PA00W6T5

FEED THE FUTURE TANZANIA
ADVANCING YOUTH
FY2020 Work Plan

October 1, 2019 – September 20, 2020
Feed the Future Tanzania Advancing Youth | FY2020 Annual Work Plan
This document was produced for review by the United States Agency for International Development
(USAID).
DAI Global LLC

www.dai.com
Feed the Future Advancing Youth (AY)
Cover photo: Young women weavers of door mats in Unguja, Zanzibar supported and trained by AY.
Photo by Ngasuma Kanyeka
All photos by DAI Global LLC.
Prepared by Feed the Future Tanzania Advancing Youth activity

Table of Contents
LIST OF ACRONYMS....................................................................................................... 4
DEFINITIONS .................................................................................................................... 7
INTRODUCTION ............................................................................................................. 8
Activity Overview and Implementation Approach ................................................................ 8
FY2020 Implementation Objectives ...................................................................................... 10
KEY ACTIVITIES FOR ACTIVITIES FOR FY2020 ..................................................... 11
Cross Cutting Core Activities in Project Year 3 (CCCA) ................................................... 11
Component 1: Increasing Entrepreneurship and Workforce-Readiness Skills of Youth
(Livelihoods Component) ....................................................................................................... 17
Component 2: Strengthening Leadership and Positive Youth Development (Leadership
Component) ............................................................................................................................. 23
Component 3: Life skills for healthy living enhanced (Life Skills Component) ................. 28
MONITORING AND EVALUATION ........................................................................... 35
ENVIRONMENTAL COMPLIANCE ............................................................................ 38
GRANTS ........................................................................................................................... 40
BRANDING, MARKING, AND COMMUNICATIONS ............................................... 42
ANNEX I: RESULTS/TARGETS SUMMARY (FY2018-FY2019) ................................ 45
ANNEX III: MONITORING AND EVALUATION DATA FLOW CHART ............. 50
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Prepared by Feed the Future Tanzania Advancing Youth
LIST OF ACRONYMS
AAB Agriculture as Business
AIDS Acquired Immunodeficiency Syndrome
AY Feed the Future Tanzania Advancing Youth
AYBN Advancing Youth Business Network
AYAC Advancing Youth Advisory Council
AMCHAM American Chamber of Commerce
APS Annual Program Statement
BDS Business Development Services
CBO Community Based Organization
C4C Champions for Change
CCBRT Comprehensive Community Based Rehabilitation in Tanzania
CCCA Cross Cutting Core Activities
CDCS Country Development Cooperation Strategy
CHMT Council Health Management Team
CHW Community Health Workers
CHAC Council HIV and AIDS Coordinator
CHIF Community Health Insurance Fund
COP Chief of Party
CRC Citizen Report Card
CSO Civil Societies Organization
CTC Care and Treatment
CM Community Mobilizer
DAI Development Alternatives Inc
DACC District AIDS Control Coordinator
DCOP Deputy Chief of Party
DEO District Education Officer
DO Development Objective
DRCHCO District Reproductive and Child Health Coordinator
DQA Data Quality Assurance
ENGINE Enabling Growth Through Investment and Enterprise
FAA Fixed Amount Awards
FtF Feed the Future
FTP First Time Parents
FP Family Planning
GBV Gender Based Violence
GoT Government of Tanzania
GTA Gender Transformative Approaches
GTF Gender Transformative Framework
GREAT Gender Roles, Equality and Transformations
GUC Grants Under Contract
HDIF Human Innovation Development Fund
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HP Health Providers
HTC HIV Testing and Counseling
HIV Human Immuno Deficiency Syndrome
IP Institutional Partner
IEC Information Education Communication
IGA Income Generating Activity
IR Intermediate Result
IDIQ Indefinite Delivery, Indefinite Quantity Contracts
KRM Khanga Rue Media
LGA Local Government Authority
LMA Tanzania Youth Labor Market Assessment for Iringa, Mbeya, and Zanzibar
LSC Advancing Youth Life Skills Curriculum
M&E Monitoring and Evaluation
MEL Monitoring Evaluation and Learning
MELP Monitoring and Evaluation Learning Plan
MOH Ministry of Health
MoU Memorandum of Understanding
MoEVT Ministry of Education and Vocational Training
MRR Microenterprise Borrowers
NACP National AIDS Control Program
NHIF National Health Insurance Fund
NGO Non-Governmental Organization
NEEC National Economic Empowerment Commission
OYE Opportunities for Youth Employment
PE Peer Educator
PORALG President's Office Regional Administration and Local Government
PoRALGSD Presidents’ Office Regional Administration and Local Government Authority and
Special Departments (Revolutionary Government of Zanzibar)
PLHIV People Living with HIV
PY Project Year
PYD Positive Youth Development
RHMT Regional Health Management Team
SAGCOT The Southern Agricultural Growth Corridor of Tanzania
SBCC Social Behavior Change Communication
SGBV Sexual and Gender Based Violence
SIDO Small Industries Development Organization
SRH Sexual and Reproductive Health
STI Sexually Transmitted Infections
TAMIS Technical and Administrative Management Information System
TANTRADE Tanzania Trade Development Authority
TCCIA Tanzania Chamber of Commerce, Industry, and Agriculture
TBS Tanzania Bureau of Standards
TRA Tanzania Revenue Authority
TIB Tanzania Institute of Bankers
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TMDA Tanzania Medical and Drugs Authority

TMEA TradeMark East Africa
TOT Training of Trainers
TVET Technical and Vocational Education and Training
TWCA Tanzania Women Chamber of commerce and
USAID United States Agency for International Development
UNFPA United Nations Population Fund
USG United States Government
VAGY Vulnerable Adolescent Girls and Young Women
VEO Village Executive Officers
VSLA Village Savings and Loan Association
WEO Ward Executive Officers
WHO World Health Organization
YGA Advancing Youth - Youth and Gender Assessment
YFS Youth Friendly Services
YWD Youth with Disabilities
YMCFCC Young Mother’s Champions for Change Councils
YLHIV Youth Living with HIV
YSLA Youth Savings and Loan Associations
ZOI Zone of Influence
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DEFINITIONS
Positive Youth Development (PYD): USAID defines positive youth development as an adolescent
development approach that engages youth along with their families, communities and/or governments so
that youth are empowered to reach their full potential. PYD approaches build skills, assets and
competencies; foster healthy relationships; strengthen the environment; and transform systems.
Gender-Transformative Approaches (GTA): AY defines GTA as programs or activities that create

opportunities for individuals to actively challenge gender norms, promote positions of social and political
influence for women in communities, and address power inequities between persons of different genders.
GTAs create an enabling environment for gender transformation by going beyond just including women
as participants. GTA are part of a continuum of gender integration, or the integration of gender issues
into all aspects of program and policy conceptualization, development, implementation and evaluation.
AY’s approach to GTA adapts this definition to include different roles and responsibilities assigned to
youth and gender around power and decision making throughout our activities.
Youth Friendly Services (YFS): The World Health Organization (WHO) defines youth-friendly
services as reproductive health services considered to be equitable, accessible, acceptable, appropriate
and effective in a way that respond to adolescents/youth needs. In Tanzania, youth-friendly reproductive
health services are guided by the following standards:
1. All adolescents are able to obtain sexual and reproductive health information and advice relevant
to their needs, circumstances and stage of development.
2. All adolescents are able to obtain sexual and reproductive health services that include preventive,
promotive, rehabilitative and curative services that are appropriate to their needs.
3. All adolescents are informed of their rights on sexual and reproductive health information and
services whereby these rights are observed by all service providers and significant others.
4. Service providers in all delivery points have the required knowledge, skills and positive attitudes
to provide sexual and reproductive health services to adolescents effectively and in a friendly
manner.
5. Policies and management systems are in place in all service delivery points in order to support the
provision of adolescent friendly sexual and reproductive health services.
6. All service delivery points are organized for the provision of adolescent friendly reproductive
health services as perceived by adolescents themselves.
7. Mechanisms to enhance community and parental support are in place to ensure that adolescents
have access to sexual and reproductive health services.
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INTRODUCTION
Activity Name: Feed the Future Tanzania Advancing Youth Task Order
Activity Start Date: August 17, 2017
Activity End Date: August 16, 2022

Name of Prime
DAI Global, LLC
Implementing Partner:
Contract Number: AID-OAA-I-15-00014
Contract Number:
Task Order Number: AID-621-TO-17-00004
Name of Subcontractors/
Pathfinder International, SNV, and Khanga Rue Media
Sub-Awardees:
Other Major Counterpart Government of Tanzania and
Organizations The Revolutionary Government of Zanzibar
Geographic Coverage Iringa - Iringa DC and Kilolo Districts
(Districts, Regions and or Mbeya - Rungwe and Kyela Districts
Zanzibar) Zanzibar - Unguja and Pemba Districts
Activity Overview and Implementation Approach

Feed the Future Tanzania Advancing Youth (AY), a five-year United States Agency for International
Development (USAID) funded project, under the YouthPower IDIQ, leverages USAID/Tanzania’s
investments in employment, education, agriculture, governance and health into one youth centered
project that builds the capacities of young people ages 15-35, and ultimately connects them to
opportunities. The project is implemented in three regions - Mbeya, Iringa and Zanzibar. The mainland
regions are a part of the Feed the Future (FTF) initiative in the Southern Agricultural Growth Corridor
of Tanzania (SAGCOT), which includes Kilolo and Iringa Rural in Iringa, and Rungwe and Kyela in Mbeya.
Zanzibar covers both the Unguja and Pemba isles.
AY uses positive youth development (PYD) and gender-transformative approaches (GTA) to ensure that
all youth are connected with economic opportunities while providing them with life skills, future goal
orientation, entrepreneurial mindset, and basic job-seeking capabilities in skill areas sought by private
sector employers. This comprehensive youth project ensures that its beneficiaries are not only
economically empowered, but also empowered to become leaders in their communities by connecting
youth to spaces where critical development decisions are made and employing strategies that ensure
youth become vital stakeholders and drivers of change at local, regional, and national level. Additionally,
AY beneficiaries are equipped with skills and knowledge to access sexual and reproductive health (SRH)
services and practice healthy behavior.
Activities under AY are driven by the below theory of change:
“If Tanzanian youth have increased entrepreneurship and workforce readiness skills, opportunities to build
businesses and demonstrate leadership, and improved skills and understanding to make informed, healthy life
choices, only then will they be actively engaged in driving growth in rural communities.”
This theory of change builds upon the development objectives (DO) outlined in the 2014-2019 Tanzania
Country Development Cooperation Strategy (CDCS), which emphasizes the empowerment of Tanzanian
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women and youth (DO1), inclusive broad-based economic growth (DO2), and effective democratic
governance (DO3). In order to achieve these objectives, AY is guided by three components:
o Livelihoods Component: Increasing entrepreneurship and workforce readiness skills.
o Leadership Component: Strengthening leadership and positive community engagement.
o Life Skills Component: Enhancing life skills for healthy living and future planning.
These components interconnect and strategically integrate, as seen in Figure 1. Figure 1 also illustrates a
fourth component that AY has recently added, partnerships. The addition of this component acknowledges
the critical connections that AY continues to cultivate with the private sector, local and national
government and civil society, leveraging these partnerships to support Tanzanian youth to succeed in their
communities. Such an approach is designed to provide youth with holistic capabilities and skills that will
empower them to lead richer, fuller, healthier and more productive lives. Constructed from USAID’s PYD
methodology, this approach fosters youth’s passion, energy, and can-do attitude, and channels these
elements through leadership skills and advocacy to give youth voice in decision making bodies in both
private and public sectors.
Figure 1: Advancing Youth Ecosystem Diagram
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FY2020 Implementation Objectives

The project completed the FY2019 implementation on September 30, 2019—Figure 2 provides a snapshot
of project achievements through FY2019. This annual work plan, covering the period from October 1,
2019 through September 30, 2020, outlines activities planned for FY2020, which incorporates best
practices and lessons learned from implementation.
Figure 2: Snapshot of Advancing Youth Achievements through FY2019
With the lessons learned and achievements made through FY2019, during FY2020, AY will focus its efforts
on developing closer ties to the private sector community and build stronger partnerships that will provide
greater avenues for young people to secure jobs, markets, and leadership opportunities. This is in line
with the increased focus on private sector as stipulated in the USAID Private-Sector Engagement Policy.
Additionally, the project will increase visibility and sharing of project successes with the Tanzanian
government, private sector, and communities where AY intervenes. This will promote the recognition for
USAID and AY, as one of its flagship programs. These goals translate to the following objectives—please
see Annex I FY2020 implementation targets.
1) Identify, disseminate, and support grants to local implementing partners in AY’s zones of
influence (ZOI) that lead to target outcomes for FY2020;
2) Deliver robust workforce, technical skills, and life skills trainings to youth through local
partners; matching youth to jobs, entrepreneurship and leadership opportunities, and health
services.
3) Strengthening partnership with private sector actors and deepen relationships with private
sector actors to leverage market opportunities that youth aspire to connect to and raise their
income.
4) Increase visibility of the AY activity with their stakeholders ensuring USAID’s flagship
investment in young people is recognized and registered by the Tanzanian government, private
sector and communities where AY intervene.
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Feed the Future Tanzania Advancing Youth | Year 3 Work Plan
KEY ACTIVITIES FOR ACTIVITIES FOR FY2020

Cross Cutting Core Activities (CCCA) for FY2020
In FY2018, the project identified cross cutting core activities (CCCA) for the purpose of informing base
period activities across components. While several of these CCCAs were successfully executed in FY2018
and FY2019 such as the Youth and Gender Assessment and the Labor Market Assessment, the project
will continue to implement CCCAs that will further influence and inform AY’s approach and have been
updated to reflect AY’s activities in FY2020.
CCCA-1 Advancing Youth Advisory Council (AYAC)

In FY2018, following the Leadership training, AY formed the Advancing Youth Advisory Councils (AYAC)
at the district, regional and national level (See Figure 2). There are currently six district AYACs, three
Regional AYACs and one National AYAC, which consist of 78 members, collectively. AYAC members
serve the project as advisors and contribute to the implementation of the program activities across the
three IRs, serving as a representation for youth voices and inclusion within the program. AYAC members
are also conversant in all the three IRs supporting as community mobilizers (CM) under component 1 and
component 3, and Leadership Training of Trainers (TOTs) under component 2. In addition to supporting
the project, AYACs serve as a vehicle for driving change in their communities. This is why the AYAC
structure includes the participation of Local Government Authority (LGA) officials such as the District
Youth Officers, Agricultural officer, and Trade Officer. This structure creates an essential and direct link
between AY and LGAs to work in collaboration while incentivizing accountability from the government
and youth.
Prepared by Feed the Future Tanzania Advancing Youth 11

Figure 2: Advancing Youth Advisory Council (AYAC) Structure
In FY2020, led by master trainers, AYAC members will participate in the training of trainers (TOT) based
on the AY Leadership Curriculum. Four members per district will be trained. The TOT will equip AYAC
members with skills to cascade the leadership training to other young people across AY’s ZOI. As such,
grantees will work through the trained AYAC members to select and train youth on leadership skills,
which will culminate in the creation of youth-driven community action plans. AYAC members will be
assigned to provide ongoing mentorship to the trained youth to support the implementation of community
action plans post training.
Because AY activities are defined by youth voices, in FY2020, AYAC members will be engaged in a
multitude of ways. While Component specific engagement is expounded in respective component
sections, a list of AYAC responsibilities and roles are provided below for reference.
AYAC Engagement Across AY Activities
Livelihoods Component:
• Work in collaboration with grantees to select youth for AY Workforce Development
Curriculum training.
• Support the planning and implementation of AY “Open Day” activities at ward level.
Leadership Component:
• Collaborate with grantees to select and train young people on AY Leadership Curriculum.
• Monitor progress of youth who have received leadership training on the implementation of
community action plans and report to grantees.
• Coordinate youth-adult dialogues and match youth to opportunities within respective
communities.
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• Develop and pilot social accountability score cards with grantees.

• Push for procedure/policy creation/amendments that pertain to youth socio-economic
development at regional and National level.
Life Skills Component:
● Work with community mobilizers to design and implement community score cards relating to
the evaluation of health facilities.
Partnership with Khanga Rue Media (KRM):
● Provide feedback and pre-production support for Noa Ubongo including topic selection,
script review, pre-distribution video review and dissemination.
Communication
• Participate in citizen journalism training from USAID Tanzania Boresha Habari and
subsequently support AY communications output.
• Conflict journalism and fact checking, producing media content in collaboration with Boresha
Habari.
CCCA-2 Government Advisory Committee

In FY2019, the Presidents’ Office Regional Administration and Local Government (PORALG), which is the
presiding GoT entity for all donor funded programs in mainland Tanzania, established an advisory
committee with AY for contributing to the implementation of AY activities across the project’s ZOI. The
advisory committee is composed of representatives from mainland ministries that are in line with the
project activities, such as the Ministry of Trade and Industry, Ministry of Health and Social Welfare,
Ministry of State in the Prime Minister’s Office Responsible for Policy, Parliamentary Affairs, Labor,
Employment, Youth and the Disabled. In FY2020 AY will continue to engage with the government advisory
committee seeking guidance and support as AY implements its activities. ensuring that activities are
sustainable and in line with government priorities. For example, during FY2020, AY will collaborate with
PORALG to conduct a market scanning activity to determine how and where to scale up activities in
additional districts.
CCCA-3 Working with Private Sector Apex Organizations
“Private-sector engagement is fundamental to our goal to end the need for foreign assistance. This policy is a
call to action for staff from the U.S. Agency for International Development (USAID) and our partners to
embrace market-based approaches as a more-sustainable way to support communities in achieving
development and humanitarian outcomes at scale. This is based on our premise that private enterprise is one
of the most powerful forces for lifting lives, strengthening communities, and accelerating countries to self-
reliance’”.
USAID Administrator Ambassador Mark Green
In FY2019, AY engaged grantees from private sector organization such as the ASAS Group of Companies
to implement activities under the livelihood component. AY also engaged extensively with the Tanzania
Chamber of Commerce and Industry (TCCIA), such that TCCIA has welcomed AY beneficiaries to
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become registered as their TOTs. In FY2020, AY will focus on building on its strong partnership with
TCCIA, so that they can further support AYs activities; provide exposure visits for AY youth within
TCCIA’s work and to strengthen the number of youths in TCCIA’s leadership structure. Apart from
TCCIA, AY will also work with other apex private sector organizations such as the Tanzania Private
Sector Foundation (TPSF), American Chamber of Commerce (AMCHAM), the National Economic
Empowerment Commission (NEEC), and the Tanzania Institute of Bankers. USAID’s Private Sector
Engagement Policy aligns with AYs focus on responding to market needs and matching youth to
opportunities. This makes engaging with the private sector a greater priority in FY2020.
CCCA-4 Open Day Community Events

Open day community events are a participatory and interactive platform for all community members—
youth, parents, LGAs, partners—to increase awareness of available AY opportunities and gain a social
license within the community. Open day events provide an opportunity for all components to directly
engage with young people in ways such as providing direct health services to youth (Live Skills Component)
and sensitizing youth, particularly young women, on their leadership potential (Leadership Component).
This engagement, conducted in FY2019 as a result of reflective of learning from the youth and gender
assessment (YGA) conducted in FY2018, was particularly important for young women ages 15-19, young
first-time mothers, and young women who are married as they often require the approval of their family
in order to participate in events outside of the home.
AY will continue to employ this approach in FY2020, as open day events promote an enabling environment
for women to either work within gender norms or find ways of facing them. Additionally, the broad
outreach to young women will facilitate meeting target numbers in FY2020.
CCCA-5 Male Engagement for Gender Transformation and Women Empowerment

In FY2020, AY will consistently execute the Gender Integration Framework (GIF) as the integral part of
its implementation across ZOIs. This consideration of 60 percent of AY intervention reaches young
women in return is geared to contribute to the income, promotion of access to resources and technology
as stipulated in the Gender Integration Framework. From experiences obtained in the first two project
years, AY has focused on young women in comparison to men because of their lower income and lack of
access to better technology, to the means of production such as land and to better markets and financial
services. These challenges keep women from growing their small business and has a negative impact on
reproductive health and leadership roles in their communities. Results from FY2019 show a level of high
dropouts of young women from the Livelihood component despite having started successful businesses.
In an effort to understand the reasons behind this finding, AY engaged government officials and various
young women and male partners who identified that men in these young women’s lives were the main
cause for women to drop out, this was due to the persistent cultural and gender norms which negatively
impact women’s access to income, resources and skills. Specifically, male power barriers have contributed
to low women participation in income generating activities, decision making processes, access to finance,
access to market and ownership of resources such as land and livestock.
To address this challenge, In FY2020, AY will continue with the male engagement dialogue in its ZOIs in
order to address the cultural norms which lead to low women productivity including; low women
exposure to the external markets. Female youth will be given priority in business exposure visit in various
exhibitions like Sabasaba and Nane Nane, through their engagement in these exhibitions, these young
women will be exposed to business networks as well as market opportunities.
A majority of the young women's businesses established in FY2019 are at the microenterprise level. In
FY2020, AY, through grantees, will focus on transforming these businesses to SME level through
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promoting young womens’ access to financial services like Amana Bank initiatives. At least 60 percent of
young women with viable business ideas will be supported to prepare a business plan for financing their
business.
AY will also leverage efforts with USAID/Boresha Afya and roll out community-based gender dialogues
which will aim to engage male partners and other secondary beneficiaries who pose as violence
perpetrators against young women, creating awareness on gender equality, and gender norms which
contribute to GBV among youth. During these dialogues, AY will engage the male champions, LGAs, and
religious leaders in leading gender related discussion on GBV, it’s relation to SRH, leadership and livelihood
perspective at large. The GBV referrals will also be provided to GBV victims during these events. Through
these dialogues, AY expects to stimulate increased participation of both male and female in the uptake of
SRH services, leadership and economic opportunities. Also, the dialogues will contribute to the change of
harmful gender attitudes towards women and promote an enabling environments for women
empowerment in leadership.
CCCA-6 Digital Insights Survey

In FY2019, AY designed and conducted a Digital Insights Survey across AYs ZOI. The purpose of this
survey was to understand how young people in Iringa, Zanzibar, and Mbeya use digital media and
technology to engage in their community, look for resources, and amplify their voices. The survey team
used both quantitative surveys supplemented by qualitative measures in order to understand how and
why young people use certain technologies. AYAC members drove the design and implementation of the
Digital Insights methodology including crafting survey questions. AY conducted a training session (1 per
region) of AYAC enumerators who were responsible for carrying out the survey. Survey implementation
was carried out in tandem with AYAC members’ primary responsibilities of monitoring youth carrying
out community action plans. This increased the rapport AYAC members builds with other community
youth. As an output of the survey, AYAC members of the Digital Insights team contributed no more than
two questions to integrate into the AY Mobile App’s workflow. This ensured that the project has
continuous feedback on youth technology trends throughout the life of the project without burdening the
systems with excessive questions. The raw data for the survey has been collated and the writing and
analysis will be released in the first quarter of FY2020. This dynamic approach will help to inform how
AY and KRM selects technology platforms for youth engagement.
CCCA-7 AY Content with Khanga Rue Media (KRM)

In FY2019, AY, through subcontractor KRM, devleoped content streams cutting across the three AY
components as follows:
I. ‘Agriculture as Business’ (AAB) - Tutorial style video series, focused on entrepreneurship
skills, tailored to agricultural sector – up to 200 min in total (approximately 17 videos, 7-15 min
each).
II. Noa Ubongo Video Magazine - a video magazine style content covering a variety of
identified priority topics cutting across 3 Components through different program segments – up
to 75 min in total (tentatively 3 videos, 15-25 min each).
III. Promo video content - video content in various formats cutting across 3 IRs, if and as
required by different implementing partners (up to 50 min total).
By the close of FY2019 the first five AAB videos had been completed and were under review by USAID.
In addition, scripts and storyboards for the next six videos had been completed.
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In FY2020, KRM will finalize and disseminate the 17 AAB videos, develop the video magazine and promo
content. Content will continue to follow the research findings from LMA, YGA, the Digital Insights Survey
and the 2018 content planning workshop. AY will continue to ensure that all communication products
are in compliance with USAID branding and marking requirements and that content aligns with Advancing
Youth overall objectives. AYACs will continue to play a critical role in the development of content and
dissemination of content. AY and KRM will work with AY members to:
- Involve them in the insights gathering and key message identification stage through content
planning sessions;
- Engage them in the editorial process though script reviews for feedback;
- Encourage feedback on the produced content in order to improve it.
- Feature young people’s stories as entrepreneurs and leaders in their communities.
To facilitate this engagement between AY, KRM, and AYC members, AY will form a formal internal
committee including all stakeholders that will ensure that proposed content and dissemination of said
content is relevant and aligned to project needs. AY will also continue to liaise with and seek guidance
and approval for all content prior to production with the USAID Project Technical Steering Committee.
Apart from being the target audience, youth are at the heart of content creation process in line with the
AY’s Positive Youth Development implementation approach. The project will continue involving young
people in the research stage, as described above, as well as making youth the subjects and protagonists of
content produced by youth, telling their stories and portraying them as role models, as well as letting
them channel the concerns and challenges they face personally, professionally, and within their
communities on a broader platform.
AY will continue to use youth’s participation when pre-testing scripts and videos via focus groups before
starting production and for iteration purposes. Additionally, AY will continue engaging with youth audience
via digital channels such as the KRM Noa Ubongo platform as well as social media once the content is
published, in order to continually build on project insight, to evaluate and improve our content, and to
allow youth’s voices, opinions, and aspirations to inform messaging.
CCCA-8 Exploring mental wellbeing interventions approaches

In PY2020, AY will explore community led mental wellbeing interventions that will promote trauma healing
and foster resilience among youth. The intervention designs will focus on youth at risk of violence and
survivors of GBV. The intervention will borrow from successful implementation in conflict and crisis
settings from DAI projects implemented in Sudan, Kenya, Srilanka, Afghanistan and elsewhere. AY will
also explore interventions that have worked in Tanzania from creating safe spaces to enabling and
supporting healing from trauma.
Table 1: Milestones Towards Outcomes for CCCA
Milestones Toward Outcomes Timing

CCCA-1 Advancing Youth Advisory Council (AYAC)
Youth trained in Leadership January 2020 – March 2020
AYAC members to provide ongoing mentorship to February 2020 – May 2020
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youth trained by
AY Leadership Curriculum
CCCA-2 Government Advisory Committee monitoring visits
Conduct field visits with PORALG March 2020, September 2020
CCCA- 3 Working with Private Sector Apex Organizations
Connecting youth to private sector October 2019 – September 2020
CCCA- 4 AY Activity Recruitment Launch Through Open Day Community Events
Speak with local leaders to organize Open Day events October 2019 – December 2019
with grantees, AYAC, etc. at ward level across ZOI
Coordinate with Component two and three lead and October 2019 – December 2019
confirm participation of health service providers at
Open Day events
Carry out events with component leads, AYAC, January 2020 – March 2020
grantees, Regional AY officers, community mobilizers
CCCA-5 Male Engagement for Gender Transformation
Engage Consultant for Gender training to AY staff November 2019– December 2019
Conduct AY staff gender training December 2019
Training of Grantees staff on Gender transformative January 2020
approaches
Conduct Gender training to Community mobilizers, February 2020
AYAC members and Male champions
Roll out Community Based Gender dialogues March 2020 -September 2020
CCCA-6 Digital Insights Survey
Analyze data and complete report October 2019 – November 2019
Disseminate findings to stakeholders November 2019 - December 2018
CCCA-7 AY Activity Content with Khanga Rue Media
Form advisory committee with AYAC, Component October 2019 – December 2019
leads, AY Communications Specialist, and others to
inform work stream
Quarterly meetings with advisory committee on March, June, September 2020
content design and workstream
Pretest key messages with AYAC members March, June, September 2020
Post-test with AYAC members March, June, September 2020
CCCA-8 Exploring mental wellbeing interventions
Identification of potential IPs implementing Mental January-March 2020
wellbeing
Adaptation of materials and approaches for youth April-2020
mental wellbeing approaches
Piloting mental wellbeing approaches in one district June-Sept
Component 1: Increasing Entrepreneurship and Workforce-Readiness Skills of

Youth (Livelihoods Component)
The key outputs of AY’s economic and livelihoods component are workforce development skills training,
enterprise creation and improvement, and participation in youth financial groups. AY’s approach in FY2020
will continue adapting and scaling up the proven “Push-Match-Pull” approach, as highlighted in Figure 3
below.
Figure 3: Push-Match-Pull Model
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AY will continue to use this framework in FY2020 in the following ways:
• PUSH Activities: In FY2020, AY will continue deploying the AY Workforce Development

Curriculum through grantees to train young people in selected value chains. This is based on
findings from the LMA conducted in FY2018, which reflects current market needs as well as from
the foundational OYE curriculum.
In addition, grantees may also use a customized curriculum that has been approved by AY to
deliver technical job skills training in different value chains.
• MATCH Activities: AY will continue working with grantees and the AY Business Network
to match high demand training needs of the private sector with interested youth. In FY2020, the
AY team in each ZOI will work through grantees, coaches, mentors, local TVET and training
centers. AY grants will be used to incentivize private sector actors including ASAS, Lafarge, Sao
Hill Industries, Mkuza Chicks, Ruaha Milling Company, Escape to employ or work with young
people by offsetting costs for training, initial salaries or other associated costs for internships and
apprenticeships and any other relevant pathways that lead to jobs. A critical feature of the AY
model is that the matching component is determined or informed by market opportunities for
youth employment. In addition to formal employment, through mentorship, grantees will match
experts with youth entrepreneurs interested in establishing new enterprises or improving existing
ventures. Entrepreneurs will have the opportunity to feature their business ideas at the district,
regional, and national level through grantee-led business plan competitions.
• PULL Activities: Early in FY2018 and FY2019, AY began developing relationships and working
with private sector companies that have the capacity and interest in hiring young people. AY will
continue to develop and strengthen these relationships in FY2020 in order to “pull” skilled young
people into the labor market. Grantees will hire youth who show promise as new employees into
companies willing to hire them on a short-term basis (internships) or as formal employees. AY
will continue working with grantees to ensure that CSO grantees work with identified private
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sector companies in each region to facilitate job placement, business development, mentoring, and
coaching.
In order to leverage the “Push-Match-Pull” model in FY2020, AY has been working with other
USG funded project such as NAFAKA, Enabling Growth Through Investment and Enterprise
(ENGINE), and Mboga na Matunda to prepare joint exhibitions, bring together BDS providers,
private sector, financial institutions, agro-dealers, agronomists and women and youth groups.
Additionally, the Livelihoods component is currently reviewing potential applications from
grantees to develop coding skills trainings and hackathons to increase access to 21st century skills
which are key to a competitive labor market. The Livelihoods Component outlines of targets for
FY2020 and LOP is described in Annex 1.
Activity 1.1 Market Scanning to other Districts in our Zone of influence

This year AY intends to extend its services to other Districts in Iringa and Mbeya Regions. Prior to
extending to other districts, AY will conduct a market scanning activity in Iringa Municipal and Mufindi
District Council in Iringa and, Chunya, Mbarali, Busokelo, Mbeya DC and Mbeya City in Mbeya region.
This market scanning activity will identify and prioritize available market opportunities for young people.
The findings will inform AY on the market opportunities and potential partners available in each DC. The
activity will involve consultants from PORALG in Dodoma, LGAs, the private sector, youth and grantees
from respective regions. Since component one is the anchor of AYs work, this market scan will lead the
expansion efforts for component two and three as well. The market opportunities are the primary criteria
for determining which wards AY will intervene. Component two and three will thus follow where
component one determines has viable market opportunities to be explored and captured.Activity 1.2
Youth Selection
Due to the effectiveness of FY2019’s participant selection process, grantees will continue to select youth
through AY-organized open day events at the ward and village level in FY2020. To meet the need for
further integration, AY will also further referrals across its three components: Livelihood, Life skills and
Leadership, as the project realized the need for their integration. The Livelihood component team will
work with the Leadership and Life skills component to engage graduates into the program. The graduates
will be assessed for eligibility using the below criteria:
• Commitment and readiness to attend AY trainings and activities

• Have an existing IGA/livelihood activity or interested in establishing an IGA
• Between the ages of 18-35 at the time of training
• Not a government employee
Both community-selected and referred youth will be matched with respective community mobilizers or
grantees, with whom they will receive basic employability skills trainings and sector based technical skills
training based on the youth preferences.
AY will continue using inclusive approach during youth selection including youth with disabilities and
women. Illiterate youth will receive special attention with modified coursework tailored to their needs.
Target indicators in terms of age and gender include:
• 60% female and 40% male
• 30% of youth to be selected will be between 15-19 years old
• 30% between 20-24 years old
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Following the initial basic employability training, youth will be asked to consider various business-related
opportunities in identified sectors based on their interests within their respective geographic areas.
Grantees will match individuals (giving priority consideration to young women) to specific training and
mentoring opportunities based on their skills profile, interests, ambitions, and available market
opportunities to begin the process of identifying employment pathways. To ensure a PYD approach is
employed in this process, FY2020 grantees will receive training on AY’s PYD process during grantee kick-
off meeting.
Activity 1.3 AY Workforce Development Skills Training

In FY2020, once the youth selection process is complete, grantees will then enter the first stage of basic
employability skills trainings, tailored to their market context using the AY workforce development skills
curriculum. This initial training will be a catalyst for youth to make decisions, express their interests, and
identify opportunities that will be beneficial to their economic growth. The key elements of the AY
workforce development skills trainings include professional soft skills and attitudes; technical, competency-
based skills; and business enterprise skills. Basic soft skills such as communications, punctuality, appropriate
dress, integrity, customer care, identification of opportunities, and record keeping will be explicitly tailored
to individual training based on prospects for employment and enterprise development.
After this initial training, youth will be organized into cohorts and enter into specific technical training
programs as determined in the youth selection process outlined in Activity 1.2. This training will be driven
either by private sector companies themselves, or grantees who have identified companies and sector
needs where youth can be then be linked after the period of technical training. These trainings offered by
grantees are required to be approved by AY to ensure they meet current needs of the economy. By the
end of FY2020, 2,600 youth will have completed the workforce development skills training in our ZOI.
Activity 1.4 Creating “AY Rock Stars”: Graduate SMEs and Youth Model Groups
In FY2020, AY grantees will facilitate the creation of “AY Rock Stars” and “AY Model Groups” in our
ZOI. Rock Stars will include potential graduates, most successful graduates, producers, and/or enterprises
from FY2018 & FY2019 engaged in different agricultural value chains. Model groups will be the groups
with strong cohesion, best YSLAs, and success in agriculture value chains. AY will support both Rock Stars
and Model Groups to strengthen their enterprises and promote them to SME level. By the end of FY2020,
30 SMEs out 80 will be young graduates and AY Rock Stars in our ZOI.
Activity 1.5 Establishment of AY Business Network (AYBN)

In FY2020, AY will create a network of youth-led innovative firms in the AY ZOI known as the AY Business
Network (AYBN). The AYBN will serve as a platform for young innovators to share their expertise,
challenges, and opportunities with each other and drive future youth-led business development activity
lasting beyond the life of the project. The AYBN will be a select community of youth business owners
from Iringa, Mbeya and Zanzibar who meet regularly for learning and networking, convened by AY.
Activities will include peer-to-peer learning, management training, masterclasses from accomplished
agribusiness entrepreneurs, fireside chats, and cross-network exposure visits. The network will also be
linked to the MasterCard Foundation Vision for Africa through Arizona State University. the Vision for
Africa includes and online learning platform called Baobab ‘opportunities Board’ which fosters
collaboration among scholars, facilitates networking, provides continuing education in soft skills and career
readiness. The network will be spearheaded by the AY Communications Specialist and technical field
teams.
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Activity 1.6 Strengthening Of Youth Savings And Lending Associations (YSLA) and Access
to Agricultural Financing
In collaboration with community mobilizers, 109 YSLAs have been established in FY2018 and FY2019,
which have supported youth to access loans for establishing and improving youth-led business which in
most cases cannot access funds from big financial institutions due to lack of necessary collateral. Currently,
the existing YSLAs are experiencing insufficient capital which does not allow most of its members to
acquire reasonable amount of loans to invest in their businesses. In FY2020, AY will focus on establishing
and strengthening existing YSLAs to ensure that all YSLAs are registered at the district level and supported
to access funds from LGAs. In FY2020, youth in agribusiness will be linked with the new USAID/DCA
Guarantee portfolio initiatives through Amana bank. To achieve this, AY will facilitate the linking of youth
with Amana Bank, through grantees activities as well as community mobilizers. Access to Amana loan
facility will enable youth in agribusiness to acquire more capital for increasing production and processing.
This initiative will accelerate business improvement from micro- to small- and medium-sized enterprises
that entail more jobs creation to other youth in our ZOI.
Activity 1.7 Improved Skills through Exchange, Exposure and Learning Visits Across
AY’s ZOI, In-country and Outside the Country
In FY2020, AY will conduct exchange visits and learning trips between regions for local successful AY
entrepreneurs engaged in different value chains as well as other parts of the country and outside the
country. These visits will allow knowledge transfer/gain among youth, networking, market opportunities,
and exposure to other business environments.
Exchange visits will take the form of youth also learning from each other for example, taking successful
youth from one region to train other youth leaders and for them to go on learning expeditions. Youth
will learn from their peers and there will be training (food processing, hand crafts, mixed products, soap
making and batik) and learning beyond that provided by grantees.
Activity 1.8 Advancing Youth Annual Business Conference (AY Entrepreneurship Day)
AY will coordinate an annual business conference with the objective to showcase the AY activity to various
stakeholders and increase access to opportunities for young people to connect with these opportunities.
The event will bring together decision makers, LGAs, private sector, financial institutions, investors of
hotels, processors, companies, successful local traders, Business Development Service (BDS) providers,
regulatory authorities like Tanzania Revenue Authority (TRA), Tanzania Bureau of Standards (TBS),
Tanzania Medical and Drugs Authority (TMDA), TANTRADE, etc. During the event youth will showcase
their products, have dialogue and presentation sessions on their skills, products and ideas, share their
successes and challenges, and get feedback from other attendees about potential next steps. The
conference expects to increase youth exposure to market opportunities, access to finance, policy issues
advice, job opportunities, and to strengthen youth microenterprises, business formalization and
certification linkages.
Activity 1.9 AGRiTHONS for Youth Inclusion (AGRi4YI)

AGRiTHONS are agriculture-based hackathons that will engage youth to explore opportunities in their
own communities and come up with ideas that can be developed into tangible and scalable agribusinesses.
AY will create a model for supporting youth in AYs ZOI. In each of the six districts, 100 youth will be
invited to submit their business ideas, once reviewed, 50 successful youth will be selected for training on
how to pitch their businesses. The selected youth will undergo three days training that will include topics
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on how to write a business plan, organizing business financials, asset mapping, and pitching. The trained
youth will be awarded a certificate of participation after completion. Following the training five youth will
then be selected from each district level to feed into a regional level competition of 30 youth in total.
These 30 best business ideas at regional level will undergo more coaching on ideation and startup skills to
help them prepare for the regional pitching competitions. Ten winners at this stage will be selected in
consideration of viability, feasibility and scalability of the idea. Out of the three regions, 10 youth will move
forward to the national level boot camps where five winners will be selected. At each stage of the
competition there is an award for seed funding.
Activity 2.0 Graduate Business Plan Boot Camps

Led by grantees, graduate business plan boot camps will take place in FY2020 at district, regional, and
national level across AY’s ZOI. Through these boot camps, grantees will bring together young graduates
with innovative business ideas, business mentors, and accelerator programs for a weekend of pitch
development, networking, mentoring and personalized coaching, and advice on developing and carrying
out business plans. Winners at each level will advance to regional and national level competitions. AY will
work with private sector actors and chambers of commerce to host business competitions. Partners such
as National Economic Empowerment Commission (NEEC) Tanzania Private Sector Foundation (TPSF),
Tanzania Chamber of Commerce Industry and Agriculture (TCCIA), American Chamber of Commerce
(AMCHAM), Human Innovation Development Fund (HDIF), and Trademark East Africa (TMEA) both as
part of boot camp weekends as well as panel judges on each level of the competition. At each stage of the
competition there is an award for seed funding respectively.
Table 2: Milestones Towards Outcomes for the Livelihoods Component

Milestones Toward Outcomes Timing
Activity 1.1 Market Scanning to other Districts in our Zone of influence
Identify and prioritize available market opportunities November 2019 -December 2019
in collaboration with consultants from PORALG in
Dodoma, LGAs, private sector, youth and grantees
from respective Regions
Activity 1.2: Youth Selection

Hold grantee kick off meeting to train new grantees October 2019 -December 2019
on PYD and youth selection process
Open day event, Communication with local leaders, December 2019 - March 2020
partners, youth, parents and spouses to introduce the
project, objectives and expected results at the ward
level
Prioritize identified market opportunities, selection January 2020 - March 2020
criteria with LGAs, private sector, youth and
grantees
Select youth with grantees in close collaboration with January 2020 - March 2020
community mobilizers, local community leaders,
LGAs, and private sector companies
Collect baseline data from selected youth on their February 2020 - March 2020
economic status
Activity 1.3: AY Workforce Development Skills Training
Youth divided into cohorts for skills training based on April 2020 - June 2020
life stage
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AY Workforce Development Skills trainings April 2020 - June 30th, 2020

conducted by grantees (soft skills and
entrepreneurship and business management)
Grantees conduct grantee specific technical skills April 2020 - June 2020
training
Grantees match youth to specific on the job training, June 2020 - September 2020
internship, coaching and mentoring opportunities
with private sector
Activity 1.4 Creating “AY Rock-stars” Graduate SMEs and youth modal groups
Carried out by grantee April 2020- September 2020
Activity 1.5 Establishment of AY Business Network (AYBN)

Carried out by AY, Community Mobilizers in January 2020 - June 2020
collaboration with grantees
Activity 1.6 Strengthening of Youth Savings and Lending Associations (YSLA) and access to
agricultural financing
Carried out by AY, Amana Bank and grantees January 2020 - August 2020
Activity 1.7 Improved skills through Exchange, Exposure and Learning visits across AY’s ZOI
and outside the Country
Carried out by grantees and AY January 2020 - August 2020
Activity 1.8 Advancing youth annual business conference (AY entrepreneurship day)
First conference in Iringa February 2020

Second conference in Mbeya March 2020
Third conference in Zanzibar (Both Unguja and April 2020
Pemba)
Fourth conference in Dar es Salaam June 2020
Activity 1.9 AGRiTHONS for Youth Inclusion (AGRi4YI) focusing on inviting youth with viable
agribusiness ideas that can be scaled and grown.
Carried out by grantee January 2020 - April 2020
Activity 2.0 District, Regional, and National Graduate Business Plan Boot Camps
Carried out by grantee January 2020 - April 2020
Activity 2.1 Monitoring with grantees; October 2019-September 2020
Reporting period
Component 2: Strengthening Leadership and Positive Youth Development

(Leadership Component)
In FY2020, the Leadership Component will work with AYAC members, grantees and young people to
champion change and improve accountability within their communities. Key leadership activities planned
for FY2020 are included below—leadership component results as well as targets for year 3 can be found
in Annex I.
a) Enhance partnerships between youth and adults to increase youth engagement in decision making
bodies
b) Lobby for policy change at national level
c) Cascade youth-led (AYAC) leadership training to equip young people with the skills to become
change drivers within their communities;
d) Strengthen youth voices in advocating for accountability through development and deployment of
social accountability scorecards.
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e) Lead community development efforts through co-creation of innovative solutions

f) Establish young mothers’ councils at district level.
g) Support young people to enter decision making spaces and processes in private sector entities
Activity 2.1 Leadership Manual Contextualization

In FY2019, AY received USAID approval for the leadership manual—the manual is a guide developed by
the project during FY2018 and consists of lessons on topics like problem solving, growth mindset,
negotiation, conflict mediation, community mobilization, and transformational leadership. Following the
FY2019 Leadership trainings, component 2 received feedback from AY grantees, trained youth, and LGA
representatives to revise the leadership manual to; include topics and sessions such as good governance,
advocacy, and youth policy review; and increase the number of training days. Incorporating topics such
as good governance and civic education will play a big role to spur youth to action in leading sustained
improvements in their communities. As such, in FY2020 the leadership component will conduct a
Leadership manual contextualization workshop with grantees, AYAC, LGAs, and leadership experts in
our ZOI.
Activity 2.2 Conduct TOT refresher trainings

In FY2020, the AY leadership component will conduct a training of trainers (TOT) refresher to the AYAC
TOTs (4 from each district) who were trained in FY2019 by C4C master trainers. The TOTs are equipped
with skills to facilitate the AY leadership training to their peers. As such, AY grantees will work with the
TOTs as co facilitators to select and train youth across AY’s ZOI. The refresher training will only consider
the most active AYAC TOTs and those who are not active will be replaced with active community
mobilizers who have had leadership training.
Activity 2.3 Conduct AY Leadership Trainings

In FY2020, AY sub grantees together with AYAC TOTs will train 1,003 youth on leadership skills across
our ZOI. Participants will be identified through referrals from the AY Mobile Application as well as
individual application forms which will be distributed to LGA offices, universities, colleges, community
centers etc.
The leadership trainings will include sessions of the creation of individual community action plans. AYAC
TOTs will provide mentorship to youth to support the implementation of their community action plans,
monitor this process and provide regular reports to grantees. Below is the age and gender disaggregation
of youth that will be selected for the leadership training:
• 35% between ages 15-19
• 60% female participants
• 40% male participants
• 25% young mothers
Young women and youth between the age of 15-19 years will be prioritized. Registration for the training,
which includes the collection of baseline data and perceptions of self-efficacy, will be done through the AY
mobile application. Additionally, this application will be used by AYAC TOTs to monitor youth activities
and to capture the impact of the leadership training.
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Activity 2.4 Creating Youth-Adult Partnerships

To enhance partnerships between youth and adults, during the AY Leadership training in FY2020, youth
will identify specific decision-making bodies of interest where youth believe that they can positively
contribute. AY will match the trained youth to these opportunities in collaboration with the LGAs. AY
will hold youth and adult dialogues to garner commitment and buy in from community leaders and decision
makers at district, regional and national level to create opportunities that are inclusive of youth. The
Leadership team will also work with specific decision makers after the local level election to match youth
to newly formed committees/boards. The newly elected leaders will meet all the AY Leadership trained
youth and screen them for suitability through interviews. The same will be done with USAID implementing
partners (IPs), NGOs and CSOs and other entities such as the Tanzanian Chamber of Commerce and
Industry (TCCIA), National Economic Empowerment Commission (NEEC) and Tanzania Women
Chamber of Commerce (TWCA) as well as, other private sector entities.
Activity 2.5 Connecting Youth to Private Sector Leadership

USAID’s policy to engage private sector actors is an opportunity for AY to engage young people in private
sector leadership spaces. In FY2020, AY will work with private sector actors along with IR 1 in developing
graduate programs and leadership program as part of the workforce development efforts. In this manner,
AY will create young leaders in both the private and public-sector spaces.
Activity 2.6 Establishment of young mother’s champions for change councils

In FY2020 the leadership component through grantees, will collaborate with the healthy life skills
component through their young mother groups to establish young mothers champion for change councils
(Baraza la Wamama Vijana Mabalozi wa Mabadiliko) in each district across AY ZOI. The AY team will
lobby local government representatives to provide hubs where the young mothers councils can operate.
These hubs will serve as centers for information and services targeting young women. The councils will
advocate for young women’s rights and tackle issues that hinder the engagement of young women in
economic and community development activities. Each council will have at least 10 members which will
include government representatives such as the district loan officer, youth officer and gender desk officer.
Like the AYACs, LGA officials will be embedded into the council structures. The centers will also be
managed by LGA officials.
Activity 2.7 AYACs Learning Workshops

In FY2020 the Leadership team, in its effort to maintain sustainability of AY programs, will conduct a series
of activities to empower AYACs with skills such as organizational development. The aim is to capacitate
the AYACs with skills that will enable them to become successful CBOs in partnership with grantees and
other NGOs. The Leadership team will also organize experience sharing workshops with other AYACs
as well as private and public sector. This will give AYAC members a chance to exchange ideas and best
practices across AY ZOI. The workshops will enable AYAC members to connect and gather skills from
different youth programs including livelihood annual conference and exposure visits that can be used to
improve their work within their communities.
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Activity 2.8 Enhancing healthcare facilities accountability using accountability

scorecards
In collaboration with the health life skills component and AYACs, the leadership team through grantees
will use the experience gained in FY2019 implementing social accountability scorecards to promote
accountability in healthcare facilities.
The accountability scorecard process will gather youth expectations, preferences, needs and accessibility
in healthcare facilities while LGAs and healthcare providers use the accountability scorecards to improve
health services delivery matching youth needs, government priorities and resources availability.
Deployment of accountability scorecards will improve service delivery models in healthcare facilities,
enhancing youth voices in healthcare governance and promote LGAs’ commitments to deliver youth
friendly healthcare services.
Activity 2.9 Building youth capabilities to engage in community development activities

In FY2020, the leadership team will build capacity of AYACs and other leadership trained youth to engage
in community development activities through co-creation of innovative community development solutions
with LGAs. To achieve this, youth and LGAs will be trained on innovative tools that will enable them to
identify community development challenges and design solutions to tackle these challenges. Tools such as
design thinking, community canvas, and community needs assessments will be taught to AYAC members,
youth trained on leadership skills, and LGAs. The tools will be used to create innovations for the
betterment of their communities. A community award will be granted to AYACs that will showcase
impressive and sustainable community development solutions; the awards will be granted at regional level.
This activity will be conducted through grantees.
Activity 2.10 Meet the Leaders Series

Meet the leader’s series is a platform that provides youth with an opportunity to learn from current
leaders at regional and national level. This is a series of lectures provided by influential leaders who will
share their leadership journeys, key challenges and takeaways that aim at inspiring leadership among AY
beneficiaries, especially those who are aspiring to take leadership positions. Stories and presentations of
the leaders involved in the series will be documented in a booklet that will be share d to youth as an
inspirational token for their leadership journey. This activity is expected to continue through year five.
AY leadership team will implement this activity directly with the support from the communications
department.
Activity 2.11 National Policy Engagement Dialogues

In FY2019, through youth-adult dialogues AY successfully engaged decision makers in creating and
reforming procedures on issues that are a priority to youth at community level. In FY2020 the leadership
team will focus on engaging decision makers at theregional and national level. The regional and national
AYACs will conduct a series of strategic lobbying and advocacy meetings with national policy makers and
leaders to advocate for policy change on youth related issues, these includes tax havens during business
startup, labor market based education, financing and provision of better youth friendly healthcare services
and gender equality in accessing economic opportunities. The leadership component will also seek to
engage with entities such as the United Nations Association (UNA) to be part of the 2007 National Youth
Policy review.
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Table 3: Milestones Towards Outcomes for the Leadership Component

Milestones Toward Outcomes Timin
g
Activity 2.1: Leadership Manual Contextualization.
C2 team organize leadership manual re-contextualization workshop November 2019
Conducting leadership manual re-contextualization workshop with grantees December 2019
Submitting manual to USAID for approval December 2019
Activity 2.2 Conduct TOT refresher training
C2 team to organize refresher leadership TOT sessions across ZOI November 2019
Conduct AY Refresher Leadership Training of Trainers (Following manual December 2019 - January 2020
contextualization & USAID approval)
Activity 2.3 Conduct Leadership training
AYAC members to work with grantees to select youth for training on January 2020 – March 2020
AY Leadership training
Grantees/AYAC members to train youth on AY Leadership Manual January 2020 – March 2020
AYAC members to provide ongoing mentorship to youth trained by February 2020 – September 2020
AY Leadership Curriculum
Activity 2.4: Creating Youth-Adult Partnerships
Identify specific civic advisory boards, councils, committees or October 2019 - July 2020
similar bodies with which youth and adults can partner
Grantees/AYAC organize leadership youth matching with public and private October 2019 – July 2020
sector
Conduct leadership youth matching with public and private sector leaders’ October 2019 – July 2020
event.
Grantees/AYAC organize youth town halls meetings October 2019 – July 2020
Conduct youth town halls meetings for youth from different sectors to discuss October 2019 – July 2020
challenges and opportunities
Activity 2.5: Establishment of young mother’s champions for change councils (YMCFCC)
Selection and formation of YMCFCC in District level January 2020 – April 2020
Establishment of Women youth hubs February 2020– July 2020
Activity 2.6 AYACs Learning Workshops.
C2 team organizing AYAC training on project and organizational development November 2019 – February 2020
Conducting training on project and organizational development March 2020
C2 team organizing AYAC and partners Exchange visits and workshops for February 2020, August 2020
sharing and learning best practices
Conducting exchange visits and workshops for sharing and learning best March 2020, September 2020
practices
Activity 2.7 Enhancing healthcare facilities accountability through accountability scorecards
Conducting dialogues with health facility teams February 2020 – April 2020
Scorecards follow-up meetings March 2020 – August 2020
Activity 2.8 Building youth capabilities to engage in community development
Conducting design thinking, community needs assessment and community February 2020
canvas training to youth and LGAs
Community needs assessment and community canvas facilitation by AYACs March 2020
Community Solutions co-creation sessions between youth and LGAs April 2020- May 2020
Community solutions implementation May 2020- July 2020
Community Services Performance Awards August 2020 – September 2020
Activity 2.9 Meet the leaders Series
Inspirational Leaders’ lectures in all ZOI April 2020, August 2020
Publication of leader’s series September 2020
Activity 2.10 National Policy Engagement Dialogues
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Conduct national dialogues with leaders and policy makers February 2020 – August 2020
Component 3: Life skills for healthy living enhanced (Life Skills Component)
The Life Skills component focuses on instilling life skills for healthy living to empower youth with adaptive
positive behaviors and attitudes, as well as, develop their self-management skills leading to more healthy
and productive lives.
In FY2020 through grantees, AY will continue to engage community mobilizers to cascade the life skills
training through group education sessions and small groups, segmented by age groups (15-19, 20-24, 25-
29, and 30-35) and life stages (married/unmarried; in school/out of school; and youth who have
experienced GBV). The topics will consist of HIV prevention and management education, STI prevention
and treatment education, Family planning education, Gender and GBV education as well as the basic life
skills such as communication, conflict resolution and relationship management. AY will also continue to
reach in school youth and roll out secondary schools and university life skills trainings to ensure youth are
retained in school and reduce number of drop outs hence promote healthy living. The in-school education
consist of teen pregnancies education, peer pressure, HIV and AIDS education, STI education, Gender
and GBV education and basic life skills. Community mobilizers in the Life Skills component are critical to
the success of the project as community mobilizers create demand and interest for services for other
components. The life skills component will be an entry point for those seeking to enter AY’s dynamic
youth programming ecosystem. This will be achieved through both in-school and out of school
interventions driven by grantees in the zones of influence. Moreover, community mobilizers will be the
primary point of data collection using the AY mobile app to monitor youth participation, provide referrals
for health services and make referrals across components.
Activity 3.1: Conduct life skills training to grantees

In FY2020, AY will train life skills technical staff and M&E personnel on AY life skills using AY master
trainers. Trained grantee technical staff will teach trainers of trainers (TOT) who will cascade the AY Life
Skills Curriculum (LSC) to community mobilizers. TOTs will be trained to facilitate participatory and
experiential learning methodologies. The AY LSC training will ensure young people receive a minimum
package (4 hours as defined in AY’s MELP) of life skills for healthy living and future planning. Training will
be tracked by the AY mobile app. First time parents (FTP) and young mothers’ groups will be trained on
AY’s LSC, AYs Leadership curriculum, and the livelihoods component’s YSLA training.
The life skills component program staff in respective regions will work closely with the TOTs to provide
technical support and oversight of the selection, training, and follow up of the community mobilizers. This
is to ensure trained community mobilizers facilitate small group discussions (3-5 youth) and large group
discussions of the AY LSC (10-25). AY will undertake close mentoring of the TOT to ensure they have
mastered the use of the AY Mobile App to guide counseling and track referrals. Each TOT will be assigned
to train, mentor and supervise community mobilizers. In addition, these TOTs will be responsible for
conducting refresher trainings to community mobilizers once a year on facilitating peer group activities as
well as holding individual counseling sessions. This is to ensure quality delivery of life skills training to
youth.
Activity 3.2: Conduct Life Skills and nutrition training to community mobilizers
In FY2019, AY grantees trained community mobilizers on AY LSC. In FY2020 AY, through grantees, will
conduct refresher training to community mobilizers in Iringa and Pemba to fill gaps identified during
supportive supervision in FY2018 and FY2019. By doing so, the quality of content and facilitation skills for
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these community mobilizers will be improved. Apart from the SRH and life skills sessions, during the
training CM will be introduced to new indicators such as nutrition, which AY will leverage efforts with
Lishe Endelevu and Mboga na Matunda who will train CMs on this specific session.
AY will collaborate with USAID-funded programs such as Mboga na Matunda and Lishe endelevu to
cascade the nutrition education and technical skills to youth in YSLAs and life skills groups. AY will also
engage with the USAID “Advancing Nutrition” activity which works to improve the capacity of the Prime
Minister’s Office (PMO), and Tanzania Food and Nutrition Center (TFNC) to facilitate effective
coordination and technical assistance to nutrition sensitive sectors for successful implementation of
National Multi-Sectoral Nutrition Action Plan (NMNAP) July 2016 – June 2021. Additionally, this activity
will provide technical assistance on nutrition to USAID/Tanzania complementary activities.
Activity 3.3: Training and Engaging health facility providers in confirming referrals
During FY2020, Component 3 will leverage the existence of health facility providers that were trained
during FY2019 on youth friendly approaches and use them to confirm health referrals at the facility level.
A three-day training will be provided to health facility providers on how to use the AY mobile app
(CommCare) to confirm referrals and select health facilities. Providers will be based on the geographical
displacement of the health facilities that AY covers in the ZOI. Providers will also be oriented on the
scope of the project to ensure that they fully grasp its main objectives. AY will equip these providers with
internet bundles to ensure they have full access to the internet, and they can confirm the referrals on
time. This approach will strengthen the relationship between the health providers and the program
contributing to the performance of the program.
Activity 3.4: Conduct community outreach activity

During FY2020, AY will strategically roll out community outreach services to ensure that there are
comprehensive SRH services being rendered during these activities. The project will map out implementing
partners that are providing community-based health services such as USAID/Sauti, USAID/Boresha Afya,
United Nations Population Fund (UNFPA), Marie Stopes International and will jointly plan for provision
of services such as FP, which AY is not able to offer during outreach. HIV testing outreach services will
be provided adhering to the National AIDS Control Program (NACP) strategy by ensuring the testing is
targeted to Key and Vulnerable youth and Index youth. Community mobilizers working under grantees
shall be responsible for creating route plans and identifying hotspots to roll out outreach services in
collaboration with District Reproductive and Child Health Coordinators (DRCHCO), Council HIV and
AIDS Coordinator (CHAC), District Youth Officers, and health facility providers to enable the program
to reach more youth with SRH services in their respective areas. AY will collaborate with health providers
who will provide technical assistance to community mobilizers in clarifying complex sessions in life skills
group education. The providers will also provide SRH services to life skills groups which are distant from
the health facilities. GBV screening will be done during the outreach activities, where CM youth will
provide GBV referrals and directories for GBV victims to ensure they get appropriate services.
Activity 3.5: Quarterly review meeting with Government

To ensure engagement on sustainability of the project, Component 3 is planning to strengthen LGA
engagement in its activities through quarterly review stakeholder meetings. These will be attended by LGA
officials from the Council Health Management Team (CHMTs), as well as implementing partners that are
conducting similar projects. The key agenda during these stakeholder review meetings is to share
implementation status of the project to all stakeholders, challenges and best practices encountered during
implementation and jointly plan and revisit plans for the next implementation quarter. This will strengthen
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referrals across USAID IPs, tackling challenges AY encounters and remove barriers for services for youth
to increase uptake of life skills services.
Activity 3.6: Engaging In-and Out-of-School Youth

In FY2019, the life skills Component trained both in- and out-of-school youth. For out of school youth,
AY worked through grantees’ community mobilizers and recruited and trained youth on the AY LSC.
Youth were referred to this training from the Livelihoods and Leadership Components and through LGAs.
The Life skills component has also been an entry point for the integration of youth across the components
by not only training youth from other components, but also by creating demand for other components to
ensure that trained youth receive a comprehensive package. Community mobilizers then referred trained
youth to health services. Community mobilizers were assigned targets to reach out-of-school youth and
were paid stipends according to their performance. Performance is defined by number of youth reached,
not by the type of health services they access. For in-school youth, AY Life Skills grantees worked directly
with the Ministry of Education and Vocational Training (MoEVT) through school teachers, District
Education Officers (DEO) and ward education officers to recruit and train school teachers and youth peer
educators who cascaded the trainings to youth in-schools. AY life skills grantees delivered the school
trainings which targeted 60% of adolescent girls (ages 15-19) and 40% of adolescent boys (ages 15-19).
In FY2020, AY will continue to reach youth both in and out of school. For out of school, AY will engage
parents of youth and LGAs through open day events to building community buy in. The project will reach
youth in places where they typically gather, such as workplaces, in areas of transit, etc. Since AY only refer
youth who receive training from the program to health services, AY will provide youth in these spaces
with life skills training using large group and small group education based on the availability of these youth.
In some of these targeted outreach approaches where more trained youth are likely to attend, AY
community mobilizers will invite health service providers to attend and provide direct services on site for
those who have completed training, simplifying the completion of health referrals.
a. Roll out of small groups and one on one life skills sessions: In FY2020, AY
will leverage efforts with other USAID IPs such as Tulonge Afya, which is a USAID
funded program tasked to develop Social Behavior Change Communication (SBCC)
materials for other health programs in Tanzania, to create demand for Sexual
Reproductive Health (SRH) services and other such as circumcision services and
malaria prevention and treatment. AY will adapt the SBCC materials for young mothers
and other youth categories for small group sessions (3-5). The small group approach will
ensure the young people receive the SRH education i.e. consistency and correct use of
condoms, Family Planning (FP) education, HIV education and STI education with a minimum
package of four-hour sessions per the AY Monitoring Evaluation and Learning Plan (MELP).
The program will prioritize reaching adolescents 15-19, vulnerable adolescent girls and
young women (15-24), Young People Living with HIV (YPLHIV), youth with disabilities,
youth in tertiary institutions particularly young female, and first time and young mothers
(15-24) to teach healthy life skills. Trainings will include family planning (FP), which is key to
protecting youths’ economic future.
b. Reaching marginalized youth living with HIV, youth with disabilities and
vulnerable adolescents and young women: In FY2020, AY will widen the out of
school reach to other marginalized groups including Youth Living with HIV (YLHIV) and Youth
with Disabilities (YwD). These groups will be identified with the support from District Social
Welfare officers and leaders of the formed groups. AY, in collaboration with CCBRT and
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other IPs, will conduct TOT for their peers who will cascade the knowledge. The groups will
be formed at the district and ward level. The program will reach at least one group of YwD
per region as a pilot and will cascade based on the learnings from the field. GBV education,
GBV screening and referrals will be provided to these youth. Community mobilizers will
provide the GBV directories to these youth to ensure the GBV victims are provided with
post GBV services. The Life skills component will be the entry point for this group of youths
by ensuring they are integrated in livelihood and leadership.
c. Establishment and training of the First Time Mothers and Young Mothers:
In FY2020, AY will continue to promote and capture women’s participation in the program
by engaging with young mothers and young first-time mothers (ages 15-24). The program will
continue using the community mobilizers who were trained directly and by grantees to
continue cascading the training to this group. These community mobilizers will be mothers
themselves, which qualifies them to be peer educators. Through grantees, the program will
conduct refresher training to the peer educators from each district. The AY young mother’s
package will consist of 5 sessions; gender transformative approaches, basic life skills, parenting
skills, nutrition, and family planning. The peer groups will leverage efforts with component one
on YSLAs trainings and Leadership component.
At the end of FY2020, AY will reach 600 young mothers through this targeted intervention.
The program will use a phased approach where several groups (a minimum of two per ZOI)
will be formed in the first quarter of FY2020 and based on lessons learned from these
experiences. In FY2020, groups will be scaled to meet the needs of young mothers in wards
across AY ZOI. After training FTP/young mothers will be referred to health facilities for FP
services. Component three will also strengthen integration of FTP groups to start up YSLA
and joining the AYAC for awareness creation to ensure young women take up an active role
in the upcoming 2020 elections.
d. Life skills sessions to youth attending universities and colleges: In FY2020, AY

will reach tertiary educated youth with SRH and life skills education using the AY life skills
curriculum and Tulonge Afya SBCC materials. These sessions will focus on university and
college students from 15-19 and 20-24, with 60% being female. The university and colleges
expected are such as Mkwawa University College of Education (MUCE) in Iringa, Kleruu
Teachers' College, St. Augustine University of Tanzania and Mzumbe University in Mbeya as
well as colleges within the districts AY is operating. New HIV incidences are among challenges
facing young people under 25. AY will collaborate with DACC, DRCHCOs, CHACC, and
university management to select, train and engage the youth champions to provide these
sessions to their peers. AY will also conduct health bonanzas to attract a mass of university
students to access the SRH services. AY will work with Female Health Condom project to
continue creating awareness on female condoms as a means of family planning method as well
as HIV and STI protection. During these events, AY will invite competent health providers
who will provide services such as HIV Testing and Counseling (HTC), and FP. Through this
university intervention, AY expects to increase accessibility of SRH information and services
such as FP, which will enable them to protect their future and help them finish their education.
Activity 3.7: Male engagement dialogues and GBV management GBV Referrals to Gender
Desks
In FY2020, AY will leverage efforts with USAID Boresha Afya and roll out community-based gender
dialogues which will aim to engage male partners and other secondary beneficiaries who pose as violence
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perpetrators against young women, creating awareness on gender equality, and gender norms which
contribute to GBV among youth. During these dialogues, AY will engage the male champions, LGAs and
religious leaders in discussing gender related topics on GBV, it’s implication to health and economy
perspective at large. The GBV referrals will also be provided to GBV victims during these events. Through
these dialogues, AY expects to stimulate increased participation of both male and female in the uptake of
SRH services and economic opportunities as well as bring positive attitude change towards exploitative
gender norms.
AY will continue providing GBV education and GBV screening services to youth across our ZOI. To
respond to GBV, AY will also collaborate with USAID Boresha Afya and other partners in engaging Gender
desk officers in police stations and hospitals for youth. AY will collaborate with Boresha Afya to refer
youth to the facilities which have trained health providers on post GBV clinical cares and management.
Through these interventions, AY will increase youth who report GBV cases and receive treatment and
care. This will strengthen the GBV referral system where youth will have assurance of receiving friendly
services from police once reporting cases. GBV cases are rampant in AY ZOI especially in Mbeya and
Iringa and a deliberate referral process needs to be established to support victims and protect youth. AY
will also map the GBV directories where community mobilizers will have a role referring youth to these
facilities. AY will also work with other actors to identify social support mechanisms for survivors of GBV
through groups.
Activity 3.8: Connecting Youth to Community Health Insurance Scheme (CHF)

AY will work with the National Health Insurance Fund (NHIF) through Community Health Insurance
Funds (CHF) to connect youth to insurance services. AY will collaborate with the municipalities in our
ZOI to roll out the CHF scheme to community mobilizers and AYAC members within the ZOI.
Community mobilizers will cascade the knowledge to youth in the saving groups, and other groups within
the program. Community mobilizers and youth will be required to contribute funds to be registered on
the scheme based on the municipalities’ set fees. This will help youth afford treatment and services in
facilities that have been inaccessible due to their costs i.e. STI treatment, circumcision, malaria treatment
etc. hence, creating sustainability of these services for youth.
Activity 3.9: Connecting Youth to Community Health Insurance scheme (CHF)

AY will work with the National Health Insurance Fund (NHIF) through Community Health Insurance
Funds (CHF) to connect youth to insurance services. AY will collaborate with the municipalities in our
ZOI to roll out the CHF scheme to community mobilizers and AYAC members within the ZOI.
Community mobilizers will cascade the knowledge to youth in the saving groups, and other groups within
the program. Community mobilizers and youth will be required to contribute funds to be registered on
the scheme based on the municipalities set fees. This will help youth afford treatment and services in
facilities that have been inaccessible due to their costs i.e. STI treatment, circumcision, malaria treatment
etc. hence, creating sustainability of these services for youths.
Activity 3.10: Tracking types of services Youth receive in health facilities

The current indicators do not require AY to track the types of services youth receive from the referrals
provided, however, to ensure AY can capture and tell a complete story of the health services provided,
AY will track this information. Types of services completed will inform the project on the most preferred
services by youth, and which services are not utilized by youth. This will help AY leverage efforts with
other partners and government to strengthen those services and address barriers for not completing
certain services. Specifically, levels of services captured will enable AY to further refer youth to other
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USAID projects that can engage them for further services, for example, HIV positive youth will be referred
to USAID Boresha Afya which focuses on HIV care and treatment and supportive social services.
Activity 3.11: Family Planning compliance training to Grantees and Community

mobilizers
AY will roll out the family planning compliance training to grantee staff and community mobilizers
implementing component 3. This is to ensure, grantee staff and the community mobilizers engaged in
providing FP counseling and referrals are well informed of the FP compliance hence provide information
that observe family planning informed choice as well as protect youth rights to choices of FP methods AY
will leverage efforts with other USAID funded programs i.e USAID Boresha Afya to train health providers
who are key to FP service, to ensure once youth visit health facilities for FP services, providers render
the services complying to USAID Family planning standards including not deciding the type of methods for
them, nor denying them the certain type of methods based on personal preference. AY will also leverage
efforts with other clinical partners to conduct quarterly monitoring visits to health facilities within our
ZOI.
Table 4: Milestones Toward Outcomes for the Life Skills Component

Milestones Towards Outcomes Timing
Activity 3.1: Training of Grantees staff on life skills
Using segmented approach, identify, train grantees November 2019 – March 2020
technical staff on life skills participatory approaches.
Provide technical oversight to the CSO in setting November 2019 – August 2020
selection criteria and recruitment of trainers
Offer mentorship to the CSO as they conduct intensive November 2019 – August 2020
follow up to the trained TOTs
Activity 3.2: Training of Trainers-CMs refresher training
Identify key LSC topics and areas with gaps that need November 2019 - January 2020
capacity building
Conduct refresher training to the selected CMs and January 2020 – March 2020
YMs
Activity 3.3: Train Health providers on AY mobile App system
In collaboration with health facilities in charge, select November 2019
service providers for AY mobile app training (2 per
facility)
Develop health providers training schedule across the November 2019 – January 2020
ZOI
Roll out service providers training on AY mobile App January 2020 - March 2020
across the ZOI
Activity 3.4: Conducting outreach SRH services
In collaboration with IPs and LGAs, CM to identify hot October 2019 – January 2020
spot areas with key and vulnerable populations
Develop Community outreach events route plans October 2019 - February 2020
Develop outreach quarter events calendar October 2019 - February 2020
Roll out GBV screening during outreach events February 2020 – August 2020
Roll out outreach FP services to university and college February 2020 – August 2020
youth
Activity 3.5: Conducting outreach SRH services
Develop quarterly joint visits plans with LGAs October 2019- December 2019
Develop quarterly meeting agendas and schedule with October 2019- December 2020
LGAs
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Conduct quarterly joint visits to LS activities with January 2020 – September 2020
CHMT/RHMTs
Host quarter meetings with LGAs to provide updates January 2020 – September 2020
on progress (including CRC reports) and seek their
inputs to improve the program
Activity 3.6: Roll Out of Community Engagement Activities
Provide periodic supervision to CSO as CMs identify October 2019 - September 2020
existing youth groups or create new groups as seen
necessary
Track completed referrals by using mobile application November 2019- September 2020
In collaboration with Leadership component, adapt November 2019- September 2020
mobile based CRCs to capture youth feedback of
services collected
Reaching marginalized youth with disabilities, VAGY, November 2019- July 2020
PLHIV
Roll out male engagement and GBV management November 2019-September 2020
community intervention
Train University college students on life skills education November 2019- July 2020
Activity 3.7: GBV Referrals to Gender desk
In collaboration with Boresha Afya, train Gender Police November 2019 – March 2020
desk
Tracking GBV cases reported November 2019 – August 2020
Activity 3:8 Connecting Youth to Health Insurance Fund
Meetings with NHIF and Municipals in ZOI October 2019 -December 2019
Roll out of CHF to Community mobilizers and AYAC January 2020-April 2020
members
Roll out CHF to Youth savings groups January 2020 - September 2020
Activity 3.9: Youth Friendly services training to health providers
Securing letters and Trainers from the MOH November 2019-December 2019
Training of HPs on YFS January 2019 -April 2020
Activity 3.10: Tracking Type of Health Services provided
Using CommCare, Track the types of services October 2019-September 2020
completed
Activity 3.11: Roll Out of Community Engagement Activities
Train Grantees staff on FP compliance October-November 2019
Training of CMs on FP Compliance December 2019
Training of Health Providers on FP Compliance January 2020
Quarterly Monitoring of Health facilities on Compliance March 2020, June 2020, September 2020
of FP
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MONITORING AND EVALUATION

In FY2020, AY will strengthen the role of MELP in project implementation and ensure project staff,
partners, and grantees receive training in MEL duties based on the project training plan. This includes
training in monitoring data, verifying reported indicator results and targets, and tracking reported results
from input, output and outcome indicators. The team will conduct additional training on application of the
AY Mobile App to community mobilizers and grantees to strengthen quality of results reported.
AY CommCare Mobile App

The AY MEL systems in FY2019 started using the AY Mobile App, CommCare, to track data from training
to other cascading results. The MEL system currently in place should significantly contribute to effective
and accurately results reporting in FY2020 onwards. The functionality of the CommCare will improve
feedback loops, as data can be read and analyzed in real time through the mobile application. AY’s MELP
serves as a framework to ensure achievement of targets and will contribute to USAID’s reporting needs.
Community mobilizers and grantees will be responsible for data collection using CommCare and will
receive periodic training to ensure proper use of the application. The smart phone-based system links to
a paper referral form with a barcode that is uniquely developed for each individual and related to topics
as previously noted. Once a youth receives the referral, he or she takes the referral form to the provider
for services. Monthly, community mobilizers will follow up with service providers to gather data on which
confirmed referrals have resulted in services. This system will enable a greater number of “confirmed
referrals” and better uptake of services.
Data Quality
The AY team uses the following four primary tools to control the quality of data and monitoring by field
staff, partners, and grantees:
● Enforced data quality standards: Both the AY TAMIS and the AY Mobile App database will
include controls to ensure that data collection needs and standard indicators are defined before
activity implementation. Individual indicator reference sheets will be developed to include exact
definitions, detailed plan for data collection, data quality issues and ways to address them, and
plans for data analysis and reporting. This will enforce rigor in data collection and assist staff to
determine which data to collect.
● Internal DQAs: Activity staff, led by the MEL Manager, will conduct their own targeted DQAs
on a quarterly basis to ensure that all data collected and recorded are complete.
● Random quality control audits: The Chief of Party (COP) will develop a confidential schedule
for quality control audits of project data to be conducted on at least an annual basis.
● Annual DQAs: The M&E team, backstopped by the DAI home office senior M&E specialist, will
conduct a comprehensive DQA to ensure that Activity senior managers are aware of the strengths
and weaknesses of their performance data. Additionally, the team will be organized and prepared
to fully support any external DQAs requested by USAID. This year’s comprehensive DQA is
scheduled for January 2020.
MEL Annual Work Planning

Annual M&E results achieved provide feedback on the prior year’s work planning effectiveness.
Furthermore, each year’s data is analyzed, and lessons learned drawn in time for the annual report. This
analysis combined with lessons learned informs annual work planning for the coming year. At the annual
work planning staff retreat, the MEL Manager presented the annual M&E results compared to targets by
indicator, any special analyses carried out by economic sector (e.g. services, specific value chain, etc.), a
35
compilation of feedback from training participants, and the results of annual results surveys: all
disaggregated by region. This allows the team to better understand what is working, as well as where
efforts and activities need a course correction, and allows for the team to plan appropriately in the work
plan for the following year.
Regular Stakeholder Consultations and Technical Reviews

The AY activity will institute a series of regular events that bring together the AY activity and partner
staff, youth stakeholders such as AYACs, regional GoT officials, and USAID representatives. These events
underscore the value of data collection and analysis, allow for “refresher” M&E discussions, and reinforce
the importance of adhering to the AY activity CLA approach. Our strategy for this includes:
a) Hosting regular quarterly technical meetings in each of our regions to assess progress being made
against our targets and reserving one day of these meetings for a learning agenda to identify lessons
learned, and discuss challenges to implementation, including those related to data collection and
verification.
b) Conducting an annual youth learning workshop bringing together all grantee managers, LGA
officials, and USAID representatives to understand achievements against targets, impact on
beneficiaries, and actions necessary to improve programming.
c) Annual work planning incorporating lessons learned through implementation.
d) Using a Web 2.0 feedback mechanism to evaluate youth appreciation of digital learning content
produced on the Noa Ubongo platform and to score relevance of the material to situations being
encountered by our beneficiaries.
e) Supporting partners (both grantees and other IPs) to conduct a youth programming assessment
using a tool developed by USAID). This assessment will help them determine how well they have
been able to incorporate principles of positive youth development in their implementation
practices.
f) Quarterly, the M&E team in collaboration with the communication section will work together to
conduct a brown bag lunch where internal and external stakeholders can learn from various youth
practices.
Reporting and Documenting Results

For qualitative data, the M&E team will schedule monitoring visits for the year starting in the third quarter
of FY2020. These will complement the existing assessments and will identify any emerging good practices
that show promising results. The M&E team will provide input to the Branding and Communication
Specialist to ensure that AY reporting is supported by reliable data that has been adequately verified.
During FY2020, AY will submit high quality monthly, quarterly and annual reports on-time.
Quality of Life Study

AY has garnered results in the base period indicating that the approaches AY are using are effective.
However, in order to tell a complete story of the AY approach and why it has worked, it is important to
start understanding the implications of the results at an outcome and impact level. AY will conduct a
quality of life study to learn how our interventions have transformed and impacted young people’s lives.
A few select indicators will be studied for example, the number of micro borrowers, to learn how these
micro borrowers have spent the money they have borrowed and what that has resulted into, if the finance
was used to cover medical care, then what has that meant for their families and communities to have the
possibility to afford medical care? If the money was used to start or improve businesses, were these
businesses successful, and if so, what was the additional income used for? these and many other questions
will provide qualitative narratives of AYs impact.
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Table 5: Milestones Toward Outcomes for MEL Activities

Recruit M&E Officers September - November 2019
Revise MELP Plan September - November 2019
Orient grantees to M&E indicators, targets and October 2019 – March 2020
reporting requirements (tools and systems)
Kick off meeting with grantees Quarter one and two, PY 3
Routine Data Quality Assessments March and September, 2020
Assessment (Quality of Life) Studies and Interim January 2020 - May 2020
Evaluations
Monitoring & Field visits to grantees October 2019 – September 2020
Monthly reports October 2019 – September 2020
Quarterly
Regular Stakeholder Consultations and Technical
Reviews
Quarterly Reporting Quarterly
January, April, July 2019
Annual Work Planning August/September 2020
Annual Reporting October 2020
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ENVIRONMENTAL COMPLIANCE
AYs Environmental Impact Assessment Plan with Environmental Mitigation and Monitoring Plan (EIA Plan
and EMMP) describes how the AY will meet or exceed USAID environmental regulations as required in
22 CFR 216 (Reg 216) and the applicable Initial Environmental Examinations (IEEs). The Environmental
compliance will be implemented and will follow the EMMP.
It provides annexes with Framework Environmental Mitigation and Monitoring Plans (Framework EMMPs)
for classes of project activities, including enterprise establishment and employment creation, competitive
grant awards, direct training on agricultural practices, training related to private investments in
agriculture/access to finance, provision of business development services to the agricultural sector, and
community engagement activities surrounding healthy life skills. AY complies with EIA Plan and EMMP.
The following are AY activities with respective mitigation plan:
Table 6: Mitigation Measures for Environmental Threats

Category of Activity Environmental threats Mitigation Measures
Establishment of micro- Enterprise operations, inputs, Support to micro enterprises incorporates and
enterprises or support to location or wastes negatively prioritizes provision of clear accountability for
micro-enterprise for impact surrounding environment environment, health and safety compliance and
employment or start up good practices.
Require use of CP methodology, if appropriate
Training for business development service

providers will, where appropriate, incorporate CP
approaches and personnel providing such training
will have working knowledge of CP concepts and
basic CP skills.
Workers injured or hurt at work Require use of PPE in the operation of tillage,
harvest and processing equipment.
New technologies or For technologies other than well-established best-
management practices have management practices, an independent review of
unintended and/or uncontrolled the proposed technology shall be presented in a
environmental impacts technology memorandum and client approval
obtained.
Negative impacts to soil, water Business development services must incorporate
and air from new or enhanced and promote sound environmental management.
micro enterprises Business development services must comply with
GOT environmental and health requirements.
Existing processing facilities have Processing facilities must be reviewed to identify
uncontrolled environmental any significant deficiencies in basic environmental
impacts. management and compliance with GOT
environmental health requirements.
Institutionalization of life Improperly disposed condoms The educational curriculum around sexuality
skills and comprehensive pollute soil and spread disease. education must include instruction on the proper
sexuality education disposal of condoms.
(including HIV/AIDS)
Training on direct GMOs and improper use of
Training for, promotion of, or support for the use
agricultural practices or pesticides negatively impacts
of GMOs is strictly prohibited
pesticide policies environment, water, and soil.
Training for, promotion of, or support for the use
of pesticides is prohibited without an approved
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PERSUAP that covers the subject pesticides and

value chains.
Training related to private Loans and financing are used Appropriate management practices to control EHS
investment and/or loans in inappropriately resulting in risks and in compliance with GOT laws and
agriculture negative environmental impacts as regulations must be integrated into financing and
well as health/safety risks credit.
EIA and EHS permits and licenses under the

government of Tanzania must be obtained if
required.
In FY2020, AY will continue to perform activities that are compliant with the environment. In FY2019,
USAID Mission Tanzania provided environmental compliance training to AY team, AY grantees and other
USAID IPs in Iringa at AY offices. Following the training, AY adopted a tool for tracking and reporting
compliance of AY activities with regards to environmental issues. Grantees were trained on how to
conduct activities that are compliant and environment friendly; guided them how they should use a tool
for field monitoring and reporting. Following this training, AY tracked grantee activities across our ZOI,
the results were satisfactory, in that majority of the grantee activities are compliant with the environmental
requirements. AY will use the same tool in FY2020 to track and report activity progress for all grantees.
As part of the project’s due diligence, environmental compliance procedures are reviewed during the
grant application process and grantees will be briefed on AY’s compliance requirements. Activities for
environmental issues are scheduled as follows.

Orientation of grantees on EMMP and requirements October 2019 - January 2020
Refresher training to technical staff and grantees on November 2019 - March 2020
tools and systems for tracking, recording and
reporting environmental compliance issues
Grantee presentation towards mitigation measures August 2020
Monitor grantee activities November 2019 - September 2020
Annual Reporting for grantees September 2020
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GRANTS
New Annual Program Statement (APS)
In FY2020, grants under AY will be delivered through the second Annual Program Statement (APS). The
new APS will be an open-ended grants process that will invite applications throughout the year, application
however will be reviewed on a rolling basis.
AY will create a provision for two groups of grantees; generic large firms and private sector and youth
groups. The reason for distinguishing these two groups is to provide a smoother grant process for small
youth groups and youth- led businesses that are looking to scale their businesses. Youth groups will be
eligible for a maximum grant of . For grants under the APS, AY will follow a three-step process
for all grantees during the solicitation process.
1. Step 1: Applicants will submit concept papers
2. Step 2: A bidder’s workshop for shortlisted applications will be conducted. Part of the
bidder’s workshop will include a discussion lessons learned from the previous grant
application process.
3. Step 3: Shortlisted applicants submit a full application
Step 2 will be added in the new APS to allow applicants to have a greater understanding of the project
and provide guidance on how to write the full application. This stage will involve only the applicants whose
concept paper has been shortlisted to proceed with the next stage of applications. The bidders meeting
will invite these applicants to a co-creation in AY’s implementation ZOI. The following activities will be
achieved in the bidders (co-creation) workshops/ meetings;
a) Providing feedback on the concept submitted and highlighting areas of improvement,
b) Presentation on the project scope and target
c) Presenting a contractual requirement for all the applications. This will include Branding and
Marking, and Environmental compliance.
d) How to complete and fill the application form
e) Budget template presentation
AY will release an advertisement of the APS in November 2019 in two selected newspapers to reach
stakeholders within AY’s ZOI. In addition, the APS advertisement will also be shared through social media
channels such as WhatsApp and Zoom Tanzania.
Grant Mechanism
The APS also makes provisions for the type of grants that AY can administer. AY’s grants manual and
new APS defines grant eligibility criteria and describes the procedures that will be used to manage the
grants throughout the grant cycle, including solicitation and evaluation of proposals, disbursements,
monitoring of results, and close out requirements. Most grants under AY will be Fixed Amount Awards
(FAAs) which are grants fulfilled upon the completion of agreed upon targets and milestones. Once a
grantee delivers a set of milestones, they are reimbursed.
Grantees Workshops and Conferences

Grantee Conference
AY plans to conduct a grantee workshop for all grantees to ensure a clear and unanimous understanding
of the grant’s terms and condition, scope of the project, and donor rules and regulations. This will also be
a platform where grantees share their challenges and learn from each other. Grantees will also learn about
40
the different approaches that have been employed previously to ensure success, and what lessons that
provides to them and to the AY program. Also, successful grantee will have the opportunity to share
lesson learned sessions with the other grantee. The grantee conference will be held bi-annually, in
February 2020 and May 2020.
Kick-Off workshops
Once the new grantees have been identified, approved and award agreements have been signed between
AY and grantee recipients, AY will host a “kick off” meeting for grantees whereby they will work with the
relevant component leads, M&E team, and Branding and Communication Specialist to review requirements
related to reporting, data collection, and branding. During this workshop, the grants manager will go
through all the grants award clause, terms and condition of the FAA and special award conditions if any.
Grantees will produce reports upon the completion of milestones, as part of monthly progress reporting
and final report. AY Technical staff will assist in the monitoring of the grantees where appropriate and
review milestones. Grantees will also receive information packs that consist of Positive Youth
Development theory, the AY MELP, FtF branding guidelines, AY approved branding manual, M&E pre and
post-tests, AY curriculums, reporting templates, and AY’s Environmental Compliance Manual. In addition
to the tools, curriculum and manuals, grantees will also receive a brief training on the CommCare and
how to provide referrals across components to ensure that youth in the program receive an integrated
package.
Grant Close-out
During the two quarters of FY2020, AY expects to close the completed FY2019 grants. The below is a
list of grantees that will be closed in FY2020:
SN GRANTEE NAME
1 G-IRI-011 - Iringa Mercy Organization (IMO)
2 G-IRI-019 - Babawatoto Centre for Children and Youth Trust
3 G-MBE-003 - National Youth Information Centre
4 G-MBE-006 - Tanzania Bora Initiative
5 G-MBE-011 - TAMASHA (Taasisi ya Maendeleo Shirikishi Kwa Vijana)
6 G-ZAN-007 - Zanzibar Legal Services Centre
7 G-ZAN-008 - The Launchpad Tanzania Ltd
8 G-ZAN-010 - The Pemba Island Relief Organization (PIRO)
9 G-IRI-001 - GBRI Business Solutions Ltd
10 G-IRI-004 - Small Industries Development Organization - Iringa
11 G-IRI-009 - Mafiga Women and Youth Development Organization
12 G-IRI-010 - Sunseed Tanzania Technologies
13 G-MBE-004 - Small Industries Development Organization - Mbeya
14 G-MBE-021 - Farm Africa - Mbeya
41
BRANDING, MARKING, AND COMMUNICATIONS

With AY positioned as the flagship USAID-funded youth activity in Tanzania, AY’s brand communications
strategy for FY2020 is development of innovative, participatory communication tools to maintain the
momentum of the project and to gain maximum engagement of all AY stakeholders across the board. The
section below provides an overview of AY communications activities in FY2020.
Activity 1: Branding and Marking

SBCC Development
During FY2020, AY will develop a social and behavior change communication (SBCC) branding pack. As a
signature youth program under USAID, the activity aims to maintain vibrancy throughout its
implementation. The development of signature material such as a youth song that identifies with the
program will be instrumental in maintaining the look and feel of a youth program. The use of media will
also be employed throughout this campaign including the use of radio dramas, jingles, public service
announcements, community-level dance, music and poetry competition, posters and brochures.
Activity 2: Development of AY branding pack

An AY branding pack will be developed to encapsulate all communication for the project. The program’s
communication materials will be revamped to incorporate the program’s growth to date bearing in mind
the branding and marking guide for the program. As the program grows, so does the need to create a
fresh perspective for the program. Furthermore, the move of AY headquarters to Dar es Salaam from
Iringa calls for an opportunity to amplify the AY brand.
Activity 3: Research Communications

To convey research findings from the media insight survey developed under component two, a scope of
work will be developed for the preparation of print and radio communications products that distill the
research to its most essential message and feature them in an appealing, accessible way. Infographics and
radio spots will be developed detailing information from the survey. Related themes will be applied
throughout development.
Activity 4: Youth Champion Radio Roadmap

Promotion of representative youth voices with relevant key messages will cement the activity as a
signature youth program. Experienced youth in leadership positions who have grown under the program
in areas such as entrepreneurship and life skills, will be appointed champions for the project across the
three components. The communication plan will develop a radio roadmap that will raise the voices of
such youth to encourage others to engage in entrepreneurship activities and leadership. The use of
regional radio stations with wide listenership targeted at rural youth will be key in relaying the message.
Community radio stations with a wide reach within AY’s ZOI will be key vehicle for this campaign.
Activity 5: Events, Public Outreach and Key Visibility Opportunities

In FY2020, AY will support technical activities through planning and implementing a variety of events,
meetings, and workshops with project partners and stakeholders. AY will hold activities to strengthen the
linkages and relationships among private sector companies, training centers and LGAs in order to build
lasting alliances that increase employment and capacity development of rural youth.
The Brand Communications Specialist will support the planning, promotion, coverage, branding, reportage
and post-event media distribution for AY events. The focus for AY in FY2020 is to increase visibility and
42
to ensure the project has the look and feel of a youth program. Key FY2020 events and activities include
but are not limited to:
Event Timing
Launching the Dares salaam office with a photo exhibition January 2020
Introductory open days for youth; March 2020
Feed the Future “Inua Vijana” day in partnership with other IP’s, February 2020
Meet the Leader Series to advance youth in leadership positions March 2020
Media Insights Survey launch, June 2020
Grants handover event for Zanzibar grantees May 2020
Art exhibitions in AY ZOI and in Dar es Salaam/Dodoma January 2020
Citizen Journalism training May 2020
Music concerts and music competitions August 2020
In FY2020, AY will continue to match youth-led businesses with opportunities to showcase their products
and services at regional and national events including the Saba Saba International Trade Fair, Nane Nane
Exhibitions, Utalii Karibu Kusini tourism expo, and International Youth Day celebrations.
To highlight USAID assistance, AY will produce informational materials to share with participants at
project-funded activities, and promotional materials to distribute to participants in trainings and events. A
communications kit containing a fact sheet and success stories will be shared with project partners,
grantees, and other stakeholders at selected events. Additionally, Feed the Future and USAID-branded
banners, posters, and signs will be used across events and trainings.
Activity 6: Collaboration with USAID Tanzania Boresha Habari

In FY2020, AY will strengthen its partnership with USAID Boresha Habari in multiple ways.
1. Continue conducting citizen journalism training to AY youth to encourage active participation in
social processes and to equip them with the tools and techniques to find their voice, produce and
disseminate news and information. In FY2019, the trainees were incorporated into a mentorship
program led by professional journalists. This allows the youth to combine classroom training with
practical of collecting, reporting, analyzing and disseminating news. Upon completion, the youth
will put their training to use by supporting AY communications output such as the e-newsletter
described below.
2. AY youth to participate in a campaign and design competition. Boresha Habari will give winners
to conduct their campaign.
3. Boresha Habari has a running radio program called Mikikimiki which airs in 20 stations across the
country, including six in AYs ZOI. The AY communications team will supply Boresha Habari with
youth beneficiaries that can be interviewed and featured in the program. For the next year, at
least two young people or partners will be part of the program.
4. With the increasing number of collaborations, AY and Boresha Habari will jointly supply USAID
with at least 12 social media posts for the next year.
Activity 7: Youth-Driven E-Newsletter

It has been the program’s prerogative to engage the AYAC members who receive the citizen journalism
43
training to co-produce a youth-led quarterly e-newsletter. The newsletter provides a platform for youth
voices from our ZOI while also highlighting AY activities, successes and learnings. In FY2019, the trained
youth were attached to a mentorship program with professional journalists from the press clubs in Mbeya,
Iringa and Zanzibar. The week-long mentorship enabled the youth to gain firsthand field experience which
will further enhance their writing and photography skills. The youth are expected to write stories that will
feed into the e-newsletter, with editorial input from the AY Brand Communications Specialist, alongside
an AY public activity update. The newsletter is distributed within the AY community of practice including
USAID, USAID-funded projects, and relevant LGAs while also providing an opt-in subscription option for
the public.
Activity 8: Knowledge Management

The AY Brand Communications Specialist will work with technical leads, team managers, and implementing
partners to coordinate the AY team’s communications output to produce timely comprehensive
documentation in compliance with USAID regulations. This will include the collation, integration, and
revision of technical reports (monthly, quarterly and annual), impactful success stories and periodically
updating the fact sheet while handling ad-hoc requests for information from USAID. It will also include
project photography and the maintaining of a project photo bank.
Conclusion
AYs focus in this third year of implementation is deepening and expanding engagement with private sector,
elevating engagement at the national Government level and creating greater visibility for this flagship
USAID investment within Tanzania and beyond. To ensure that gender goals are achieved, AY will create
deliberate efforts to engage male partners and create male champions that will advance equity in their
communities. Tipping this power imbalance is an important way to elevate young women who are often
marginalized. As AY grows more confident to create strategic intervention mixes that cater to different
types and needs of youth, more nuanced approaches will be incorporated, for example, creating young
mothers’ champions. Often left behind and marginalized, these young mothers will be instilled with
leadership skills and supported to join leadership activities. Furthermore, AY will also work with young
graduates, creating entrepreneurial ‘rock stars’ that will be equipped to employ other youth.
By the end of PY 3, AYs’ innovative approach will become an example of how to use Positive Youth
Development approaches to secure a promising future for young people in rural Tanzania.
44
ANNEX I: RESULTS/TARGETS SUMMARY (FY2018-

FY2019)
SUMMARY OF RESULTS AND TARGETS (FY2017-FY2019)
BASE YEARS (2017 – 2019) COMING
S/N DESCRIPTION TARGETS ACHIEVED TARGETS
FY2018 FY2019 TOTAL PERCENT FY2020 LOP
LIVELIHOOD AND WORKFORCE DEVELOPMENT SKILLS
1 1.0 Number of youths trained under 2,080 1,030 930 1960 94% 2,600 7,538
Intermediate Result (IR1) (custom)
1.1 1.1 Number of rural SMEs established or 65 16 46 62 95% 80 236
improved (custom)
1.2 1.2 Number of microenterprises established or 1,841 341 1,458 1,799 98% 2,000 5,241
improved by AY (custom)
1.3 1.3 Number of formal or informal jobs created 911 161 839 1,000 110% 767 3,422
(custom)
EG.6-2 1.4 Number of youths with improved skills 2,045 1,030 930 1,960 96% 2,055 7,538
following WFD programming (standard)
1.5 1.5 Percentage of youth beneficiaries with 40% - 402 402 125% 60% 80%
increased incomes (impact) (custom)
1.6 1.6 Number of microenterprise borrowers 2,371 392 1477 1869 79% 617 2,317
(MRR) (custom)
GNDR-2 1.7 GNDR-2 Percentage of female participants 55% 57% 63% 60% 109% 56% 58%
in USG-assisted programs designed to increase
access to productive economic resources
(standard)
YOUTH-3 1.8 YOUTH-3 Percentage of participants in 80% 75% 77% 76% 95% 80% 80%
USG-assisted programs designed to increase
access to productive economic resources who
are youth (15-29) (standard)
EG.4.2-7 1.9 EG.4.2-7 Number of individuals participating 1,900 1,030 937 1,967 104% 2,000 5,600
in group-based savings, micro-finance or lending
programs with USG assistance (standard)
EG 3.2-27 EG 3.2-27 Value of agriculture-related financing NA NA NA NA NA 150,000 450,000
accessed as a result of USG assistance
EG 3.2-27 EG 3.2-27 Value of agriculture-related financing NA NA NA NA NA 70,000 210,000
accessed as a result of USG assistance - Informal
sources disaggregate
EG 3.2-26 EG 3.2-26 Value of annual sales of farms and NA NA NA NA NA 150,000 450,000
firms receiving USG assistance


EG 3.1-14 EG 3.1-14 Value of new USG commitments and NA NA NA NA NA 150,000 450,000
private sector investment leveraged by the USG
to support food security and nutrition
LEADERSHIP AND COMMUNITY ENGAGEMENT
2 2.0 Number of youths trained under IR2 700 303 435 738 105% 1003 3,526
(custom)
2.1 2.1 Number of youths who are active members 420 134 190 324 77% 650
of decision-making bodies in their communities 2,004
(e.g. ward councils, district councils and
committees) (custom)
2.2 2.2 Number of youth reporting that they have 420 174 289 463 110% 650 2044
participated in at least two activities pertaining
to community decision making in the past 6 (or
12) months (custom)
2.3 2.3 Number of laws, policies, or procedures 1 NA 0 0 0% 1 4
adopted and implemented with USG assistance
designed to promote and improve youth
participation at the regional, national, or local
level (standard)
2.4 2.4 Number of youths who participate in 420 213 253 466 111% 650
community development activities following 2,083
leadership training (custom)
2.5 Number of individuals reached through SBCC NA NA NA NA NA 2,500
campaigns 7,500
HEALTH AND LIFE SKILLS
3.0 3.0 Number of youths trained under IR 3 8,660 1393 8622 10,015 116% 6,170 25,000
(custom)
3.1 3.1 Percentage of beneficiaries who agree that 70% 79% 86% 82% 117% 80% 90%
community-based health services and referrals
are now more accessible (custom)
3.2 3.2 Percentage of youth who were referred for 50% 42% 53% 48% 96% 55% 65%
and completed a reproductive health service
referral (e.g., for HIV testing, family planning, STI
diagnosis and treatment, malaria) (custom)
3.3 3.3 Number of participants trained under 810 - 904 904 112% 980 3,750
FTP/young mother group (custom)
3.4 3.4 Percentage of trained young mothers’ 30% - 31% 31% 103% 50% 50%
beneficiaries who were referred for and
completed FP services (custom)
46

3.5 Number of individuals receiving nutrition-related NA NA NA NA NA 810 2,430
professional training through USG-supported
programs
CROSS-CUTTING INDICATORS
CC1 CC1 Number of youths trained under all IRs 8,701 2,586 7,999 10,585 122% 6,191 25,100
(custom)
CC2 CC2 Number of youths at risk of violence 700 303 435 738 105% 1,480 3,783
trained in social or leadership skills through USG
assisted programs (Youth Power IDIQ YOUTH-
1, F Indicator) (Standard)
CC3 CC3 Number of AY youth beneficiaries 8,660 1,526 4,032 5,558 64% 6,170 25,000
provided with referrals (business, education,
health, etc.) (custom)
CC4 CC4 Number of AY youth beneficiaries who 1,733 620 1,149 1,769 102% 1,233 5,000
report increased self-efficacy after USG assisted
training/programming (custom)
47
ANNEX III: MONITORING AND EVALUATION

DATA FLOW CHART
USAID
DAI HOME OFFICE
DCOP/COP
REPORTING TEAM
-Projects trends of data needs
per quarter
-Approves tools developed per

PIRS
MEL MANAGER -Checks final data quality
-Approves activity per indicator;
and
-Conducts data analysis for
reporting
-Projects numbers reached per
indicator
M&E
SPECIALIST/OFFICER
IR LEAD/MANAGER/SPECIALIST
-Data from IR Lead received
-Checks for accuracy/complete and

verification
-Shares with MEL Manager
-Prepare tools per PIRS
PROGRAM OFFICER
(REGION) FIELD
STAFF/GRANTEE
-Data from field/grantee received
-Checks for accuracy and verification -Collects data and input
-Shares to IR Specialist -Checks for completeness
-Orient field staff/grantee on data -Shares dataset to regional office

collection

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FEED THE FUTURE TANZANIA

FY2020 Work Plan

DAI Global LLC

Feed the Future Advancing Youth (AY)

Prepared by Feed the Future Tanzania Advancing Youth activity

ANNEX III: MONITORING AND EVALUATION DATA FLOW CHART ............. 50

TMDA Tanzania Medical and Drugs Authority

Gender-Transformative Approaches (GTA): AY defines GTA as programs or activities that create

Activity Start Date: August 17, 2017

Activity End Date: August 16, 2022

Activity Overview and Implementation Approach

Activities under AY are driven by the below theory of change:

Figure 1: Advancing Youth Ecosystem Diagram

FY2020 Implementation Objectives

KEY ACTIVITIES FOR ACTIVITIES FOR FY2020

CCCA-1 Advancing Youth Advisory Council (AYAC)

Prepared by Feed the Future Tanzania Advancing Youth 11

Figure 2: Advancing Youth Advisory Council (AYAC) Structure

AYAC Engagement Across AY Activities

• Develop and pilot social accountability score cards with grantees.

CCCA-2 Government Advisory Committee

CCCA-3 Working with Private Sector Apex Organizations

CCCA-4 Open Day Community Events

CCCA-5 Male Engagement for Gender Transformation and Women Empowerment

CCCA-6 Digital Insights Survey

CCCA-7 AY Content with Khanga Rue Media (KRM)

CCCA-8 Exploring mental wellbeing interventions approaches

Table 1: Milestones Towards Outcomes for CCCA

Milestones Toward Outcomes Timing

Component 1: Increasing Entrepreneurship and Workforce-Readiness Skills of

Figure 3: Push-Match-Pull Model

AY will continue to use this framework in FY2020 in the following ways:

• PUSH Activities: In FY2020, AY will continue deploying the AY Workforce Development

Activity 1.1 Market Scanning to other Districts in our Zone of influence

• Commitment and readiness to attend AY trainings and activities

• 15% between 30-35 years old

Activity 1.3 AY Workforce Development Skills Training

Activity 1.5 Establishment of AY Business Network (AYBN)

Activity 1.9 AGRiTHONS for Youth Inclusion (AGRi4YI)

Activity 2.0 Graduate Business Plan Boot Camps

Table 2: Milestones Towards Outcomes for the Livelihoods Component

Activity 1.2: Youth Selection

AY Workforce Development Skills trainings April 2020 - June 30th, 2020

Activity 1.5 Establishment of AY Business Network (AYBN)

First conference in Iringa February 2020

Component 2: Strengthening Leadership and Positive Youth Development

e) Lead community development efforts through co-creation of innovative solutions

Activity 2.1 Leadership Manual Contextualization

Activity 2.2 Conduct TOT refresher trainings

Activity 2.3 Conduct AY Leadership Trainings

Activity 2.4 Creating Youth-Adult Partnerships

Activity 2.5 Connecting Youth to Private Sector Leadership

Activity 2.6 Establishment of young mother’s champions for change councils

Activity 2.7 AYACs Learning Workshops

Activity 2.8 Enhancing healthcare facilities accountability using accountability

Activity 2.9 Building youth capabilities to engage in community development activities

Activity 2.10 Meet the Leaders Series

Activity 2.11 National Policy Engagement Dialogues

Table 3: Milestones Towards Outcomes for the Leadership Component

Activity 3.1: Conduct life skills training to grantees

Activity 3.4: Conduct community outreach activity

Activity 3.5: Quarterly review meeting with Government

Activity 3.6: Engaging In-and Out-of-School Youth