustainable Development Goals (IPCC, 2007; UNDP, 2008 2). Developing countries are particularly
vulnerable because of various non-climate factors including health and security risks, food
insecurity and their dependence on climate-sensitive natural resources that make them less able to
cope with the negative impacts of climate change. This is especially true of the Least Developed
Countries (LDCs) including Tanzania where changes in the pattern of rainfall and temperature
threatens sustainable development goals related to poverty reduction, water, food, health and
2
UNDP (2007). Human Development Report 2007/2008: Fighting climate change: human solidarity in a divided world. Palgrave
Macmillan, New York.
education. Tanzania economic assessments indicate that the cost of inaction will exceed the cost of
taking early action, probably by several orders of magnitude (Stern, 20063).
On average over the last decade, the economy in Tanzania rose from 4.1% in 1998 to 7.4% in 2008.
Growth was strongest in the services and manufacturing sector (with annual growth rates of 7.5%
and 8%), but was weaker in the agricultural sector (4.4% growth since 2000). The rate of economic
growth however has been fluctuating over the past few years. The GDP in real terms grew by 7.1%
in 2007, compared to 6.7% in 2006. In 2009, the real Gross Domestic Product (GDP) grew by 6.0%
compared to 7.4% in 2008. The slowdown in growth for 2009 was attributed to the impact of the
Global Financial Crisis (GFC) as well as the 2008/09 drought which affected agricultural
production, hydro power generation as well as industrial production; all of which have a significant
share in total GDP. However, the growth rate of electricity and gas, communication and education
sub-economic activities increased (URT, 20104).
About 85% of the country's poor people live in rural areas and rely on small scale agriculture as
their main source of income and livelihood. Agriculture (including livestock) is the dominant sector
in Tanzanian economy, providing livelihood, income and employment to over 80% of the overall
population and accounting for roughly 56% of GDP and about 60% of export earnings (URT,
20075). In the urban areas informal sector has the potential of being noteworthy in efforts to cushion
against declines in real incomes. Informal sector in urban areas of Tanzania is the most dynamic in
terms of employment generation and productivity growth and has thrived in spite of inadequate
conditions that prevail in towns.
Tanzania ranks third in terms of numbers of livestock in Africa, and the sector has a good
contribution to the national economy. The livestock sector contributed about 4.7% of the GDP in
2007 and 4.0% in 2009, where about 40% originated from beef production, 30% from milk
production and another 30% from poultry and small stock production (URT, 2009b, 2010a 6).
Tanzania is estimated to have about 18.5 million cattle, 13.1 million goats, 3.6 million sheep, 1.2
million pigs and 30 million local chickens (Ministry of Livestock Development and Fisheries,
Statistical Year Book, 2005). About 95% of ruminant livestock in Tanzania are kept under traditional
3
Stern, N. (2006). What is the economics of climate change? World Economics 7(2): April-June 2006.
4
URT (2010). The Economic Survey 2009. Ministry of Finance and Economic Affairs, Kiuta, Dar es Salaam
5
United Republic Of Tanzania - URT (2007). Tanzania National Adaptation Programme of Action, 2007.Vice President’s
Office, Dar es Salaam
6
URT (2009b). Climate change and livestock policy brief. Vice President’s Office, Division of Environment, Dar es Salaam; and
URT (2010a). The Economic Survey 2009. The Ministry of Finance and Economic Affairs, Dar es Salaam
production systems depending mostly on pastures and crop residues as the main feed resources. In
this system, limited inputs such as feed additives, supplementary feeds are offered. This system
produces about 93% of the milk and 99% of the meat consumed in the country.
Pastoralists grazing land continues to face huge external pressures, while environmental degradation
mainly from deforestation and encroachment is growing. The grassland and the indigenous forest
areas of Ngorongoro District are both decreasing due to increased demands beyond normal pastoralist
use. Many factors have contributed to this such as economic activities and population increase,
uncontrolled grazing, weak enforcement of customary land use models, inadequate human capacity in
environmental management, and climate vulnerability.
AT through cultural Institution will enhance a sustainable land management and environmental
conservation, while enabling community to take the existing opportunities to gain form land and
natural resources.
2.5 Review of AO Operational plan for 2018-2022

The previous AO development targets for 2018 to 2022, were difficult to obtained due to
absence of a strategic plan. Their view was therefore considered by reflecting on a previous five
years operational plan from 2018 to 2022, as indicated in table 1.
2.6 Review of AO operational plan for 2018 to 2022.

Table 1:
GOAL 1 KEY ACHIEVEMENTS KEY CHALLENGES
1. Improve quality education 1. ESS community fundraising The school has not had direct
for pastoralists’ children in raised $ 51,000 and donor funding sources.
Ngorongoro. contributions were $193,917.
The fundraising was
supported from PWC
2. Defend and protect the school The school land title is not secured,
from local politics there is a problematic land
insecurity, where by the AO need to
ensure ESS is surveyed.
3. Participate in formal school ESS Management Team needs
meetings of Governance. greater capacity to engage in

sustainable management of the
school operations.
Parental engagement in
school/student performance remains
low and requires more work with
PTA
4. Undertake monitoring and A formal monitoring system is
evaluation sessions on the needed to ensure data are collected
school’s progress. and utilized

5. Resolve land-use conflicts 1. Key outstanding conflicts were There still major land use conflicts
among pastoralists in the resolved between pastoralists that are beyond the scope of
targeted community communities, pastoralists and customary leaders.
farmers.
2. AO have built mutual trust Key stakeholder engagements is
with the Government in needed to maintain trust and
regards to conflict resolution cooperation
3. Peace and harmony were Regular engagement of community
created among the targeted in collective action initiatives will
society. help maintain solidarity, peace and
harmony
Improve AO capacity to a. AO improved the Institution’s AO faces high illiteracy levels for its
reach its mandate board coordination and staff Board and members, which limits its
capacity with trainings on the ability to perform and to accomplish
management and implement its its mandate.
operations
b. AO was registered as a non- AO is needed to maintain
profit making organization to compliance through a pro-active
comply with the National Board, establish timely annual
registration policy audited financial and narrative

reports.
c. Various trainings were done to There is limited capacity of the
strengthen the ability of customary leaders to engage AO
customary leaders Institutions wider levels including National
to resolve conflicts. advocacy to influence for change.
d. District customary leadership There are still overlaps and
Forum was created with contradiction of the Government
specific roles and policies and laws, that slow down
responsibilities to engage on the functions of the customary
advocacy beyond community leaders to effectively manage land
level. and resources resource.
2.7 Lessons Learnt

Table 2
Lesson Observation Way forward for the next strategic
plan
Structural leadership and The structure is needed to ensure Establishing a new organogram to
governance arrangement the leadership and governance of strengthen organizational leadership
AO are organized and coordinated and governance, while improving
to suit roles and responsibilities of communications, networking and
AO to attained its mandate. accountability.
Increase AO Board capacity to make

informed decisions regarding AO and
ESS operations
Limited strategic focus Need to develop a clear road map Support AO to create, approve and
and strategic plan for realistic operation of AO and implement a five-year strategic plan
ESS to achieve its mission and desired
objectives
Lack of annual and Need to ensure the AO yearly Establishing a strategic plan log
quarterly targets for operational is governed by frame to support AO to implement its
effective monitoring of its quarterly and yearly targets periodic targets.
objectives
Ensure annual plans are in place in a
related budget.
Provide monitoring and evaluation
tools.
Ensure staff have responsibility and
capacity to effectively gather, analyze
and present M&E data to BoD to
enable informed decision making
Inadequate Funding Need to ensure reliable funding Funding should be secured to support
strategy to implement the strategic prioritized and fully costed initiatives
plan within the Strategic Plan.
Public/community, private, and

charitable fundraising and resource
provision should be targeted in order
to achieve financial self-reliance
within the 5-years of the SP.
CHAPTER THREE
3 Stakeholder Analysis.
Stakeholder analysis assists in the identification of key partners both at field collaborator and other
relevant stakeholders and their expectations from the perspective of both the AO and the external
stakeholders. This ensures that varied interests are coordinated and reconciled for mutual benefit. This
analysis of the road map toward the implementation of this strategic plan is important because AO must
design strategies to ensure that the needs and requirements of key stakeholders are adequately
addressed. Stakeholder analysis is key to the identification of strategies to attain this strategic plan.
The analysis of AO key stakeholders is categorized in form of community, Government, Pastoral

Women’s council, ESS, International Donors, National and International NGOs. As show in Figure 1
bellow, the analysis provided an outline of key stakeholders. In order to cultivate fruitful partnerships,
the organization has mapped out the key stakeholders to continue to maintain and sustain healthy
relationships for funding, legal support and management, as well as to improve education for
pastoralists’ children and the development of pastoralists’ community in the Ngorongoro District.
AT will continue to review its operational programs based in respond to new emerging trends in the
expectations of its key stakeholders.
3.1. Stakeholder Analysis
3.1.1. Figure 1:
Community
Private Government
sector/NGOS
Aigwanak
Organization
Pastoralist
Donors/funders women's council
Emanyata
Secondary
school
The identified groups are key stakeholders who have aspirations towards an improved society, and
will be affected, either positively or negatively, by the work of AO in the next five years.
The stakeholders’ analysis is important to enable AO to design strategies to ensure that the needs
and requirements of key stakeholders are adequately addressed. The table below describes the
group and institutions’ expectations and interests in the work of AO.
3.2. Stake holder’s expectation.
3.2.1. Table 3:
Stakeholder Stakeholder expectations of AO AO expectations from Stakeholders
Community Collaboration and information sharing Sharing of information on issues that are
Support for the development achievement of of community public concern
the mandate Carry out influencing and advocacy on
issues of concern
Government Better and quality education assurance Reliable and enforceable education
Compliance with education policy and laws policy
Professional conduct and confidentiality of Collaboration on education enforcement
the Government issues for girls
Participation in social development and Support in executing our constitutional
consultative Government Meetings mandate
Private Collaboration and information sharing Support for scholarship

sector/NGOs Support for the development achievement of Contribute to targeted community
the mandate development
Donor/Funding Accountability in financial systems and Reliability in Long-term financial
Institution leadership. support
Timely and user-friendly audit financial Make timely recommendations for
reports action on reports
Timely, reliable, and projects reports for
decision making
Pastoral Women Continuous reports feedback on performance Participation in knowledge-sharing and
Council and improvements capacity building
Timely financial audit and narrative Participate in fundraising and guide on
reporting of the implementation the use of financial resources
ESS Collaboration and capacity building for Good education performance
school staff Accountability and reliable reporting

Support in the advancement of education Provisional and trained staff
Publicity of ESS educational report to the High levels of parental engagement
public Timely fees payment.
Compliance with DOE, NECTA and
other government agency regulations
3.3 SWOT Analysis
3.3.1 Table 4: AO SWOT
Strengths: Weaknesses
Recognition in managing ESS Limited capacity to respond to education demand
Government recognition as a leadership Inadequate capacity to influence societal and policy
Institution change
Community Recognition Lack of reliable financial systems and fundraising
Managing ESS from 1992 – 2022 strategy
Gendered Leadership Committees Weak system to influence pastoralists issue
Good and trusted governance by the community Limited human capacity (staff and board)
Rooted leadership from the community culture Weak monitoring system
No clear track records of AO in managing ESS
Weak management Institutions in managing ESS
Opportunity Threats
Increased support from community, Land & NRs use conflicts
Government and donors, Financial resources
Potential development partners in the district. Competitive interest between community and investors
National Education development policy Poor education infrastructure in the targeted community
Demand for education in a targeted community Unforeseen Natural Disasters – COVID, Droughts
Gender-based leadership (male and female) Instability of Social, political, and economic policies
Strong partners in supporting education
Local and Global awareness and debate on
climate adaptation
Motivated, proactive youth engagement in
leadership (via Alumni)
3.4 Organization Internal Analysis

Internal analysis within which AO operates is crucial to be reflected before concluding any strategies.
The organizational internal analysis is designed by looking at various elements in order to identify if
the organization is aligned toward achieving its objectives.
3.5 Organization Strategy

The AO strategies provide the organizational model of aligning resources and capabilities to
effectively pivot to address its goals on education, livelihoods transformation and climate change
adaptation, capacity development, and peacebuilding. The implementation of these goals relies on
funding from financing Institutions and local contributors.
3.6 Organization Structure.

The AO structure describes roles, responsibilities, communication flow, and accountability
relationships, including how the bords (BoT & BoD) and management interact. The day-to-day
operations are run by the secretariat which is headed by an Executive Director. The management
aligns themselves to focus on thematic areas within programs. The structure has defined operations
and decision-making processes, which are decentralized but coordinated by the Executive secretary.
3.7 Systems
The AO systems will provide the technical infrastructure that employees use on a day-to-day basis to
accomplish their aims and goals. AO has to put in place systems and standards that guide staff in the
implementation of their programs. The establishment of an M&E system, that supports the
generation of data for decision-making, will be a central system model to support the staff and the
board to make decisions about the progress and achievements of the organization as well as highlight
any issues or obstacles to achieving organizational goals and present analysis that supports
organizational learning.
There is a great need to develop the necessary management policies for human resources, finance,
procurement, safeguarding and communications among others. In order to maintain the
organization’s efficiency, an annual operational plan also needs to be prepared and published in
advance to guide quarterly implementation.
3.8 Culture
Maintaining the positive AO culture is considered significant to the success of the organization. A
spirit of comradeship is evident within AO leadership, with warm cordial relationships and mutual
respect existing among BoT and BoD members, community and with AO Management. The AO
encourages it all staff to participate in guiding the BoD toward informed decision-making and is
encourages collaboration from everyone. The AO encourages the teamwork between the board and
management, with rewards being based on tasks accomplished at the team rather than individual
levels.
3.9 Governance
The Constitution of AO sets out the arrangement of organizational governance, management structures,
and principles. It has defined the office bearers who are responsible for management and carrying out
field activities. The Organization has revised its Constitution from being a trust to a non-governmental
organization. This decision was approved by members at the Annual General Meeting (AGM). The
new overall governance structure of the AO is shown in Figure 2.
The AGM of AO is composed of all traditional leaders from the Sale and Loliondo divisions with 10
representatives from Ngorongoro Conservation Area. The composition of the general assembly is
composed of 1/3 of women leaders elected by the Women’s Rights and Leadership Forums (WRLF)
women in the Ngorongoro District. The supreme authority of the AO is the AGM which is held yearly
at an appropriate location. The AGM is also responsible to elect the BoD members after a term of three
years, while the officers are elected by the BoD.
The BoD supervises the management of AO from the implementation of AO annual operation plan
under the supervisory of the Executive Director. Bord of Director shall provide the highest level of
advice in resource mobilization and fundraising to AO. The BoD meets 4 times per year and regular
records of meetings are kept. Members of the BoD report to the AGM, as required by the Constitution.
The BoD shall be responsible for managing the affairs of the Association in conformity with the
Constitution and By-Laws.
3.10 AT - Organizational Structure
AGM
Board of Trustees
Board of Director
Executive Director
program manager
Emanyata Sec. School
Community Dev.
Education manager Financial Manager M & E manager
manager
Field officers
Field Officers Administration
Community
3.11 Board of Trustees

The BoT reports to the Annual General Meeting (AGM). The BoT is responsible for ownership of
the AO property and assets, and disposal thereof in the event of dissolution of AO, as articulated in
the constitution. Members of the BoT shall convene an annual meeting each year before the AGM in
which the BoD provides its annual report.
CHAPTER FOUR
4. Strategic Direction
4.1 Philosophy
The AO evolving philosophy is evident from the initial thinking of its founder the late Lazaro
Sayalel Parkipuny, that the pastoralists Maasai people in Ngorongoro District have a control of their
destiny through a realistic and quality education that promotes their livelihoods and environment,
while maintaining their cultural identity and improves their lives. This will be attained by enabling
the Maasai people, especially youth and the younger generation, to fill the education gap and
develop shared talents to support their community. This passion led to the creation of ESS with the
Pastoral Resource Management Center (PRMC) as an observatory for enhancing research,
documentation, and dissemination of information that provides solutions for the plight of vulnerable
pastoralists Maasai people. Advancing education for the pastoralists young generation will continue
to be vision of AO.
4.2 Vision statement

AO envisages a society without poverty and social injustice in which every individual enjoys the
right to live with dignity
4.3 Mission statement

To facilitate social transformation and a responsive environment for poverty reduction, social
justice, and a well-educated and learned society by mobilizing the local pastoralist communities
towards sustainable development.
4.4 AT Theory of Change

If the young generation acquired quality education that is suitable for their context, and if a positive
cultural identity and better social services are attained, and if the pastoralists Maasai people live in
peace, participate in their own development by applying appropriate skills and knowledge, then
there will be an empowered society living with dignity, which is the AO vision.
4.5 Core Values

AT works in partnership with local pastoralists communities, local & central Government, and
development partners through a participatory and responsive approach. AO interventions mainly
focus on achievements in program areas including Education, Socio-Economic Leadership,
Peacebuilding, and influencing. AO puts the community at the center as the driver of its activities.
AO believes that only through strong and empowered communities that significant well-being
development can be attained. AO is therefore committed to key values to enhance its philosophy
and drive organizational growth.
a. Excellence in Performance: AO works to ensure that its objectives and the projects
implementation guarantees for quality, effective and efficient. They are results-oriented and gender
equitable.
b. Partnership: AO works respectfully in collaboration with the government, community, ESS Board,
as well as private sector, and donors. The partnership brings together a unique collaborative
relationship toward achieving the desired goals.
c. Teamwork: AO Boards and staff work proactively on the basis of mutual respect and
accountability, dialogue, and collaboration. In our work, we seek to understand the views and ideas
of others, as well as to recognize the positive contributions of each person, so as to build strong
relationships within and beyond AO.
d. Integrity: AO consistently works in a spirit of mutual trust, honesty, transparency, and

accountability.
e. Open communications: AO is committed to sharing information in a respectful and reciprocal
manner to provide informed and consultative decision-making in our operations.
f. Diversity: AO pursues to have a workforce that reflects inclusiveness and is diverse by race, gender
and geography.
4.6 Value Proposition

Combined male and women leadership Institutions form a leverage for AO to articulate its vision
and work within a patriarchal pastoralist society. The power of customary leadership that is
entrusted by the society to individual leaders to work beyond borders has proven strong
accountability to provide peace and harmony within social spectrums.
4.7 Goal, Strategy, Objectives and Results

In the next five years, AO will focus more on the facilitation of the transformative process of the
pastoralists by supporting the identified thematic areas to reach its mission and vision. This
Strategic Plan consists of four goals to deliver the vision and its purpose. The Goals were driven
base on the situational analysis and a scan of AO’s internal and external environment, and is
grounded by the realization of the important role that AO would play in achieving its Vision of
2027.
4.8 The Goals and Mandate

These are spelled out in the AO constitution:
Goal One: Improved education outcomes among the youth (girls and boys) in Ngorongoro
Goal Two: Improved pastoralists’ livelihoods transformation and livestock productivity.
Goal Three: Enhance AO internal capacity and systems to achieve its mandate
Goal Four: Improve environmental protection and climate change adaptation in Ngorongoro
district.
These Goals are broken down into strategies, objectives, and activities. Activities define the tasks
that will be implemented during the current strategic planning cycle. The operational plan spells out
the time frames, responsibilities, and resource requirements based on yearly operational budgets
planned and approved by the BoD to allow the smooth implementation of each activity. The
description of each thematic goal and strategy are explained as shown below :-
Goal 1:
Improve education outcomes among the youth (girls and boys) in Ngorongoro District.
AO acknowledges that a quality education provides the pastoralist community with better living
conditions at all levels, and with relevant knowledge, competencies, skills, and abilities to enhance
personal well-being and enable young learners to become active workers and professionals to
support their pastoralist community.
AO implements justifiable measures to enhance the pastoralist school learning environment at

primary and secondary levels while addressing internal and external factors that negatively impact
school enrolment and the motivation and ability of the teacher to provide effective learning.
The learning environment of the Pastoralist schools in different villages have suffered a long period
of neglect. Most of the available schools in pastoralists areas have situated far from the settlement,
at the same times, they have is inadequate infrastructure and little provision of basic services like
water, heath and sanitation, classrooms, hostels and limited food for children in boarding or day
schools. This leads to high dropout rates and a poor performance and poor learning environment for
pastoralist children.
In regards of this, the Government of Tanzania for the last decades gave a special attention to the
school development program by establishing Ward Education Program (Shule za Kata). This has a
positive effect to pastoralists’ community because it has reduced the need for boarding schools in
pastoralists villages, while sometimes reduced the long-distances covered by children to go to
schools. The Ward education program has resulted the establishment of secondary schools in every
ward across the pastoralists’ villages in the targeted district.
However, schools are in high demand to get enough students from pastoralist community,
especially girls, who are less receiving enrollment to nursery and primary schools. The Government
education policy requires all the children to go to school, but the pastoralists families still don’t
send their children to school mostly girls. The Maasai daughters still missing education opportunity
due to Maasai cultural values and norms that holds girls as a property for dowry.
The role of AO is to ensure that the Maasai children are effectively benefits and gained from the
available education opportunities, while AO is deemed to providing more opportunity for Maasai
children by rooting education mechanisms into community setting. The nursery schools set a
foundation for primary schools, while primary school provided a foundation for secondary schools
as well to the educational journey to universities. AO will therefore follow these principles as a
foundation to enhance education journey for all Maasai children from the targeted district.
Through this strategic plan AO has planned to explore different opportunities to enhance education
within the pastoralist community. AO shall promote an educational learning environment,
particularly by considering community participation in managing schools and promoting teacher
motivation, especially in a rural environment with significant lifestyle hardships.
AO will work with the community to ensure child protection, by addressing negative cultural
norms, while manage and maintain the young generation to enjoy learning and obtaining quality
education for good qualifications. In order to achieve educational outcomes, AO has identified
various strategic objectives as explained below.
Strategy 1.1 Create educational awareness among pastoralists communities
The AO works to bring deep education awareness to the pastoralists community by targeting the
general public. The key role of AO is to work with the public, parents and guardians to support
education for their children and change negative cultural values and norms that undermined the
rights to education. Through social norms the negative perceptions and attitudes of education
specifically for girls will be effectively addressed. Many parents, particularly fathers, do not support
their daughters to go to school. Apart from parents’ awareness AO also supports children in
collaboration with teachers in schools, by offering scholarships, mentoring, guiding and counseling
sessions. Pastoralists schools through teachers need to begin counseling programs for those
children who are in need. The awareness-raising and student counseling programs will give a
chance to students to take an active role in their community as well as create mutual collaboration
between parents and students. The awareness strategy enables the pastoralist Maasai people to build
nursery schools at sub-villages to enable the youngest children to successfully start elementary
schools at the age of 4 – to five years old.
Strategy 1.2 Increase the enrollment, retention and education standard at ESS
The overall success of the ESS depends on the recruitment of students from primary school who
performed well and are qualified to be selected to join secondary schools. Cultural values have
been a major obstacle to school enrollment at the primary and secondary school levels. Culture has
ranked as the highest factor that hindered education in the past and is still a major factor for many
parents today. A cultural stereotype on girl education was seen and would be an obstacle that ruin
the Maasai to advance education for their children. The Maasai are very proud of their unique
culture and preserve it, which would be a huge change for the young generation to attain education
if nothing will be done to intervene towards a new change. Therefore, AO will work to bring
systemic cultural change to integrate formal education into cultural setting.
GOAL 2: Improved pastoralists’ livelihood opportunities and livestock productivity
The pastoralist’s community livelihoods are centered on livestock keeping and other nature-based
activities. In the need to strengthen and improve the standard of living conditions of the Pastoralist
families, AO have to deploy rights skills and knowledge to enable community members to benefit
from livestock and nature-based resources. The capacity of the pastoralists Maasai, particularly
youth and women, to develop and use entrepreneurial skills, is essential to building a better and
sustainable life. The skills in livestock health, productivity, and markets play a major role in the
pastoralist’s economic development in the Ngorongoro District. The heart of pastoralist economics
is determined by a sustainable and well-managed rangeland, with wise and proper management of
communal grassland and other natural resources. AO have a major role to establish community
protocols to manage and use the rangeland. To benefit from well-managed rangelands, livestock
productivity, and markets, AO will explore opportunities to link communities with external markets
and organize into business groups.
Strategy 2.1: Revive traditional leadership structures.
This strategy implies the coordination aspect of the traditional leaders across the district or
specifically the Loliondo and Sale divisions. The AO will take the role of bringing traditional
leadership at the level of general assemblies to influence issues around the future of grassland
management, coordinating the pastoralist’s future development, bridging the networking and
solidarity gaps between the pastoralist’s community and the Government, and building partnership
with donors’ and community on appropriate investment on pastoralists communal land. AO will
address the gender-biased traditional leadership platform that will ensure strong women’s
participation in the decision-making process. The gender aspect will be reflected in the AO
leadership structure and composition. The AO will define and refine the leadership distribution in
terms of reshaping the customary leadership policy.
Strategy 2.2: Support pastoralist’s awareness and establish tools and plan for climate change
adaptation
The sustainable interaction between the pastoralists Maasai with the environment is currently at
risk. The social grassland structures were normally set based on environmental context, which
defined the settlement arrangement, land use plan, water resources allocation, and traditional rituals.
Due to climate variability, the livelihoods of the Maasai pastoralist are in danger, and the climatic
effects have overwhelmed the traditional adaptation strategies that were in place. The adaptative
livelihoods strategies, while strengthening the pastoralist environmentally friendly lifestyle. AO
will work to build strong interaction between grassland management and social livelihoods, while
mainstreaming nature-based enterprises to women and youth. The AO through a traditional
leadership structure will facilitate nature-based investment in grasslands such as tourism, and
carbon offset sales. The AO main role here is to facilitate dialog and understanding and ensure that
the community is strongly coordinated to be able to engage in this business by promoting social
solidarity toward communal land investment.
Goal 3: Enhance AO internal capacity and systems to achieve its mandate
The organization’s capacity building involves training BoT and BoD members, staff, and members
of traditional leadership on the roles played by AO as well as strengthening the networks and other
enablers at both community and organizational levels. When Boards, staff, members, and traditional
leadership are empowered and improve their skills, knowledge and capabilities to be able to
mobilize local communities to support AO and its constituency to achieve the desired goal through
the planned objectives. The AO will ensure that their effectives policy and systems that provides a
proper alignment of human resource capacity, the cultural context, organizational structure, and
governance towards smooth implementation of this strategic plan. AO as a part of its internal
capacity development will ensure proper utilization of institutional resources through the review
and upgrading of policy, tools, systems, and procures, while upgrading the communication systems.
Strategy 3.1 Strengthen institutional structure and policy

The Institutional structure plays an important role in the delivery of the strategic commitment of the
organization. AO reviewed its constitution and developed a new organizational structure that will
be used to enhance this strategic plan. The new AO structure has incorporated wider leadership and
governance from the traditional leadership. It aims at bringing team-based governance on strategic
goals and purposes of AO. The agreed structure and policy are formulated to enable AO to focus on
delivering on its goals and strategic objectives.
Strategy 3.2 Increase financial and physical resources

The major sources of revenue for AO is coming from community-based fundraising (Harambee)
and from donor communities. AO will establish a fundraising strategy to increase financial
resources for the implementation of the new fully-costed strategic plan, which will be approved by
the Board. The establishment of an AO office in Loliondo, with facilities and equipment, is crucial
for the expansion and growth of AO to address this strategic plan.
Goal 4 Improve environmental protection and climate change adaptation in Ngorongoro

district.
Pastoralist climate resilience and adaptation refers as an adjustments made in social or economic
systems to respond to the actual or expected climate effects. The pastoralists require the adaptive
capacity to cope with the impacts of climate uncertainty, variability and change. To be able to
maintain sustainable livelihoods and grassland management the pastoralists need to engage on
issues on rangeland and other natural resource management, socio-economic diversification,
livestock production, and improve technological capabilities. Mostly the pastoralist adaptations to
climate variability involve socio-cultural changes in management. Generally, pastoralists apply
reactive responses to climate events such as drought, rather than being pro-active and getting
prepared early before the harm occurs.
To enable AO to sustainably enhance climate adaptation, the public must be prepared through
training for awareness and outreach education programs. AO will establish internal systems that are
community rooted and driven by local Institutions. The role of traditional leadership is crucial here
to enhance land use governance as well as providing guardians on land management and use.
The internal and external land use pressures have been mounting among grassland users which
contribute to conflicts and the breakdown of human security, local livelihoods, and cultural
practices, which in total affected social stability to cope with climate change.AT through traditional
leadership should work to promote peace and bring people together from various Maasai sections
and land users to create holistic management of the rangelands. Under the implementation of this
strategic plan AO will continue to work to form and strengthen drought contingency plans to ensure
droughts effects are minimized among pastoralist society.
Strategy 4.1. Strengthening local Institutions’ capacity to enhance solidarity for climate
adaptation
AT will focus on establishing and strengthening local Institutions within formal and traditional
structures, that are responsible for rangeland management and conflicts resolutions. The climate
adaptation mechanism will be approached in a broad spectrum by ensuring that the Government at
the district level is supporting the responsible Institutions and give a legal protection.
AT will pursue holistic rangeland management to ensure for sustainable management the rangeland.
The Holistic rangeland will be done across the Maasai based for (Purko, Loita, Laitayok, Kisongo,
and Salei) while linking this initiative to the Batemi/Sonjo community who shares the same land
use politics, as well as being the neighboring community in the targeted villages. AO will work to
ensure that broader land use platforms are established to enforce the agreed plans in managing
rangeland.
Strategy 4.2. Promoting General Management plan for nature based livelihoods.
Indigenous pastoralists’ Maasai community need a predictable and appropriate financial support to
address climate change adaptation challenges. However, the Tanzania country and the international
community have not been able to allocate and make enough financial resources to support
community mechanisms in climate adaptation. Thus, AO will collaborate with Government, local
community and international carbon proponents to promote Biodiversity Stewardship in the
grassland environments of the targeted villages. This is to ensure that the local community is able to
integrate both biological and cultural diversity and continue to prove that Indigenous livelihood and
stewardship practices improve ecological health and biodiversity while benefiting from carbon
capturing and the tourism sector.
4.9 Strategic Objectives

Strategic objectives are what an organization commits itself to accomplish in the long term. They
are the continuous actions for improvement to assist the organization to determine its performance
levels, based on its priority Goals. The strategic objectives are components of strategy; they shape
actions that must be performed to achieve strategic results. The formulation of AO’s strategic
objectives was carefully thought out to ensure they meet the following criteria.
1. Describes the approach that AO will use to achieve Strategic Results and meet its Mission;
2. Describes AO direction for five years into the future;
3. Considers the organization's mission, vision, strengths & weaknesses.
4. Describes results-based activities that enhance continual improvement
5. Are specific, measurable, attainable, relevant and time-bound (SMART)
a. Strategic Objectives
Table 5:
Goals Strategy Strategic Objective
Goal 1: Improve education Strategy1.1 Create SO1: By end of year 3 of the SP,
outcomes among the youth (girls educational awareness ensure 80% of community
and boys) in Ngorongoro District among pastoralists members within Ngorongoro
communities District understand the benefits of
Strategy 1.2 Increase the education and the impact it could
enrollment, retention and have on their and their children’s
education standard at ESS future prosperity.
SO2: By the end of year five 60%

of students are enrolled, to
nursery, primary schools and
ESS.
SO3: By the end of year 5, the

community in targeted villages
will have established five nursery

schools.
SO3: By the end of year 5, ESS

will have had five Alumni annual
summit sessions for building
future education opportunities for
pastoralists youth.
Goal 2: Improved pastoralists’ Strategy 2.1 Revive the SO1: By the end of year 5, the 6
livelihoods transformation and traditional leadership pastoralist’s socio-economic
climate adaptation. structures and systems in development group established by
managing natural resources promoting livestock production
(grassland, forests and and marketing
water sources).
SO2:By the end of year five, a
combined districts traditional
Strategy 2.2 Support
leadership structures and systems
pastoralist’s awareness and
in managing natural resources and
establish socio-economic
gender equality is strengthened.
strategies and social-
solidarity
SO3: By the end of year 5, the
targeted community will have
established and promote livestock
production and micro-finance
groups to enhance
entrepreneurship schemes.
Goal 3: Enhance AO internal
1. Strategy 3.1 Strengthen 3. SO1: By end of year 2, AO will
capacity and systems to achieve its Institutional Structure and have established organization
mandate policy capacity on policies and systems
2.
4. SO2: By the end of year 2, AO
Strategy 3.2Increase
will have established financial
financial and physical
fundraising strategies and acquired
Resources.
physical Resources (Offices).
Goal 4: Improve environmental Strategy 4.1. Awareness- SO1: By the end of year 4,
protection and creation in environmental environmental destruction will
climate change adaptation to conservation among the have reduced by 80%, within
enhance rangeland, biodiversity and targeted community in targeted rangeland areas of
livelihoods. Loliondo and Sale division. Ngorongoro district.
Strategy4.2Establish a SO2: By the end of year 5, the

General Manage Plan climate adaption mechanisms and
(GMP) for the grazing systems will be implemented by
rangeland management in 70% of the Maasai pastoralists
the targeted villages of community of Ngorongoro
Ngorongoro district. district.
b. Strategic Results
Strategic results are the desired outcomes for the main focus areas of the organization and are
derived from strategic Goals. The focus is on the end state and taken together, the set of Strategic
Results would typically translate into success in achieving the mission. In this strategic plan AO
will therefore be working to achieve the following end results:
a) Improved education outcomes among the youth in the targeted pastoralists community
b) Increased numbers of secured livelihoods for pastoralist families in the targeted villages.
c) AT established a strong institutional capacity to deliver its vision and mission
d) Improved peace and solidarity among rangeland users in the targeted communities
CHAPTER FIVE
5 COORDINATION FOR IMPLEMENTATION FRAMEWORK

5.1 Introduction
This chapter provides the coordination and implementation approach, including internal
coordination in terms of leadership and Governance. The Monitoring, Evaluation, and Learning
(MEL) framework for the implementation of the Strategic Plan will require a systematic and
continuous process for collecting and analyzing information based on the indicators and targets of
the prioritized projects. The main objective of monitoring is to provide management with consistent
feedback on the results from the implementation process of the field activities. The monitoring will
provide the attained results and ensure for data required to evaluate the progress of the fieldwork.
Continuous monitoring will inform the internal and external evaluations of the organization’s
programming by assessing the relevance, efficiency, effectiveness, impact, and sustainability of the
operations. The monitoring and evaluation will provide the documentation of the lessons learned
and determine the modifications of any needed change of the strategic results frameworks.
Both internal and external evaluation assessments will look at what has been achieved alongside the
prioritized targets. The evaluations will be guided by the Strategic Plan, in terms of yearly
operational plans and intended activities. The progress and performance measures are judged on the
result-based activities under each specific objective that has been identified and management will
monitor and evaluate to develop the learning from the implementation process.
5.2 Service provision

AO has set up a structure that defines internal coordination, communication, management, and
governance. These, in turn, support internal control systems to enable the organization to align to
the strategic goals and enhance the smooth implementation of the programmatic areas. The main
program and thematic areas for AO fall in four key service categories: Advancing education
opportunities including strengthening ESS; promote pastoralists’ livelihoods, strengthening AO
capacity and enhance climate resilience.
a. The Education service category is further subdivided into community education awareness,
transformation of the social systems on education, and supporting the recruitment of students to
ESS. This is headed by the Education Department under the Education Officer. The education
department will link and collaborate with its partner Institution ESS, via the ESS administration,
board or directors, and school manager.
b. The social livelihood category headed by the Department of Community Development and
Climate Change is divided into socio-economic, climate-smart adaptation, and peacebuilding.
This department is headed by a professional community development or environmental

specialist.
c. The Administration Department perform the central role and functions for the organization the
to perform the following specific roles; planning, organizing, signing of duties, directing for
resources use and controlling the internal systems and policy to aligned with operational plan of
the organization. AO will integrate the component of capacity building into this department,
where by the necessary capacity for the organization is mainstreamed here.
5.3 Human Resource Analysis

The organization’s HR and the current staff form a crucial component of the organization’s
development. The AO aim is to ensure HRs are adequate for the smooth implementation of the
Strategic Plan period, and to fill any likely gap for the needed staff in a timely manner. The
recruitment of staff will support timely and quality delivery of services to meet the goals of the
organization. Recruitment of capable HR will bridge the organization’s skills and capacity gaps. It
is critical that staff performance appraisals are completed annually to ensure optimal staff and team
performance levels.
5.4 Monitoring, Evaluation, and Learning (MEL)

AT will have various levels of MEL, which include continuing monthly reporting of field activities,
quarterly program review meetings, and biannual mid-term project review or internal evaluation.
The implementation of quarterly monitoring of the fieldwork shall be closely monitored to ensure
the alignment of financial resources and planned activities is achieved. The monitoring process will
assist in determining whether the implementation is on course and establish the need for any
amendments or course corrections in light of the findings. Monitoring, follow-up, and control
systems will be established at all levels. These will include the collection and analysis of data,
progress reports, review meetings and reports, budgetary control and performance systems, and
reports from special committees/ consultants. Quarterly Board review meetings will be held to
receive and review progress reports by the management, indicating overall progress made on the
action plan based on the strategic objectives. The continued MEL will determine and guide toward
the level of achievement of the operational plan. The review of the action plan will inform both the
mid-term and end evaluation of the strategic plan. A result-based matrix will be used to guide the
MEL framework as explained in the next chapter.
Both monitoring and evaluation methodologies center on the involvement of the concerned
management (field staff) and responsible governance (BoT and Board of Directors) respectively.
These are the core institutions that implement and oversee the progress of the organization’s
operation and growth. The MEL process measures the actual level of performance against set
targets and establishes gaps or variances if any, that will be taken forward for adjustment and for
appropriate remedial measures where necessary.
5.5 Strategic Risk Analysis

AT has identified risk factors that may hinder the implementation of the strategic plan. The risk
analysis and management were reflected to reduce the likely surprises to occur while the execution
of the strategy is underway. Future risks are never predicted with confidence, AO had described a
simple disciplined process to contemplate the uncertainties to minimize the occurrence and impact
of the risks. This process will improve the chances of the successful execution of the strategy.
The following were identified as the key risk:
a. Failure to attain quality education.
b. Inadequate Funding
c. Interference from local politics
d. Limited support for girls’ education from parents
e. Changes in Government land investment policy & laws
f. Occurrence of Natural calamities (climate changes/droughts)
5.5.1 Risk management
Table 6:
RISK FACTOR LIKELIHOOD IMPACT MITIGATION

Failure to attain quality education. High High  Strongly addressing cultural values
and practices.
 Ensure quality education programs
enhance for marginalized pastoralist
children, including scholarships
 Strengthen the education capacity of
ESS
Inadequate Funding High High  Fundraising strategies for financial
resources mobilization
Interference from local politics Medium High  Ensure onset rules and regulations for
all the operation
Limited support for girls’ Medium Medium  Strong community engagement in
education from parents awareness raising
 Girls’ scholarship program
Changes in land investment policy Medium High  Pro-active engagement advocacy
Natural calamities/droughts High High  Adherence to mitigation and
adaptation as emergence response
Financial Fraud or errors Medium High  Ensure proper financial control
systems
 Diverse approval of financial
payment
Annexes
Annex 1: Logical Framework for Strategic Plan Implementation
Goal 2. Improved pastoralists’ livestock-based economic and climate change adaptation
Strategic Result Increased numbers of secured livelihoods for pastoralist families in the targeted
villages.
Strategy/Strategic Indicators Who Activities Target Responsibility Resource

Objective (Tsh
1. Support 1. To establish and 8 livestock
pastoralist’s socio- strengthen the entrepreneurs
economic growth livestock ’ Groups
by promoting entrepreneurs’
livestock Groups in targeted
production and villages
marketing 2. To facilitate a Butchers/
baseline survey on
livestock market
information in
Arusha Region
3. To establish
business contracts
with livestock
buyers and
producers
4. Revive the 1. Establish a
traditional customary
leadership leadership ward
structures and platform to
systems in manage grassland
managing 2. To facilitate
grassland. empowerment
training for
customary
leadership in
managing
grassland
6. Promote 1. Establish HRM in
livestock grassing block in
production and 8 wards for
climate adaption livestock
fattening.
2. To provide
reliable water to
the identified
grassland for
fattening
3. Training
community in
climate adaptation
4. Establish drought
contingency plans
Total
Thematic Goal 3. Enhance AO internal capacity and systems to achieve its mandate
Strategic Result AO established a strong institutional capacity to deliver its vision and mission
Strategy/Strategic Indicators Who Activities Target Responsibilit Resource

Objective y
(Tsh
5. 1. Strengthen AO -# Number of AT 1. To establish

Institutional capacity on operating governing policies
policies and and systems on
policy, and systems systems. HR, Child,

Communication,
-# strong
NES, finance,
organization
procurement,
capacity
fundraising, and M
&E
2. To establish and
strengthen AO
governing
Institutions
(Trustees, Board
and GA)
Total
Goal 4: Improve environmental protection and climate change adaptation to enhance

rangeland, biodiversity, and livelihoods.
Strategic Result Climate mitigation and adaption tools and systems are established to promote
biodiversity and secured livelihoods for pastoralist families in the targeted villages.
Strategy/Strategic Indicators Who Activities Target Respons Reso

objectives ibility urce
(Tsh)
1. Resolve -# Number Customary 1. To resolve conflict 60 individual

ethnic and land use of customary leaders among the Maasai leaders in 12
conflicts to enhance leaders (male and tribes on the use of wards
peace and social reached Female resources for villages
solidarity among -#Number of peace-making in
rangelands users. grassland the targeted
committees society.
formed 2. Establishing and 15 villages
-# Number strengthening
of customary conflict resolution
training bodies and
sessions per protocols for peace-
year making in the
targeted
community.
3. To facilitate 12 districts
pastoralists’ cross-
wards leadership
meetings to create
grassland networks
4. To strengthen -# Number 1. To train customary 60 individual
local Institutions to of leadership in leaders
manage rangelands influencing advocacy and (women and
training influencing in the men)
sessions targeted
# Number of constituency.
Government 2. To establish a 4 Ministries
meetings National
conducted Engagement
# A National Strategy on
Engagement grassland and
advocacy customary roles and
strategy laws.
3. To facilitate the Tanzania
National advocacy Pastoralist
and influencing Parliamentar
meeting by y Group
engaging with
T.P.P.G.
Total

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AO strategic plan for 2023 -2027

2.1 CONTEXTUAL ANALYSIS................................................................................................................................................. 9

3.1. STAKEHOLDER ANALYSIS............................................................................................................................................. 18

5 COORDINATION FOR IMPLEMENTATION FRAMEWORK...............................................................................37

GNI Gross National Income

Chief Kashanga Ole Pusalet

Chairman of Aigwanak Organization

Place: Arusha Date January, 15th 2023

1.3 The Mandate and Objectives of AO

1.4 Purpose of Developing AO 2023 – 2027 Strategic Plan

1.5 The Process of Developing the Strategic Plan

1.6 Planning Assumptions

2.1 Contextual Analysis

2.2 Social and Cultural Values

2.3 Socio-Economic Development

In order to address socio-economic empowerment and sustaining livestock production, AO will

2.4 Land and Environmental

2.5 Review of AO Operational plan for 2018-2022

2.6 Review of AO operational plan for 2018 to 2022.

meetings of Governance. greater capacity to engage in

GOAL 2 KEY ACHIEVEMENTS KEY CHALLENGES

registration policy audited financial and narrative

2.7 Lessons Learnt

Increase AO Board capacity to make

Public/community, private, and

The analysis of AO key stakeholders is categorized in form of community, Government, Pastoral

3.1. Stakeholder Analysis

3.2. Stake holder’s expectation.

Private Collaboration and information sharing Support for scholarship

school staff Accountability and reliable reporting

3.3 SWOT Analysis

3.3.1 Table 4: AO SWOT

3.4 Organization Internal Analysis

3.5 Organization Strategy

3.6 Organization Structure.

3.10 AT - Organizational Structure

Emanyata Sec. School

3.11 Board of Trustees

4.2 Vision statement

4.3 Mission statement

4.4 AT Theory of Change

4.5 Core Values

d. Integrity: AO consistently works in a spirit of mutual trust, honesty, transparency, and

4.6 Value Proposition

4.7 Goal, Strategy, Objectives and Results

4.8 The Goals and Mandate

AO implements justifiable measures to enhance the pastoralist school learning environment at

Strategy 1.1 Create educational awareness among pastoralists communities

GOAL 2: Improved pastoralists’ livelihood opportunities and livestock productivity

Strategy 2.1: Revive traditional leadership structures.

Goal 3: Enhance AO internal capacity and systems to achieve its mandate

Strategy 3.1 Strengthen institutional structure and policy

Strategy 3.2 Increase financial and physical resources

Goal 4 Improve environmental protection and climate change adaptation in Ngorongoro

4.9 Strategic Objectives

SO2: By the end of year five 60%

SO3: By the end of year 5, the