RESOURCES PROJECT PARTNERS

Welcome!

In our country one of a big problem is poverty and disparity.  Poverty and disparity yokes are broad main in childhood, young people, women and elders. This are experienced community to access to: Electricity; Education; Health; Nutrition; Employment Opportunity and other services while all of these are universally recognized and accepted as a human right. The fulfillment of this right is a challenge to many governments, in spite of the numerous local, regional, continental and international commitments towards this end. Here  some causes of these challenges are high number of dependants, lack of community property/resources security and missing of infrastructure development, inadequate forum for Private Sector, NGOs and Community Based Organizations (CBOs) to work together to identify community issues and refine processes for collaboration to supply to beneficiaries accessible, reliable, sustainable, and affordable services.

Community Social and Environmental challenges

Wildlife Management

Illegal hunting has been identified through scientific research as a primary cause of significant wildlife declines in Tanzania and is now an issue requiring high priority action.

Tanzania rangelands are a stronghold for biodiversity harboring a variety of animal and plant species of economic, ecological and socio-cultural importance. Efforts to protect these resources against destruction and loss have involved, among other things, setting aside some tracks of land as protected areas in the form of national parks, nature reserves, game reserves, game controlled and wildlife management areas. However, these areas and adjacent lands have long been subjected to a number of emerging issues and challenges, which complicate their management, thus putting the resources at risk of over exploitation and extinction. These issues and challenges include, among other things, government policies, failure of conservation (as a form of land use) to compete effectively with alternative land uses, habitat degradation and blockage of wildlife corridors, overexploitation and illegal resource extraction, wildfires, human population growth, poverty, HIV/AIDS pandemic and human-wildlife conflicts.

Another factor driving the problem is limited collaboration among stakeholders to address the bushmeat issue. In Katavi eco-system, One of our studies found that key stakeholder organizations interviewed participate in addressing bushmeat trade through a number of pathways including: law enforcement (25.6%), infrastructure development inside protected areas (20.9%), support of policy formation (11.6%), research – community based conservation and capacity building (9.3%), and coordination with wildlife exporters/hunters and government (4.7%). Despite its importance as a key factor in addressing the bushmeat trade, none focused on protein or income alternatives for local communities.

Power supply

The Tanzania is one of African continent that stands at a moment of unprecedented opportunity and has the potential to become one of the world’s next great economic success stories.  African exports continue to increase, particularly within the continent, while foreign direct investment (FDI) has been growing at a compound rate of about 20 percent since 2007.   However, a major constraint to continued economic growth and investment – as well as improvements in agriculture, education, health, and other public services – is an insufficient supply of, and access to, reliable, sustainable, and affordable electricity. 

This refers to power generation which is increasingly becoming a challenge for many developing countries as well as under-developing. As the economies of these countries grow, often times it is found that investment into power supply is not directly linked to the growth of the economies. As a result, in most cases, these economies end up suffering tremendous power outages or shortages due to inadequate supply of power to support the growing economies.

The trend of most Governments in these emerging economies usually seem to be more of reactive in nature as opposed to anticipatory or pre-emptive in dealing with power generation as well as other infrastructural areas. This phenomenon has become a norm in these economies and the effects have tremendous negative impact to the productivity of the economic sectors and hinder development progress.

The current situation on environment issues of energy generation show a shortage of 900 MW that Tanzania needs. This challenge currently is not quite the real problem of electricity shortage in Tanzania. Rather, the real problem of electricity shortage is that only 10 percent of the 45 million people in the country currently have access to electricity. Only 40% of the people living in urban areas and one percent of those in rural areas have electricity. It means that Tanzanians can do themselves service if they continue to address shortages of electricity even after the government manages to provide the 900 MW required currently.

The Power Africa Presidential Imitative

During his 2013 mid-year trip to Sub-Saharan Africa (SSA), President Obama launched the Power Africa and Trade Africa Initiatives as a new U.S. government (USG) effort to support economic growth and development in SSA.  Power Africa is a whole-of-government effort – involving the U.S. Agency for International Development (USAID), the Overseas Private Investment Corporation (OPIC), the U.S. Export-Import Bank (Ex-Im), the Millennium Challenge Corporation (MCC), the U.S. Trade and Development Agency (USTDA), the U.S. African Development Foundation, the Department of State, the Department of Agriculture, the Department of Commerce, the Department of Energy, the Department of Defense, the Department of Treasury, and other USG entities, to increase the supply of, and access to, reliable, affordable, and, when possible, lower carbon emissions, power in SSA.  Power Africa will focus on an initial set of six priority partner countries, comprising Ethiopia, Ghana, Kenya, Liberia, Nigeria, and Tanzania, but may expand to other countries at a later date.

Overall Objective

This Concept Objective outlines aimed to launch a Private sector alliance in dealing with the three main areas of the energy solution: production, storage and distribution for rural community in Tanzania under the Global Development Alliance Annual Program Statement (GDA APS)

This will contribute to Light Dream organization and Donor partners four objective initials

1. Help Local Communities for  Education Quality Improvement, Nutrition ( food security) and health;
2.  A Channel For Inspiring Fineness Resources Management means of Awareness Campaign And Teamwork Among Stakeholders For Biodiversity Conservation.
3. An education on clear implementation Partnership of Power Generation, Storage, Transmission, Or Distribution Projects To Improve The Community Economic Lifestyle
4. Industrial Innovative Energy Technologies for Increasing Cross-Border Electricity and Energy Trade Supply.

The Private sector entities are facing many inevitable community problems which automatically bring high demand in both: financial and intellectual capability in providing goods and services to his beneficiaries. To curb this, LiDO play the role of the accountability and transparent; work hard for environment studies; and engage Community, Donors, Grantors  Agencies, specialists  and investors for supporting formation of the Alliance.

As well as early-stage project developers often lack key skills and capacity to move projects forward, the financial resources needed to close technical gaps, the management resources needed to negotiate PPAs, and the legal resources to complete projects documentation.  Partnerships and alliances formed under the GDA APS Addendum may be one way to address this problem.  Working in collaboration with other donors and other USG agencies and programs, alliance building will be one possible way to develop and bring small-scale projects to closure during and well beyond the life of these operations.

 The alliance partnership core involvements are needed on:

1. Collaboration in establishing annual work objectives and approval of an annual work plan for Energy Rural Supply and Formal domestic protein harvest system.
2. Collaboration in assessing progress and identifying issues that arise, which may impact the success of the Energy Rural Supply and formal domestic protein harvest system.
3. Collaboration in determining corrective actions, where necessary.
4. Approval of key personnel and any subsequent changes in the positions during the life of the programmes.
5. Establishment of a monitoring and evaluation system of the production capacity, storage capacity and distribution ability for reaching alliance goals.

 Defining and Representing the Community

The mission Light Dream Organization (LiDO) of Tanzania  is to rally round the people through sustainable development programs addressing improvement, adequate financial resources; justice, ensure dignity and rights, and promote strategies that attend to human needs; especially these of Children; Youths; Women and elders.  The organization builds upon existing long-term partnerships between the Private Sector Of Tanzania to reach; Education Quality Improvement; Increased Employment Opportunity; Natural resources Conservation and Power Africa initiatives. 

The most sustainable and successful GDAs are grounded at the intersection between a business’s core interests and one or more of USAID’s development objectives. Quality alliances increase the reach, efficiency, effectiveness and sustainable impact of USAID’s development assistance, while also offering the private sector a significant value proposition. GDAs should be designed to achieve clear, measurable, and mutually understood objectives, outcomes and results in a cost-effective manner.

Who Can Partner with US?

LiDO under the Global Development Alliances must involve one or more private sector organizations or actors. For purposes of the GDA program, private sector, organizations and actors include:

·         Private businesses, financial institutions, entrepreneurs, venture capitalists, and investors;

·         Foundations and philanthropists; and

·         Other For- and not-for-profit non-governmental entities.

In addition, LiDO welcomes and encourages the participation of a wide range of other organizations, including but not limited to, public international and regional organizations, bilateral and multilateral donors, host country governments, U.S. and non-U.S. colleges and universities, pension funds, civic groups, Diaspora communities, and other U.S. government agencies.

  Private Sector is limited to: for-profit entities such as a business, corporation, or private firm; private equity or private financial institutions, including private investment firms, mutual funds, or insurance companies; private investors (individuals or groups); private business or industry associations, including but not limited to chambers of commerce and related types of entities; private grant-making foundations or philanthropic entities (including corporate foundations); or private individuals and philanthropists.  Alliances developed under the GDA APS must involve one or more of these private sector entities. 

 This includes non-governmental organizations, faith-based organizations, and associations not included under the GDA APS definition of “private sector.”  Universities, Colleges, Community Colleges, Research Institutes, etc.

 This includes bilateral donors; regional and multilateral organizations (but separating out USG contributions); host-country governments; and any other organization that is part of the public sector but not included in the categories above.

The LiDO Board of Directors adopts this definition of community:

1) The Straight Community with the Problem, which includes those individuals who are affected in some way and have experience with the problems being addressed, and

2) The Circuitous Community, which includes everyone who lives or works in regions and is concerned about the problems we are trying to solve.

It is often difficult to have the members from the Community with the Problem involved in the process. Therefore, we recognize the special role that Community Based Organization Partners* plays in connecting us to the Community with the Problem. Because community-based organizations (CBO) are the result of grassroots efforts by community members to organize themselves into constituent groups, they are rooted in the community they represent. Typically, CBO boards, staff and volunteers are members of or have family members, friends, or experience with the Community with the Problem. Therefore, the representation of community partners from CBOs on our Board and Alliance steering committee (ASC) is invaluable. As we engage in our discussions, we need to deliberately consider who is at the table and if the Community with the Problem is involved in decision-making, as appropriate, at every stage of the process. CBO representatives cannot assume that they can effectively represent the perspective of all communities with problems, and they consistently find ways to involve the members of Community with the Problem in the process. 

Community members directly impacted by the problem are involved in serving on Alliance steering committee (ASC) or subcommittees, participating in dialogue groups or focus groups, and attending community presentations, cultural celebrations, or conferences where we disseminate results and gain feedback. Community members are also hired as interviewers, community health workers, group facilitators, or project coordinators.

*Community Based Organization Partners (CBOPs) is a forum for community based organizations to work together to identify community issues and refine processes for collaboration with other Donor community agencies/organizations and universities.

What LiDO Expects from Partners?

Potential alliance partners are expected to bring significant new resources, time, information, ideas, technologies, and/or partners to development activities. Successful proposals will mobilize private sector contributions, both cash and in-kind resources, on at least a one-to-one basis.

How to prepare our partnership project?

Once we have established our alliance, the next step will be to develop a project proposal together.

Funding for projects will be made available through calls for project proposals. The programme operators will be responsible for announcing these, and information about available calls to be found on the relevant programme websites and in the call overview on www.grants.gov  or www.eeagrants.org etc.

The text of the call sets out the available budget, the scale of the projects, eligible applicants, required co-financing, the objective the project should contribute to and criteria that will be used to select projects. The project proposal will need to be designed in accordance with the criteria described in the call for proposal.

The programme operators will in many cases provide training and guidance through additional guidelines or outreach seminars. There may also be arranged match-making seminars, where potential project promoters and potential partners may discuss ideas for partnership projects.

Both the donor country partner and the beneficiary country partner may initiate the project idea. The most important task at this stage will be for both parties to agree on their role in the proposed project, the contribution to the project (deliverables) and the division of the budget between the partners, as all costs of both parties are covered by the project budget. (As mentioned above, seed money may be available to cover expenses related to the preparation of a partnership project).

These elements will need then to be drawn up in a partnership agreement which in legal terms regulates the future cooperation between the partners. Any project partnership proposal will need to include a partnership agreement.

Partnership agreement and reimbursement of costs

The most important task at this stage will be for both parties to agree on their role in the proposed project, the contribution to the project (deliverables) and the related budget. We will be sure to include the eligible costs of both parties in the project budget. While costs related to the preparation of a project proposal is not eligible as part of the project budget, some of these expenses may be covered with seed money.

The next step will be to create our partnership agreement. As part of the project proposal, us and our partner need to draw up a contract that explicitly details each partner’s individual obligations and contributions to the project and what expenses of each partner that is to be covered under the project budget. Our partnership agreement should also specify how the donor project partner will get their incurred costs reimbursed.

The partnership agreement, which will regulate our future cooperation, needs to be in English. Before the project contract is signed, we will be asked to submit this contract to the relevant programme operator.

What costs may be covered?

In principle, costs that are eligible for the project promoter (the partner in the beneficiary country) are also eligible for the donor country partner.

Examples of eligible expenses for donors and country partners:

ü  Costs of staff assigned to the project, comprising actual salaries plus social security charges and other statutory costs included in the remuneration, provided that this corresponds to the project partner’s usual policy on remuneration. The corresponding salary costs of staff of national administrations are eligible to the extent that they relate to the cost of activities that the relevant public authority would not carry out if the project was not taking place;

ü  Travel and subsistence allowances for staff taking part in the project, given that these costs are in line with the project partner’s usual practices on travel costs and do not exceed the relevant national scales;

We will need to clearly identify the direct expenses we have related to our project participation in accordance with LiDO, our alliance’s accounting principles and internal rules. The costs we would like to have reimbursed will need to be in accordance with the project budget and our partnership agreement, i.e. directly linked to the implementation of the project.

To include overhead costs in the project budget and the partnership agreement, we will need to first check the formula for calculating these costs with our relevant programme operator.

As mentioned above, the partnership agreement should include information about how the donor project partner will get its incurred costs reimbursed.

To keep track of the donor partner’s expenses within the project, the donor project partner needs to provide its local partner with proof of the incurred expenditures. This may be in the form of receipted invoices or by a report by an independent and certified auditor. If we opt for an audit report, this needs to certify that the claimed costs are incurred in accordance with the Regulation of the Grants, and the national law and accounting practices of the project partner’s country. The costs of such audit reports may be covered under the project budget.