Overall goal To contribute to improved livelihood of smallholder producer farmers and poverty reduction through entrepreneurship and business skill development, establishment of sustainable income generation enterprises and marketing of agricultural produce. Project objectives: The project is seeking to achieve the following strategic objectives: a) Facilitating entrepreneurship and business skills development at grass root levels towards improved livelihood of smallholder producers. b) Strengthening MVIWATA at national , middle and local levels through capacity building towards institutional and financial sustainability. c) Consolidate experiences and interventions of rural tourism initiative in Kwalei and Kwekanga villages in Lushoto District. The project will help to contribute to (i) increased farmers’ capacities on agribusiness skills, especially, marketing and entrepreneurship development to ensure food and income security, (ii) increased access to market for agro-produce and financial services through establishment of farmer controlled market systems and financial institutions, (iii) institutional development of MVIWATA at National, middle and local levels. Approaches and methodology To implement this project, MVIWATA will use residential and village based training programs; exchange visits and study tours; facilitate farmers’ forums at village, ward, district, regional and national levels; organise reflection meetings; and facilitate regular monitoring and evaluation events using the existing tools used by MVIWATA such as follow up forms, progress reports and other tools for activity and budget tracking. Exchange visits and study tours will be organized to give participating communities the opportunity to learn from other farmers and exchange ideas and experiences amongst networks. So far, such visits have proved to be very successful because they offer participants an opportunity for learning from their counterparts. For training programs, MVIWATA has already developed its own training materials on key topics such as leadership skills, group formation and strengthening, farmer networks and network management, rural micro-finance, entrepreneurship development, lobbying and advocacy, rural markets management, gender and HIV/AIDS. Rural tourism initiatives will be promoted as an economic activity that will contribute to future financial sustainability of the organization. In areas where MVIWATA may not have adequate expertise, outsourced services may be used. In each region, 20 promoters will be trained on group formation and strengthening, entrepreneurship skills and business development, initiation and strengthening of rural microfinance, agricultural production systems and any other aspects embedded within MVIWATA interventions. A total of 100 farmer promoters (60 men and 40 women) will be trained. A total of twenty wards (20); five in each region will benefits from the project whereby four promoters will be trained per ward with the aim to provide services to other farmers. Over four years, 55,000 smallholder farmers will benefit from the project whereby a total of 1,000 farmer groups of about 55 members each will be reached by the project. From the above highlights, each trained promoter shall have trained about 688 smallholders farmers by the end of the project.

Agriterra has been supporting MVIWATA since 2004 through the project entitled “Strengthening national and middle level networks”. The project is reviewed annually to meet the changing development needs of small-scale farmers in Tanzania. Agriterra and MVIWATA collaboration over the past five years have brought major achievements as follows, to mention a few: - Strengthened capacity of the national level to manage the organization, financial management, reach to the members, governance, gender aspects of the network, and cross cutting issues mainly HIV/AIDS. - Development of capacities of the middle level networks, which is crucial in reaching the members in their local networks and the links with local policy makers and other actors. - Capacity building of staff through training and staff development - Improved lobbying and advocacy capacity of farmers through activities related to network development, training, annual workshops, publications and radio programmes. - Development of economic empowerment programmes, agricultural marketing and promotion of community based rural tourism in Lushoto district. As a result, - MVIWATA is highly recognized by the government, development partners and other stakeholders of small-scale farmers’ development - There is increased number of farmers’ promoters who train other farmers in local networks; this important for sustainability of the institution. - Mainstreamed HIV/AIDS and gender equality in MVIWATA. MVIWATA’s philosophy is characterized by a rural development sustained by strong farmer groups, local initiatives and forums. MVIWATA is not a hierarchical organization but a national network of various levels from the individual farmer-to-farmer groups, and from local networks to middle networks and National network. The mission is to strengthen farmers’ groups, local and middle networks to form a sound and strong national farmers’ organ to ensure effective representation of their interests, to facilitate learning and training, to enhance communication and advocacy strategies to defend and promote their interests. The vision is to become a strong farmers’ organization that will guarantee small scale farmers’ participation and representation in socio-economic and policy decision making process at various levels through learning, initiating, implementing and monitoring their own socio and economic development. For smallholder farmers to address their vast challenges, it is imperative that they have strong organisation at all levels. However, despite some initiatives, majority of farmers are still unorganised and their capacity to address economic and social challenges is still limited. MVIWATA offers the opportunity for smallholder farmers to come together and address their challenges. In addition, it is experienced that the development of farmers’ networks is a process, and therefore cannot be accomplished in a short term. Likewise, capacity development needs of farmers are increased annually with emerging challenges such as new market forces, food crisis, emergence of new technologies, new policies and new global dimensions such as climate change. This means there is a need for continued capacity building support for emerging farmers’ networks especially at the middle and grass root levels. MVIWATA by it own cannot able to meet these needs. It must collaborate with other development partners, Agriterra in particular.

The project will focus on economic and lobbying and advocacy interventions of MVIWATA and support strengthening of organisational capacities of middle level networks, especially by providing partial support to Kagera, Morogoro and Dodoma middle level as well as the operations of national level. In general, the project in 2008 will continue to support the implementation of MVIWATA strategic plan of 2004 – 2008. MVIWATA is organized into three levels, namely, grass root level, middle level, and national level. Middle level networks are composed of the regional and district farmers’ networks, while grassroots level is formed by village and ward networks. In 2007 MVIWATA made major constitutional amendments which aimed at enhancing governance and provide for more autonomy to middle level networks of MVIWATA. There are now 4 levels in the governance structure of MVIWATA; 1. The Annual General Meeting of members 2. The Council, which is formed by representatives of middle level networks and board members. 3. The Board of Directors, which is formed by nine elected members 4. The Management, headed by Executive Director Income poverty is the major problem that smallholder farmers face. This problem is caused by many factors including low productivity, poor market access and inadequate access to financial services access, poor organisation of farmers and lack of adequate information on input-ouput markets and prices. This has direct relationship with increased food insecurity among the small holder farmers. This project attempts to address the above mentioned problems and some of their root causes, and create more awareness to farmers on the effects of HIV and AIDS towards improving the livelihood of small holder farmers. The direct target beneficiaries are small farmers (including livestock-keepers). The project targets to benefit about 20,000 smallholder farmers of which about 40% women. The impact of the project is expected to reach wider communities in the areas the project is going to be implemented. The target beneficiaries will be encouraged to mobilize their own financial resources, particularly in terms of membership fees and subscription as well as undertaking income generating activities. Institutional sustainability will be achieved through building of strong networks of farmers at all level, starting at grassroots level. Overall, MVIWATA national office will play the mentoring role to the grassroots and regional level networks. The project will encourage farmer-centered and participatory learning approaches. Most of project activities will allow farmers to share their knowledge and experience, learn from one another, and will be fully involved in monitoring and evaluation of project implementation progress, and hence ensuring sustainability. Participating farmers (especially women) will be empowered with knowledge and skills (training), which is a key of development towards establishment of their strong groups and networks. A participatory monitoring and evaluation will be applied, involving all target beneficiaries and other stakeholders to assess the impact of project activities and allow for their refinement, and also beneficial impact on the beneficiaries economic status and livelihoods at the household level. This will be done through the village meetings and meetings of the networks and groups which comprise the beneficiaries. The Board of Directors will review the progress of the project in each quarter and the leaders of MVIWATA will review the project in Council meetings. Normally the audited report of the project is presented at the Annual General Meeting each year. MVIWATA will prepare Quarterly and Annual reports (both technical and financial) for submission to Agriterra as required by the contract and for institutional use. There will be follow-up visits to project sites by MVIWATA leaders and management team to assess the project performance. In addition, semi-annual reflection meetings will be held.

MVIWATA is a National Network of Small-scale Farmer Groups in Tanzania which was founded in 1993 and formally registered in 1995. It is a network of small-scale farmer groups that are formed into Local Networks at Village or Ward levels, and Middle Level Networks at Regional level. MVIWATA has a broad based grassroots membership in 19 Regions of Tanzania Mainland and Zanzibar.

The project’s overall aim is to improve marketing conditions for agricultural products in Tanzania to increase and secure farmers income. Its specific aim is to improve the “physical markets” conditions of farmers in 6 areas and to improve the general marketing conditions of farmers in Tanzania. The six main activities are the following: (i) Capitalisation and dissemination of the RMDP experience (ii) Strengthening of the four existing market management structures (iii) Creation of two new markets in other regions (infrastructures and management) (iv) Technical support to producers groups around the 4 existing markets (v) Development of a resource centre for farmers (marketing information system, commodity chain surveys) (vi) Promotion of Tanzanian farmers interests at national level The main expected results of the project are the following: (i) Mviwata’s experience on the development and management of half bulk rural markets benefits to a significant amount of farmers and rural organisations; (ii) Kibaigwa, Nyandira, Tawa and Tandai Market Boards have developed the required skills for good management of those markets. They provide relevant services that attract each year more producers & traders. They are financially and technically autonomous at the end of the project; (iii) Two new half-bulk rural markets for agricultural products are created in two other regions of Tanzania with Mviwata’s local networks involvement. They are managed by local structures comprising markets stakeholders representatives; they are legally registered and work under a contract with local governments; (iv) Several farmers’ groups are built up in Morogoro and Dodoma regions and sell their products at a good price on markets, having established sustainable links (contracts, agreements …) with traders. Their commercial capabilities have improved; (v) A relevant and useful resource centre is operating within Mviwata ; it is linked to the « Tanzanian Agricultural Commodity Exchange » and disseminates market information daily to the markets; (vi) Mviwata contributes to the promotion of Tanzanian agricultural products and takes part in the definition of marketing national rules for these products;

The farmers of the villages Kwalei and Kwekanga (Tanzania, Tango region, Lushoto district) represented and organized in the local farmer networks of Mviwata, respectively Mviwakwa and Mviwakwe, want to start a venture in community based rural tourism. Rural tourism means leisure activities carried out in rural areas. A distinguishing feature of rural tourism is the wish to give visitors personal contact with, or a taste of, the physical and human environment of the countryside and, as far as possible, allow them to participate in activities, traditions and lifestyles of the local people. The rural tourism venture is based on community based principles, which are: • Employment of and income for local people. • Use local products and goods in order to bring economic benefits to the local community. • Instalment of a community development fund. • Ownership and decision-making by the local communities involved.

The year 2006 is the third year in the 5 year strategic plan of Mviwata. In the strategic plan of Mviwata for 2004-2008 focus is on: a) strengthening of the middle level of the organisation to be able to initiate development activities b) capacity strengthening of the national organisation aimed at effective services c) training of leaders, staff and members d) Strengthening of management and implementation capacity. In the workplan of 2005/2006 Mviwata focusses on all these issues The formation of middle level networks goes hand in hand with the growth of membership of MVIWATA. Mviwata organised a meeting with all donors in January 2006. The planning of 2006 and 2007 were included in this meeting. Focus in 2006 is mainly on the first strategy: Strengthen development efforts of MVIWATA members for enhancing effective service delivery at middle level. The budget for 2006 is Euro 95.473 and for 2007 is Euro 113.751.

In the strategic plan of Mviwata for 2004-2008 focus is on: a) strengthening of the middle level of the organisation to be able to initiate development activities b) capacity strengthening of the national organisation aimed at effective services c) training of leaders, staff and members d) Strengthening of management and implementation capacity. In the workplan of 2005/2006 Mviwata focusses on all these issues with the following activities: (a): - workshops, meetings and exchange visits for middle level leaders. - employment of 3 middle level network coordinators - participation of farmers in agro-processing exhibitions and shows (b): - training of leaders and staff - national workshop to set up lobby and advocacy strategy - national office support (c): - staff and leaders training and evaluation of training programme (d): - support to farmers, leaders and staff to attend international workshops/meetings Mviwata is supported by OXFAM, BECO, MS Danish Association for International Cooperation and ASTM. TRIAS gives support directly to middle level networks. The total budget for 2005 is Euro 356,292. Mviwata is requesting from Agriterra for 2005: 90.950 and for 2006: 107.483

Mviwata is een nationale koepelorganisatie van 75 lokale boerennetwerken, opgericht in 1992. Mviwata behartigt de belangen van kleine boeren en is politiek neutraal. De organisatie richt zich met name op ondersteuning van lokale groepen met 5-300 leden, maar presenteert zich ook als de stem van de boeren in Tanzania via lobby. Deze ondersteuning is gericht op emancipatie van kleine boeren en training.

Since year 1996 the FERT association is a major partner of MVIWATA, a Tanzania national network of farmers organisations, as MVIWATA network members called for FERT assistance to address two of their main concerns which were (i) the financing of agricultural activities, and (ii) the marketing of agricultural produces, through the development of services to farmers in the fields of (a) inputs and farming equipment procurement, (b) collection and marketing of agricultural produces and (c) rural micro-finance. Since 2001 FERT and MVIWATA are implementing in partnership two projects partly addressing the above concerns: The first project is supporting the development of rural micro-credit organisations called "savings and credit cooperative societies" (SACCOS) in Kilimanjaro, Morogoro and Dodoma regions. This is a four-years project (2001-2005) implemented by the FERT in consortium with LVIA and co-financed by FERT, LVIA, the french and italian foreign affairs ministries, and the European Commission. The second project, the "rural markets development project" (RMDP) is working on four bulk markets: three fruits & vegetables markets in Tawa, Tandai and Nyandira villages (Morogoro region) and one major maize market in Kibaigwa village (Dodoma region). It is a three-years project (2002-2004) implemented by FERT in consortium with GRET, and financed by AFD. Through the RMDP project, 32 km of mountainous roads have been rehabilitated (allowing access to the bulk markets from the national roads network), four bulk markets have been constructed and a support has been provided for to local organisations responsible for the management of those markets (the "market boards" comprising representatives of market users). The project has also allowed to reinforce the capacity of MVIWATA network which, as the project executing agent, has monitored and taken part to all the project activities dealing with the producers' professional organisation and the enhancement of rural marketing conditions, hence to the increase of producers' income. Those four rural markets, fully operational end of 2004, will be efficient tools that will facilitate the emergence of a fruitful and relevant environment for a programme focused on the development of marketing capacities of producers' organisations in the market areas. At the end of the project (end 2004) three major objectives are still to be achieved: To closely support the market management structures (the market boards) that will have been emerged only a few months before; To allow the MVIWATA network to set up a "resources and information centre" based on those four markets, and to allow the other members of the network elsewhere in Tanzania to benefit from MVIWATA's valuable experience in the management of a economics-based project focused on farmers To support the producers' groups concerned by the four markets in their intent to organise themselves for a better production and marketing of their produces (collection, storage, etc) The programme submitted to AGRICORD aims at partially addressing the above three objectives through two main activities: 1) Set-up of a "rural marketing unit" within MVIWATA network This activity mainly consists in giving to MVIWATA the capacity to recruit a "market officer" who, in link with two members of the National Steering Committee (elected farmers leaders at the national level) would form the "rural marketing unit" whose main missions would be: To provide technical assistance (training, internal control, etc) to the four existing market boards set up by the RMDP project; To design and develop information services for the network members through the set-up of an information system on prices, volumes and produces. This system would initially be based on data collected on the four RMDP markets; To allow experience from RMDP areas to benefit to other areas where MVIWATA network members are in need of similar initiatives: the "rural marketing unit" would address the requests from MVIWATA network groups for the enhancement of rural marketing conditions, through (i) preliminary and feasibility studies and (ii) drafting of financing requests according to the needs identified 2) Support to the professional structuring of producers in two different agricultural contexts: maize production and marketing in Kibaigwa village, and fruits & vegetables production and marketing in Nyandira village. The objective of this second component is to experiment pilot activities on producers' organisation focused on production, collection and storage in order to allow better quality and better valorisation of produces that are marketed by the producers. This activity will be implemented by two field agents (one per area) who will work under the responsibility of the MVIWATA regional levels (MVIWATA Morogoro and MVIWATA Dodoma) and monitored by a "volunteer" (expatriate). Those three key-players will be supported by a technical assistant (expatriate) from time to time, depending on the needs. The main missions of this team are meant to be: To study the current situation of the agricultural context in Kibaigwa and Nyandira areas: what are the agricultural and marketing main practices? How are the producers organised? How are the different commodity chains organised, structured? What are the serviced currently provided for to the farmers by MVIWATA national, regional and local networks? Etc... To identify the main production areas and several farmers leaders with whom will be started up several pilot-actions (2 to 3 groups per site) in the following fields: - To enhance the agricultural production conditions: technical training, inputs procurement, income-generating activities in link with the SACCOS, etc... - To organise a collection and storage system, either by using the existing infrastructures (for Nyandira market) or by constructing new ones (in the production areas surrounding Kibaigwa market). For maize, storage will be organised either through storage of individually-owned maize bags gathered in a single place, or through a collective maize management (cooperatives or farmers groups). Maize storage will be strongly linked to the activities currently implemented by the local SACCOSs that are currently starting to propose to their clients "storage loans". - To organise the marketing of agricultural produces in common as groups.

After 10 years of operation Mviwata held severalmeetings to asses its operations. At a brainstorming and planning workshop in January 2004 the Strengths, Weaknesses, Opportunities and Threaths of Mviwata have been established. Based on these outcomes Mviwata made the Strategic Plan 2004-2008. Mviwata´s strategic plan for 2004-2008 has the following objectives: 1. Strengthen development efforts of Mviwata members for enhancing effective service delivery at middle level; review the constitution member of members training monitoring and evaluation activities increase in agricultural markets 2. Strengthen Mviwata at the natinal level for effective service delivery to members increase of membership strengthening lobbying and advocy section improvement of quality of work and workperformance 3. Build capacity of Mviwata leaders, members and staff to effectively deliver service increase in work efficiency and services improved management 4. To embrace effective management of organisational activities at all levels increase in number of partners fund raising strategies improvement of organisation and skills

The year programme 2003 is focussed on the strengthening of the organisation structure. The attention goes especially to the local farmer groups, local networks and the newly to be created middle levels. Strengthening is focussed on leadership, member bonding and fee paying.

Training leaders of farmer organisations: Objectives and methods of strategic planning Mviwata is one of the African farmers organisations in Africa that is involved in the two year-course of UPAFA which started in February 2001. UPAFA is an academy for African farmers. Four of the six course modules are concluded the 5th will be executed in September 2002. This 5th module will take place in Tanzania and Mviwata is the host organisation. Participants in the course are 32 leaders of farmer organisations from 13 countries, mostly West African. Mviwata is a national umbrella organisation of 75 local farmer networks, which started in 1992. Mviwata does advocacy for the smallholder farmers and is politically neutral. The organisation aims in particular on local groups with 5-30 members, but also represents all small farmers in Tanzania in their lobby activities. The assistance provided is mainly aimed at emancipation of small farmers and training. Mviwata has a strategic plan and a three-year plan by which the organisation improves its labour apparatus and professionalises its administration. Mviwata is capable to advocate pro-active on different levels. Mviwata has worked out two plans for strengthening of economic initiatives (rural credit & marketing) including identification of co-operation partners.

Mviwata wants to develop: an effective network of 75 local farmerorganizations, activities to encourage the emancipation of its members by capacitybuilding (financial and technical know-how). Mviwata tries to achieve this by: networking, lobbying, mobilizing means and funds, consolidation of contributions (of members), integration of the genderstrategy.