Annual Plan 2018

This Annual Plan 2018 is the fourth and final one of the Twaweza Strategy 2015‐2018. It builds off a year in which our contribution to highlighting the learning outcomes challenge, through many years of the Uwezo effort, was noted in the opening lines of the World Development Report 2018 entitled ‘Learning to Realise Education’s Promise’ launched in September 2017. 

However, 2017 was also a year in which the principles underpinning open government – transparency, participation and accountability ‐ continued to come under tremendous pressure in East Africa, as in other parts of the world. We worked hard to push back against closing civic space, most notably in Tanzania which officially withdrew from the Open Government Partnership. In Kenya, we contributed to the discourse during the general election through our Sauti za Wananchi surveys. And in Uganda, the public procurement process was made significantly more transparent through our support to a civil society/government partnership.

This final year of the current strategy will see a number of important programmatic refinements aimed at solidifying the effects of our initiatives. Under our Open Government pillar, the top priority is to continue protecting the space for citizens to participate in public life through their basic rights of freedom of expression and association. Our 2018 plan includes initiatives to deepen the open government debate in creative and effective ways.

In partnership with a major media house, we plan a three‐month campaign on the health of Tanzania's democracy, animated by our wealth of data on citizens’ opinions and government performance. With another new partner, we will run a 10‐month sustained behavior change campaign to increase youth interest in civic participation and empower them to hold their government to account. Our goal is to reach 3 million young Tanzanians by the end of the year with well-crafted media that will lead to measurable shifts in their perceptions, attitudes and behaviors towards civic participation.

The launch of Sauti za Wananchi in Uganda marks the achievement of one of our major strategic objectives and it will provide an unprecedented opportunity to inform public debate and policy-making with thousands of citizens’ opinions and experiences of service delivery and of democracy itself. Also in Uganda, we will deepen our work with on open contracting by promoting the use of newly‐available public procurement data among civil society and the media, while in Tanzania we will expand an innovative new partnership to support citizens to make use of data and thus infuse evidence into local accountability loops.

Under our Basic Education pillar, we want to advance a number of innovations. On Uwezo, we will consolidate the successful experience of using the platform to assess learning in refugee settlements and their host communities in Uganda. Secondly, in addition to reporting on learning, we will analyze the rich data collected on a selection of sustainable development goal (SDG) indicators to contribute to the national and regional discussion on these important global goals. Third, we will experiment with and evaluate the catalytic effects of ‘extended feedback’ (taking the instant feedback around learning from the household to the local community meetings).

We will work closely with the government of Tanzania to design a process of scaling up the KiuFunza cash‐on‐delivery teacher incentive scheme using government’s administration systems. We will finalize our pioneering curriculum analysis comparing the alignment between the intention of selected curricula and the actual practice of how they are delivered and assessed. We will use the insights to demonstrate the value of continuous analysis and how it can help to calibrate the content of what children are taught in a rational and logical manner.

Through our learning, monitoring and evaluation, we will continue the rigorous monitoring of our various initiatives. We will also conduct a number of new research activities taking a deeper look at the trajectory of transparency and accountability in local government in Tanzania and Uganda, evaluating the effectiveness of a TV series documenting the performance of selected parliamentarians and assess the effect of Uwezo on the volunteers’ sense of self‐efficacy a large majority of whom had participated in the exercise more than once. Unfortunately, funds are insufficient to maintain our full program in Kenya in 2018. Therefore we will not conduct an Uwezo assessment in 2018, and we are reducing the number of activities in Kenya. Sauti za Wananchi will proceed as planned and we will continue our engagement with the government and media on education issues as opportunities arise. Based on our assessment of the future funding situation we anticipate to grow the Kenya program in 2019.

As an organization, we will engage an external party to review and assess our trajectory over the current strategic period. The process of writing a new strategy will accelerate as our internal process is complemented by a series of external consultations and reflections with our research and evaluation advisory group and the Board.

In summary, this final Annual Plan of the 2015‐2018 Strategy will see us pushing back against a shrinking civic space by demonstrating the value of more open government even more directly to citizens. We will also continue to harvest the hard‐won goodwill with governments to both inform and accompany an education reform agenda increasingly focused on improving quality. It promises to be an intense year of even deeper engagement with citizens and authorities. It will also be a year of reflection on Twaweza’s on‐going contribution to creating ‘an open society built on the human impulse to make a difference, where information and ideas flow, citizens engage and authorities are accountable to the people.’

Read more: Annual plan



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