Public Disclosure Authorized PROGRAM FOR RESULTS Tanzania Food System Resilient Program (TFRSP) (P179818) and Additional Financing for TFSRP (P181690) ENVIRONMENTAL AND SOCIAL SYSTEMS Public Disclosure Authorized ASSESSMENT (ESSA) Prepared by the World Bank 9th April 2024 TABLE OF CONTENTS TABLE OF CONTENTS ................................................................................................................ ii LIST OF TABLES .......................................................................................................................... v LIST OF FIGURES......................................................................................................................... v LIST OF BOXES ............................................................................................................................ v LIST OF ACRONYMS.................................................................................................................. vi CHAPTER ONE: INTRODUCTION ............................................................................................. 1 1.1. Country Context ............................................................................................................... 1 1.2. Sectoral (or multi-sectoral) and Institutional Context of the Program ............................. 2 1.3. Relationship to Country Partnership Framework (CPF) .................................................. 5 1.4. Linkages with the Regional MPA .................................................................................... 6 CHAPTER TWO: PROGRAM DESCRIPTION ............................................................................ 8 2.1. Project Development Objectives ...................................................................................... 9 2.2. Geographic Area of Intervention and Target Groups ..................................................... 18 2.3. Project Implementation Arrangements and Responsible Entities .................................. 18 2.4. Project implementing entities ......................................................................................... 19 CHAPTER THREE: SCOPE AND METHODOLOGY .............................................................. 20 2.5. Objectives and scope of the Environmental and Social System Assessment ................. 20 2.6. Environmental and Social System Assessment Core Principles .................................... 20 2.7. Data Collection Approaches ........................................................................................... 21 2.8. The system analysis. ....................................................................................................... 22 CHAPTER FOUR: THE ENVIRONMENTAL AND SOCIAL POLICY, LEGAL AND INSTITUTIONAL FRAMEWORK RELEVANT TO THE AGRICULTURE PROGRAM FOR THE RESULT .......................................................................................................... 23 2.9. Introduction .................................................................................................................... 23 2.10. Policy Framework .......................................................................................................... 24 2.10.1. Agriculture Policies ........................................................................................................ 24 2.10.2. Environmental Policies ................................................................................................... 24 2.10.3. Social Policies ................................................................................................................ 26 2.11. Legal Framework............................................................................................................ 27 2.11.1. Agriculture ...................................................................................................................... 27 2.11.2. Environment ................................................................................................................... 30 2.11.3. Acts Related to Social Issues.......................................................................................... 34 2.12. Institutional Framework for Environment Risk Management ........................................ 37 4.4.1 The National Environment Management Council (NEMC) ................................................ 38 4.4.2 NEMC Capacity to Oversee Environmental Matters ........................................................... 38 4.4.3 Institutional Gaps ................................................................................................................. 39 2.13. Institutional Framework for Social Risks Management in Tanzania ............................. 39 4.5.1 Prime Minister’s Office Labour, Youths, Employment and Persons with Disabilities (PMO- LEYD) ................................................................................................................................... 39 4.5.2 Institutional Capacity ........................................................................................................... 39 4.5.3 Institutional Framework for Environment and Social Risks Management in Tanzania ...... 40 4.6 National Mechanism on Gender-Based Violence/Sexual Exploitation and Abuse ................ 41 4.6.1 The Ministry of Community Development, Gender, Elderly and Children (MCDGEC) .... 41 CHAPTER FIVE: POTENTIAL ENVIRONMENTAL AND SOCIAL IMPACTS OF THE PROGRAM ....................................................................................................................... 43 2.14. Introduction .................................................................................................................... 43 2.15. Potential Environmental Benefits ................................................................................... 43 2.16. Potential Negative Environmental Impacts .................................................................... 44 2.17. Potential Negative Social Impacts .................................................................................. 44 2.18. Potential Social Benefits................................................................................................. 45 2.19. Exclusion Criteria ........................................................................................................... 45 CHAPTER SIX: OPERATIONAL PERFORMANCE AND INSTITUTIONAL CAPACITY FOR PROGRAM IMPLEMENTATION ................................................................................... 47 6.1 Introduction ............................................................................................................................. 47 CHAPTER SEVEN: FIELDWORK AND STAKEHOLDERS CONSULTATIONS ................. 60 6.1. Description of the ESSA Process ................................................................................... 60 6.2. Challenges in Implementing E&S .................................................................................. 62 7.3 Actions required for capacity building .................................................................................... 64 7.4 Multistakeholder Consultation Meetings on Tanzania Food Systems Resilient Project ........ 64 7.5 Integrated Risk Assessment .................................................................................................... 68 CHAPTER EIGHT: RECOMMENDED MEASURES TO IMPROVE ENVIRONMENTAL AND SOCIAL SYSTEM ............................................................................................................ 70 LIST OF ANNEXES..................................................................................................................... 75 Annex I: List of Stakeholders Consulted During Preparation of the ESSA.................................. 75 Annex II: Issues discussed in regard to capacity assessment for the Implementation of E&S with the Ministry of Agriculture (MoA), National Irrigation Commission (NIRC), Tanzania Agriculture Research Institute (TARI), Agriculture Seed Agency (ASA) and the Local Government Authorities (LGAs) and their response......................................................... 80 Annex III: Types of Projects Requiring and not Requiring EIA (According to the Environmental Impact Assessment and Audit Amended Regulation of 2018) ....................................... 100 Annex IV: Processes to Conduct Environmental Impact Assessment (EIA) as Stipulated in the Environmental Impact Assessment and Audit Regulations (Amended) of 2018. ........... 105 Annex V: Multi Stakeholders List of Participants ...................................................................... 108 LIST OF TABLES Table 1: Measures to Strengthen System Performance for Environmental and Social Management ........................................................................................................................................................ xi Table 2: Proposed Disbursement-linked Indicators ...................................................................... 13 Table 3: Environmental and Social System and Institutional Capacity Assessment .................... 48 Table 4: Key Observations, Comments, Concerns and Suggestions from Stakeholders .............. 65 Table 5: Risk Assessment and Management ................................................................................. 69 Table 6: Measures to Strengthen System Performance for Environmental and Social Management for the implementation of the Food System Resilient Program .................................................... 71 LIST OF FIGURES Figure 1: Theory of Change ............................................................................................................ 8 Figure 2: Institutional Set Up for Environmental Management in Tanzania Mainland of which the proposed activities under the agriculture PforR will use .............................................................. 38 LIST OF BOXES Box 1: Impact of low and volatile budget ....................................................................................... 4 LIST OF ACRONYMS AF - Additional Financing ASA – Agriculture Seed Agency ASDP – Agricultural Support Development Program BOOST – Boosting of Primary Education Project CPF – Country Partnership Framework CSA – Climate Smart Agriculture CVC – Commodity Value Chain DADP – District Development Plans DADPS – District Agriculture Development Programs DALFO – District Agricultural Livestock and Fisheries Offices DLIs – Disbursement Link Indicators EIA – Environmental Impact Assessment EMA – Environmental Management Act EMU – Environmental Management Unit ERPP – Expansion of Rice Production Program ESIA – Environmental and Social Impacts Assessment ESMF – Environmental and Social Management Framework (ESMF) ESRS – Environmental and Social Review System GBV – Gender Based Violence GN – Government Notice GRM – Grievance Redress Mechanism HIV/AIDS – Human Immunodeficiency Virus / Acute Immunodeficiency Synd. IPF – Investment Project Financing IPMP – Integrated Pest Management Plan (IPMP) JICA – Japan International Cooperation Agency LGA – Local Government Authority MIVARF – Marketing Infrastructure Value Addition and Rural Finance Program MLHHSD – Ministry of Land Housing and human Settlement Development MoA – Ministry of Agriculture NEMC – National Environmental Management Council NGO – Non-Governmental Organizations NIRC – National Irrigation Commission PforR – Program for Results PAD – Project Appraisal Document PADEP – Participatory Agricultural Development and Empowerment Project PO-RALG – President’s Office-Regional Administration and Local Government SAGCOT – Southern Agriculture Growth Corridor of Tanzania SCD – Strategic Country Diagnosis SEA – Sexual Exploitation and Abuse SEQUIP – Secondary Education Quality Improvement Project SESA – Strategic Environmental and Social Assessment TA – Technical Assistance TARI – Tanzania Agriculture Research Institute TOSCI – Tanzania Official Seed Certification TFSRP – Tanzania Food Security and Resilience Program WB – World Bank OMM – Operations, Maintenance and Management (OMM) EXECUTIVE SUMMARY This document presents results of an Environmental and Social Systems Assessment (ESSA) carried out by the World Bank for the proposed PforR –Tanzania Food System Resilient Program (TFSRP) and the newly proposed Additional Financing component that covers technical assistance targeting policy reforms to integrate soil health issues. Tanzania is implementing an agricultural program consistent with its poverty reduction visions, national development guidelines and the Country Partnership Framework. The current Country Partnership Framework (2018 - 2022) identifies agriculture (and agro-processing) as a strategic sector where additional productive jobs can be generated in the efforts to promote more inclusive, diversified, and equitable growth in Tanzania. The Strategic Country Diagnosis (SCD) emphasizes the need to address challenges related to increased climatic variability, pressure on natural resources, rapid urbanization, limited institutional capacities, and the need to create employment. SCD also pinpoints the need for a transformational approach to investment in the agricultural sector, built around diversification, market linkages, technological change, agro- industry, and agro-processing. The proposed operation takes these elements into full consideration and will contribute to inclusive, sustainable, and private sector-led agricultural growth, including small-scale farming. The program is aligned with the first CPF strategic focus area (enhancing productivity and accelerating equitable and sustainable growth), which promotes agricultural commercialization, market orientation, removal of gender productivity gaps, and improvement of the sector's resilience to climate change. Specifically, the program will support CPF: (i) Objective 1.1: Strengthening the business environment for job creation in agribusiness by promoting commercialization of selected value chains and service delivery systems in agriculture (ii) Objective 1.2: Improving access to credit, particularly for MSMEs and Women by supporting an agriculture enabling environment, with focus on women, and (iii) Objective 1.3: Managing natural resources for resilient economic growth by supporting the innovation and knowledge systems, and dissemination of climate-smart agricultural technologies (CSA), including modern irrigation infrastructure and water management practices needed for ensuring resilience of the 'country's resource base. The program will be among key interventions to support the aim of building resilience in agriculture, infrastructure, and natural asset-based growth and contribute to meeting the corporate priorities of green growth, social inclusion, and resilience to climate change. The program will also support overall CPF targets on gender by supporting women through 'women's access and adoption of improved agricultural technologies and women's participation in different value chains and marketing practices. The proposed project is in line with the Food Systems Resilience Program for Eastern and Southern Africa (MPA, P178566) which was approved by the World Bank Board on June 21, 2022. It targets to rationally address challenges in the food systems. Regional partnerships, coalitions, and investments in public goods can amplify scarce public resources and scale up the benefits to partner countries more cost-effectively than national approaches. The ESSA was conducted as per the World Bank Guidance on Program-for-Result on Assessing Borrower Capacity for Addressing Environmental and Social Issues Associated with Investment Projects supported by the World Bank and the Bank Guidance Program-for-Results Financing Environmental and Social Systems Assessment, issued in September 18, 2020. The ESSA identified the key environmental and social risks (E&S) that may affect the achievement of the implementation of the PforR operation, assesses the borrower’s ability to manage those risks, and recommends additional measures if needed. Under ESSA, the Bank assesses—at the Program level—the potential E&S effects of the PforR (including direct, indirect, induced, and cumulative effects as relevant); the borrower’s capacity (legal framework, regulatory authority, organizational capacity, and performance) to manage those effects; and the likelihood that the proposed operation will achieve its E&S objectives. ESSA was conducted in consistence with the six core principles, namely: 1. Program E&S management systems designed to (a) promote E&S sustainability in the Program design; (b) avoid, minimize, or mitigate adverse impacts; and (c) promote informed decision-making relating to a Program’s E&S effects; 2. Program E&S management systems designed to avoid, minimize, or mitigate impacts on natural habitats and physical cultural resources resulting from the Program. Program activities that involve significant conversion or degradation of critical natural habitats or critical physical cultural heritage are not eligible for PforR financing; 3. Program E&S management systems are designed to protect public and worker safety against the potential risks associated with (a) the construction and/or operation of facilities or other operational practices under the Program; (b) exposure to toxic chemicals, hazardous wastes, and otherwise dangerous materials under the Program; and (c) reconstruction or rehabilitation of infrastructure located in areas prone to natural hazards; 4. Program E&S systems manage land acquisition and loss of access to natural resources in a way that avoids or minimizes displacement and assists affected people in improving, or at the minimum restoring their livelihoods and living standards; 5. Program E&S systems give due consideration to the cultural appropriateness of, and equitable access to Program benefits, paying special attention to the rights and interests of Indigenous Peoples/Sub-Saharan African Historically Underserved Traditional Local Communities, and to the needs or concerns of vulnerable groups; and lastly; 6. Program E&S systems avoid exacerbating social conflict, especially in fragile states, post-conflict areas, or areas subject to territorial disputes. The Environmental and Social System Assessment (ESSA) covered the Ministry of Agriculture (MoA) and its institutions namely the Tanzania Agriculture Research Institute (TARI), Agriculture Seed Agency (ASA), and the National Irrigation Commission (NIRC). It also covered the President’s Office-Regional Administration and Local Government (PO-RALG) and the six selected Local Government Authorities (LGAs) namely, Meru in Arusha region, Hanang’ in Manyara region, Mkalama in Singida region, Kilosa in Morogoro region, Kilolo in Iringa region and Mbalali in Mbeya region. The assessment focused on Policy and legal frameworks, operational structures, experience in implementing World Bank and other donor-funded projects, availability of unit/department/team/personnel for the E&S and the staffing capacity, conflict resolution, E&S mainstreaming and performance, Grievance Redress Mechanism (GRM), budgeting for E&S activities, gender inclusion, handling of Gender Based Violence (GBV) and Sexual Exploitation and Abuse (SEA), interactions with the public, private sector and other stakeholders. The ESSA has found that the country and the MoA in particular have adequate policies and legal frameworks, operational structures, and experience in implementing and working with WB and other donor-funded projects. A case in point is the Agriculture Support Development Program (ASDP) and Expansion of Rice Production Project (ERPP) which were funded by WB. It has GRMs and established conflict resolution mechanisms. MoA and NIRC have units responsible for E&S and appropriate staff capacity. However, some of its institution such as TARI, have no dedicated units or staff to oversee E&S issues. This ESSA recommends all implementing institutions for this project to have E&S teams with the appropriate staff before commencement of the program. For PO-RALG and LGAs, the ESSA found that the systems are in place for implementing the E&S under PforR programs, but they will need strengthening in some areas. Generally, LGAs have experience in implementing E&S issues under PforR programs in education and health and the Investment Projects Financing (IPF) for projects like Secondary Education Quality Improvement Project (SEQUIP) and Boosting Primary Education Project (BOOST) financed by the WB. Some of the LGAs, such as Kilosa, Kilolo, and Mbalali, had implemented WB financed agriculture and natural resources projects, namely Expansion of Rice Production Project (ERPP) and Resilient Natural Resource Management for Tourism and Growth Project (REGROW), respectively. LGAs also have systems for Grievance Redress Mechanism (GRM), budgeting for E&S activities, gender inclusions, handling of Gender Based Violence (GBV) and Sexual Exploitation and Abuse (SEA), interactions with the public, private sector and other stakeholders. It was however noted that there is weak collaboration between MoA, its institutions (TARI, ASA and NIRC) and LGAs during mainstreaming of E&S in agricultural activities. Although the LGAs are responsible for E&S matters in their areas and have access to the communities, E&S personnel from LGAs are considered as participants and not partners in the implementation of agricultural projects by NIRC, TARI and ASA. This situation deprives them the decision-making power on environmental and social issues during the implementation of agricultural programs. It is important for the collaboration between the MoA, its institutions and the LGAs to be strengthened and each actor’s roles and responsibilities must be clarified during the implementation of the proposed PforR program. As a necessary measure to ensure transparency and wider stakeholders consultation ESSA report will be disclosed before appraisal. The analysis also identifies a number of actions that will ensure satisfactory performance of environmental and social due diligence in the program (TFSRP). These measures are linked closely with the Disbursement-linked Indicators (DLIs) for the PforR operation. The measures are defined in Table 1. Key actions from the table will be embedded in the Program Action Plan for the TFSRP. Table 1: Measures to Strengthen System Performance for Environmental and Social Management Target Objective Measures to be taken Ensure effective implementation of the To strengthen the capacity for monitoring, supervision and Tanzanian environmental and social enforcement of HSSE management measures by ensuring that management system for the PforR each implementing institution has E&S staff. program. Strengthen monitoring capacity of E&S departments/Units at LGAs through supplying them with equipment and vehicles. E&S personnel to be in place (TARI). E&S training given to the E&S staff to all implementing institutions (MoA, TARI, ASA, NIRC and LGAs). Integrate sustainability issues in the MOA to conduct Strategic Environmental Assessment SEA) for newly the proposed strategic actions covering policy reforms to proposed strategic issues in AF integrate soil health practices in accordance with Tanzania covering National SEA regulations and guidelines. policy reforms that target soil health practices. Ensure collaboration between MoA, its Sign Collaborative MoU between the MoA, its institutions institutions and LGAs on E&S matters (TARI, ASA, NIRC) and PORALG (LGAs). The MoU to through signing Memorandum of clarify each actor’s roles and responsibilities during the project Understanding (MoU) between them. implementation. Protect project workers and local MoA, ARI, ASA, NIRC and LGAs will maintain effective communities against exploitation of collaboration with OSHA and PMO-LEYD on health, safety, labour, communicable diseases, GBV and labor management issues. and SEA Operationalize the Workers’ code of conduct including GBV/SEA prevention and response. Engage a representatives from the Tanzania Female Police Network and sensitize workers on GBV and SEA issues. All FSRP project to get registered with OSHA to enable them get statutory inspections. To mainstream Ministry of Health COVID-19 Management Protocol in all civil works and public consultation and engagement To train contractors on basics of the Employment and Labour Relations Act, No. 6 of 2004. Ensure employment contracts are consistent with the Act To ensure project’ GRM is publicized to all affected people and contract workers. Ensure land and way leave acquisitions To conduct due diligence on all proposed sites where the proceed in accordance with Tanzania proposed operations, maintenance and management models are law and Regulations planned to be introduced. Promote sensitivity to safeguard issues To provide environmental and social risk management training among all implementing institutions. to all implementing team including top management to widen their understanding on E&S and PforR financing. Strengthen procedures to promote • To provide guidance for screening to detect the presence of equitable allocation of benefits and vulnerable or disadvantaged groups, and measures for their impacts of TFSRP consultation and participation so that that project plans and designs take into consideration their needs, priorities, and preferences; • To define mechanisms whereby vulnerable and disadvantaged groups will be provided with relevant project information in local languages and in form and manner socially acceptable to them; CHAPTER ONE: INTRODUCTION 1.1. Country Context The United Republic of Tanzania is a union between Tanzania Mainland and Zanzibar. It has a population of 61,741,120 people, comprised of 30,053,130 males and 31,687,990 females. Tanzania mainland has a total population of 59,851347 while Tanzania Zanzibar has 1,889,773 people. Much of the population is young, putting Tanzania among the countries with the fastest population growth rates globally, which is partly due to the high total fertility rate and reduction in childhood mortality. The country is undergoing rapid urbanization. In 2020, about 34.5 percent of its population (46 percent for Zanzibar) was designated as urban compared with 19 percent in 1988. The national poverty rate in Tanzania has declined from 34.4 to 26.4 percent between 2007 and 2018.1 Over the same period, poverty in rural areas dropped from 39.1 to 33.1 percent, compared to 20.0 to 15.8 percent in urban areas. While there has been an overall drop in poverty, a large proportion of the population remains vulnerable to falling back into poverty. In 2018 almost half the population was living below the international poverty threshold of US$1.9 per day. Owing to the rapid population increase in the nation, the absolute number of poor people increased from 12.3 million in 2011 to about 14 million in 2018. Prior to the outbreak of the novel coronavirus disease (COVID-19), Tanzania was experiencing robust and sustained economic growth. With an economy growing at an annual average of over 6 percent for two decades, Tanzania in 2020 graduated to a lower-middle-income country (LMIC) status. Although the government did not impose mobility restrictions, the COVID-19 pandemic inflicted a shock on the Tanzanian economy, adversely impacted livelihoods, increased uncertainty and slowed the gross domestic product (GDP) growth rate to 2.5 percent in 2020, in contrast with 6.9 percent in 2019. Moreover, Tanzania’s performance in terms of human development is low. The Human Capital Index (HDI) in Tanzania in 2020 was estimated at 0.39, which is below its expected level for development, and places it among the bottom 35 countries globally. Tanzania's economy is recovering after the COVID-19 crisis derailed its positive growth trajectory. Two decades of steady growth enabled Tanzania to access the status of a lower- middle-income country in 2020. The COVID-19 pandemic reduced its GDP growth rate from 5.8 percent in 2019 to 2.0 percent in 2020, with per capita GDP contracting by 1.0 percent. 2021 witnessed fragile signs of economic recovery as the real GDP growth rate reached 4.3 percent. The trend will strengthen in 2022, with estimates at 4.5–5.5 percent, driven by the recovery of exports and domestic demand. However, to reach the ambitious development goals stated in Vision 20252, Tanzania needs an annual GDP growth rate of 8 percent3. This will require the government "to revise, strengthen, and expand its existing efforts to support struggling firms while implementing structural reforms to address longstanding constraints on private 1 World Bank, Tanzania Mainland Poverty Assessment, 2018. The national basic needs poverty line for 2018 was TZS 49,320 per adult per month and the food poverty line (extreme poverty) was TZS 33,748 2 The United Republic of Tanzania (1999) The Tanzania Development Vision 2025, http://www.tzonline.org/pdf/theTanzaniadevelopmentvision.pdf. 3 World Bank (2021). Tanzania Economic update. Raising the bar: Achieving Tanzania’s Development Vision. February 2021, Issue 15. Washington, D.C.: World Bank Group. investment and' 'women's access to economic opportunities" (2022 World Bank Tanzania Economic Update). The current macroeconomic situation calls for investments in growth-creating activities and increased efficiency of public spending. Achieving' 'Tanzania's Vision 2025 will depend on creating 8 million jobs and sustaining improvements in social indicators2, requiring growth in labor-intensive sectors such as agriculture, particularly agro-processing. Yet the fiscal deficit expanded to 4.2 percent of GDP in 2020/21, above the 2.7 percent national target, driven by increased spending on service delivery and the implementation of capital projects. The deficit was largely funded by increased domestic borrowing, with the cost of debt service now consuming nearly 40 percent of domestic revenue. Tanzania's risk of external debt distress thus increased from low to moderate (TEIMF-World Bank Debt Sustainability Analysis September 2021). On the positive side, the Tanzanian shilling (TZS) remained relatively stable, and inflation was among the lowest and least volatile in the EAC in 2021 (4.1 percent in November). This macroeconomic situation calls for efficient and well-targeted public spending and increasing levels of private funding. Malnutrition and household spending on food are persistently high. Currently, 32 percent of children under 5-year-old are stunted, and 55 percent of the total population were either moderately or severely food insecure between 2017 and 2019. However, food production is on an upward trend. Tanzania now produces about 18 million tons of food against a 13 million tons’ food demand per year. Yet, among households in the lower income quintiles, spending on food staples still consumes more than 30 percent of total household spending2. Tanzania is likely among the 20 countries most affected by climate change. Temperature and extreme events are projected to increase significantly4. The incidence of extreme temperatures and climate-related disasters, such as floodings or droughts, has increased over the last decades. Weather-related disasters account for 69 percent of Tanzania's recorded disasters since 1872, and 73 percent of these events occurred between 2000 and 20195. Impacts of climate change particularly hit the poorest and increase pressure on food systems, calling for urgent investments to build adaptation and resilience6 capacity. 1.2. Sectoral (or multi-sectoral) and Institutional Context of the Program The Government of Tanzania recognizes the agri-food sector as one of its core sources of inclusive economic growth and rural poverty reduction. Agriculture accounts for about 26.9 percent of GDP, 30 percent of exports, 65 percent of inputs to the industrial sector, 61 percent of the workforce, and 90-95 percent of the food requirements for the country. Its stable supply has been instrumental in maintaining low inflation. Tanzania has a robust policy framework to guide public expenditure in the agri-food sector. The Development Vision 2025 and the third Five-Year Development Plan recognize the centrality of agriculture to reach national objectives and set ambitious goals for transforming the sector. The development goals envisioned in these frameworks are articulated in the sector strategies and policies and implemented through the Second Agriculture Sector Program (ASDP II)7. Launched 4 World Bank (2019). Building a Climate-Resilient Agrifood System in Tanzania - A Note in Support of ASDP II 5 Msemo et al., 2021, What Do Weather Disasters Cost? An Analysis of Weather Impacts in Tanzania, Frontiers in Climate 3; the United Republic of Tanzania, 2021, National Climate Change Response Strategy (2021-2026). 6 Defined as the ability to recover from shocks transmitted through productive systems, natural resources, markets and policies. 7 The United Republic of Tanzania (2017), Agricultural Sector Development Program Phase II (ASDP II). in 2018, ASDP II is a ten-year program that guides investments in the agriculture sector. The government will implement ASDP II in two phases, each divided into a five-year implementation period. It prioritizes enhanced (i) agricultural productivity and profitability, (ii) commercialization and value addition, (iii) sustainable water and land use management, and (iv) strengthening sector enablers. In April 2022, the government launched the "Agenda 1030 initiative," which targets a 10 per cent growth for agriculture by 2025 via the revitalization of the extension services program, rebranding the sector image, and encouraging private sector investments. Tanzania demonstrated a strong commitment to reforming public finance mechanisms that support the Agri-food sector. Tanzania moved away from general agriculture input subsidies8, with only 5 per cent of budgetary transfers directly supporting producers (with distortion input subsidies) over 2017/18-2020/21. It stopped using export bans for maize and rice in 2017. Efforts to improve the business environment include removing over one hundred fees and charges to reduce production costs, promote investments, and protect domestic industries. Private sector investment remains a challenge. Private sector investment remains constrained by limited access to long-term capital, low-capacity levels, and business skills. However, agriculture GDP growth picked up during the period of recent policy reforms. Interestingly, the upturn in growth overlaps the period of policy reforms and reallocations of the public sector budget to agriculture. This indicates that Tanzanian agriculture's growth rate is responsive to policy reforms. Further steps to strengthen the private sector's engagement could accelerate progress towards increased productivity and resilience. Immediate reform areas include: addressing rice distortions, taxation, and high access costs, which disincentives producers from investing in new technologies to improve efficiency and productivity. Reducing or eliminating distortive trade measures and reducing the cost of on-farm fixed capital formation would help increase efficiency. Improving access to rural finance could also foster private farm and cooperative innovation. Protecting innovation also implies counterfeit fighting inputs; this requires the development of government laboratories, strengthening Tanzania Official Seed Certification Institute (TOSCI) 's role in seed quality control, and scaling up its current initiatives against fake seeds. The allocation of public funds to the agri-food sector in Tanzania's agri-food sector budget has been low and volatile9. Since 2017/18 and until 2021, agriculture has been averaging 2.25 per cent of its national budget and about 0.5 per cent of its GDP. The tight agricultural budget left little fiscal space for development expenditures and has hampered the implementation of ASDP II, slowing down the agricultural transformation needed to materialize Vision 2025 and deteriorating critical aspects of public service delivery (see text box 1). Acknowledging the need for additional resources, the government increased budget commitments to the Ministry of Agriculture by 13 per cent in 2021/22 and 2022/23 by 155 per cent. 8 The GoT has introduced a $ 65 Million temporary (one season) agriculture input subsidy to support farmers address high fertilizer prices and sustain food production in FY 2022/23. The program will be evaluated by the end of the year. 9 World Ban and FAO, 2022, Tanzania Agriculture Public Expenditure Review. Box 1: Impact of low and volatile budget Irrigation: Irrigated areas cropped by farmers went down from a low 3 percent to 2 percent of all farmed areas between 2008 and 2020. Irrigation systems remain rudimentary, with extremely low efficiency (over half of it is hand water buckets), and lack maintenance, monitoring, rehabilitation, and modernization. Knowledge Services: Access to extension services collapsed from 67 to 7 percent, with women being the most affected. Research: Funding for agricultural research shrank to rank among the four lowest in Africa. Despite its importance, public varietal development is crucially underfunded, as witnessed by the drop in public variety released since 2020. (World Bank, PER 2022). Competitiveness: The competitiveness of Tanzania's agri-food value chains is constrained by underdeveloped markets, market infrastructure, farm-level value addition, and poor rural infrastructure, including rural roads, telecommunications, and electricity (Global Center on Adaptation 2021). Climate change adaptation and mitigation are urgent and crucial for Tanzania and require significant scale-up of investments in climate-smart agriculture research, training, and extension. Tanzania is vulnerable to climate change due to the range of projected impacts, multiple stresses, low adaptive capacity, and high dependence on climate-sensitive sectors. The rural communities, for instance, in Tanzania, are most vulnerable to climate change due to several reasons, including limited access to technologies and resources to adapt, high dependence on climate-sensitive sectors for their livelihood, and lack of knowledge on how to address the impacts of climate change. This has led rural communities to practice activities such as keeping many cattle, shifting cultivation, overgrazing, and extractive utilization of forest resources that further increase their vulnerability to climate change. Ambitious climate change adaptation plans for the agri-food sector exist but have not been implemented due to insufficient public financing (World Bank-FAO 202210). Consequently, adaptation to climate change has barely progressed since 2014, as well as sustainable intensification. Yet the cost of climate inaction in agriculture in Tanzania is estimated to be at least USD 1.41 billion by 2040. On the mitigation side, agriculture per se contributed to 38 per cent of the country's GHG emissions in 2019. Yet as the growth of Tanzania's national agricultural output (+58 per cent in real terms between 2007/8 and 2016/17) is almost entirely due to expansion of the cultivated area (+ 57 per cent between 2008 and 2020) over forests, Land Use Change and Forestry (LUCF) – overwhelmingly due to agricultural land conversion – amount to 46 per cent (Climate Watch, 2022). The sector thus produces 84 per cent of the country's emissions. Large potential for climate change adaptation and mitigation exists through significant upscaling of investments in innovation (including seeds), sustainable intensification of existing farm areas, reducing land conversion, and dissemination of CSA practices such as agroforestry and efficient water-uses10. There is a significant and persistent gender gap in agricultural growth and poverty reduction. The gender gap in agricultural productivity is estimated at 20-30 per cent, and a full 97 per cent of the gap is explained by women's diminished access to male family labour. In contrast, the remaining per cent reflects lower agricultural implements and pesticide access. In 2017, 44 per cent of men had a mobile-money account versus just 33 per cent of women. About 25 per cent of men are sole landowners versus just 8 per cent of women. Tanzania's rates of landownership are below the average for Sub-Saharan Africa due mainly to low rates among women. Tanzania is not maximizing its potential as a food exporter. Agriculture exports have steadily decreased from USD 2.9 billion in 2014 to USD 1.7 billion in 2019 (-8 per cent per annum). According to the Observatory of Economic Complexity (2021), vegetable products (coconuts, Brazil nuts, cashews, raw tobacco, sesame, coffee, etc.) and dried legumes and foodstuffs are, respectively, the second and third largest (in value) categories of products exported by Tanzania in 2019. Vietnam, China, India, and Kenya are the main destinations. Tanzania aims to increase its food crops exports to seize the opportunity from the growing food market in the region. Under the Agenda 1030 initiative, Tanzania targets to increase its food crops exports from USD 500 Million in 2022 to USD 3 billion in 2030. Specifically, exports of maize, rice, soy, and cashew nuts are projected to double from USD 500 million to USD 1 billion within those seven years. Realizing its commercialization potential would require Tanzania to rebuild regional trade partnerships and invest in innovation, value addition, storage, and feeder roads. Tanzania is strategically positioned to be a breadbasket for the East Africa region, significantly contributing to regional food security. Out of 7.8 million tons of maize produced annually, Tanzania consumes 90 per cent. It exports the rest mainly to Kenya (8 per cent) and the remaining 2 per cent to Somalia, Burundi, South Sudan, Rwanda and Uganda. Under the Agenda 10/30 initiative, Tanzania has opened physical markets in South Sudan and DRC to fast-tract and simplify grain export in these countries. With increase production in the country, exports are projected to increase, contributing to regional food security with potential positive impacts in reducing conflicts caused by food insecurity within the region. 1.3. Relationship to Country Partnership Framework (CPF) The current Country Partnership Framework (2018 - 2022) identifies agriculture (and agro- processing) as a strategic sector where additional productive jobs can be generated to promote more inclusive, diversified, and equitable growth in Tanzania. The Strategic Country Diagnosis (SCD) emphasizes the need to address challenges related to increased climatic variability, pressure on natural resources, rapid urbanization, limited institutional capacities, and the need to create employment. The SCD also pinpoints the need for a transformational approach to investments in the agricultural sector, built around diversification, market linkages, technological change, agro- industry, and agro-processing. The proposed operation takes these elements into full consideration and will contribute to inclusive, sustainable, and private sector-led agricultural growth, including small-scale farmers. 10 CIAT and World Bank. 2017. Climate-Smart Agriculture in Tanzania. CSA Country Profiles for Africa Series. Washington, D.C: International Center for Tropical Agriculture (CIAT); World Bank. The program is aligned with the first CPF strategic focus area (enhancing productivity and accelerating equitable and sustainable growth), which promotes agriculture commercialization, market orientation, addressing gender productivity gaps, and improving the sector's resilience to climate change. Specifically, the program will support CPF: (i) Objective 1.1: Strengthening the business environment for job creation in agribusiness by promoting commercialization of selected value chains and service delivery systems in agriculture (ii) Objective 1.2: Improving access to credit, particularly for MSMEs and Women by supporting the agriculture enabling environment, focusing on women, and (iii) Objective 1.3: Managing natural resources for resilient economic growth by supporting the innovation and knowledge systems, and dissemination of climate-smart agriculture technologies (CSA), including modern irrigation infrastructure and water management practices needed to ensure the resilience of the 'country's resource base. The program will be among the critical interventions to support the aim to build resilience in agriculture, infrastructure, and natural asset-based growth and contribute to meeting corporate priorities of green development, social inclusion, and resilience to climate change. The program will also support overall CPF targets on gender by supporting women through 'women's access and adoption of improved agricultural technologies and women's participation in different value chains and marketing practices. 1.4. Linkages with the Regional MPA The proposed project is in line with the Food Systems Resilience Program for Eastern and Southern Africa (MPA, P178566), which the World Bank Board approved on June 21, 2022. It targets to address food systems challenges regionally. Regional partnerships, coalitions, and investments in public goods can amplify scarce public resources and scale up the benefits to partner countries more cost-effectively than national approaches. For example, sharing knowledge and adaptive research on CSA can be an input to extension scale-up (RA1). Cross-boundary management of (irrigation) water resources (RA2). Regional trade integration (under AfCFTA) and policy coordination (under CAADP) can contribute to RA3. In addition, managing pests and zoonotic diseases and coordinating food crisis prevention and risk diversification can be more cost-effective at the regional level than a national approach. Regional and cross-border collaboration in agricultural innovation systems and providing hydrometeorological (hydromet) and early warning information to farmers can generate positive technology and knowledge spillovers. Aower- capacity countries can learn from leaders to adopt new technologies and build effective forecasting capabilities (including for flood and drought). Under the Food Systems Resilience Program (FSRP), MPA Tanzania will benefit from; (i) better- informed coordination and more effective management of cross-boundary issues such as including coordination of interventions among upstream and downstream countries, e.g., cross-boundary management of (irrigation) water resources (RA2), (ii) a more focused and relevant knowledge agenda, including peer-to-peer exchanges on implementation modalities, and agriculture innovation and spillovers through regional R&D and technology dissemination. Sharing knowledge and adaptive research on CSA can be an input to extension scale-up (RA1), (iii) strengthening strategic food value chains to seize the growing food market in the region. Regional trade integration (under AfCFTA) and policy coordination (under CAADP) can contribute to RA3, (iv) improved regional coordination of hydromet infrastructure modernization and climate and early warning information sharing, which helps to build forecasting capabilities (including for flood and drought). In addition, coordinating food crisis prevention and risk diversification can be more cost-effective at the regional level than a national approach. The Program is well positioned (e.g., with support from regional organizations) to generate positive spillover effects through its regional dimension by supporting technology dissemination while recognizing the 'agroecological distance' between countries and the fragmentation of agricultural research recentres within Sub- Saharan Africa. Envisioned regional coordination will build on previous Government efforts to make Tanzania a regional food basket and strengthen regional food security. The program will strengthen Tanzania’s position to become a regional food exporter, as articulated in Agenda 1030. It will build on ongoing programs such as the Southern Agricultural Corridor of Tanzania (SAGCOT), which designed the corridor as a breadbasket of Tanzania and beyond. A key element of this coordination will be the harmonization and alignment of trade policies to facilitate increased food/grain trade and quality assurance, which have been limiting factors to trade. CHAPTER TWO: PROGRAM DESCRIPTION Tanzania Food System Resilient Program (TFSRP) targets to increase food systems' stability and food insecurity preparedness in the participating countries. This will be achieved through strengthening agricultural service delivery, adopting climate-resilient technologies and fiscal performance in the agricultural sector. It will support MoA in delivering ASDP II by expanding access to knowledge, services, inputs, and critical infrastructure. The program's strategic focus will be on strengthening systems that have historically been a bottleneck to enabling access. Transforming these systems will contribute to building the resilience and competitiveness of the agri-food sector and enhancing the efficiency, effectiveness, and impact of the MoA's public investments. To address some identified capacity gap on enhancing soil health, the Project also involves additional grant in the amount of 8.3 US$ millions. This would allow targeted technical support for policy reforms to integrate soil health practices into public spending, as well as design guidelines, piloting soil health smart incentives and develop an implementation strategy for repurposing agriculture spending to support soil health efforts and improvement of input distribution, thereby contributing to sustainable productivity gains. The theory of change in Figure 1 outlines the alignment of actions against the results. Figure 1: Theory of Change Transformational Change and infrastructure Transform agricultural service delivery through … Transforming DELlVERY of services Scaling up SERVlCE USE seed service deliverymanagement Strengthening financial Research outputs lncreased (quantity, Widespread credibility & sustainability Resilient quality and relevance ): e.g., improved & lnclusive ASDP ll: • Research institutions varieties, CSA technology packages enhanced agricultural − Extension capacity Farmers extension productivity and − Seed quality control Adoption profitability of sustainable water and Strengthening outreach, oved capacity of advisory services to promote CSA & fiscal climate landuse management quality and relevance of Research, resilient performance agricultural service Value-addition and delivery production commercialization lnstitutional and more effective sector More effective functional linkages in the Seed value chain processing enablers, coordination Variety released −>Breeder seeds −>Foundation Seed −> Certified Seed technologies and M&E Modernized infrastructure, bulk water supply lncreased operational lmproving irrigation infra - lmproved technical and managerial sustainability of lrrigation structure management and competencies for efficient water distribution its resilience to climate schemes − efficiency, reliability, Better regulative and management utilization, affordability, farmer Regional outcome change contribution arrangements between NlRC-DlO-lOs satisfaction lncreased capacity to Supporting the e fficient Maximized utilization storage respond to and recover management of public lmproved Warehouse Management Models warehouse facilities in • Better enabling regulations facilities from food shocks at partnership with private • Participation and ownership by FOs lncreased local primary farm, national and sector • Leasing arrangements with private sector processing regional level • Warehouse receipts Reduced pos-tharvest losses Natural resources used sustainably Strengthening agricultural Enabled policy budget planning, monitoring environment to support and expenditure process food security and food Better fiscal performance and public support policies in the agricultural sector system resilience Repurposing fertilizer subsidies to support More efficient sectoral budgeting cycle environmental services Evidence-based soil health management & policies - > lncentives for adoption by farmers 2.1. Project Development Objectives The TFSRP objectives and components are implemented under three (3) result areas as detailed below: Result Area 1. Improving service delivery in research, extension, and seeds The program seeks to support the delivery of ASDP II by accelerating access to climate-smart technology, knowledge, and critical inputs by addressing system bottlenecks in the following three areas: Research: The ESSA team in partnership with the management of the Tanzanian Agriculture Research Institute (TARI), identified that unpredictable, fragmented, and volatile financing of Agriculture Research has been a challenge for the past decade. Agriculture research relies heavily on projects (financed by donors or international research agencies). Providing TARI with a predictable budget over the next five years would allow Tanzania’s research agencies to significantly increase their contributions to delivering ASDP II by improving productivity, building resilience, and responding to the challenges of climate change. Predictable financing would allow investment in refurbishing critical infrastructure (greenhouses), developing new technologies, and the building skills development required to accelerate the growth of technology and knowledge. This new approach to financing agriculture in Tanzania would strengthen the region’s approach to resilience and food security through improved partnerships and exchange of knowledge. The funding of TARI would be guided by a new five-year plan to be developed by the end of 2023. The ESSA team agreed that the predictable expenditure and the new strategy would be formulated into a Disbursement Linked Indicator (DLI). Seeds: In consultations with ASA, TOSCI and TARI, the ESSA confirmed that limited access to quality improved seeds varieties adapted to climate change, insufficient quantities and at the right time and conditions accessible to small farmers is one of the main challenges for improving agricultural productivity in Tanzania. Limited access to improved seeds was attributed to insufficient financial resources for the seed sector. Low irrigation capacity in seed farms is a significant constraint, recently reaggravated by climate change with pronged drought conditions. Out of the 16/17 public seed farms, only one seed farm (Kilangali) is equipped with irrigation infrastructure (400 ha out of 600ha). Specifically, operational constraints affecting seed production include; a lack of mechanization, processing and storage facilities, standard packaging materials, and logistics infrastructure. Insufficient inspectors and laboratory analysts also affect seed quality control and effective management of piracy risks. Low farmers' awareness and demand tors improved seed restrict private sector investments in the seed production business. Consequently, relatively high seed prices affect access, especially for women farmers, due to limited affordability. To this effect, a DLI to incentivize increased quality seed production is proposed. The indicator will monitor increased; (i) funding to the seed system (seed research, seed production, seed control, seed extension and seed marketing), (ii) quantities of seed produced, and (iii) seed quality control. Increasing seed availability will support seed availability (and other TIMPs) in Tanzania and within the region, especially for commodities where Tanzania is the regional centre of excellence for Eastern and Central Africa (e.g. paddy/rice). Extension and ICT: Under ASDP II, the MoA has prioritized the cost-effective expansion of agriculture extension services as a strategic priority. As part of this process, the MoA seeks to accelerate farmers’ access to climate-smart technologies and weather-related messages, including early warning systems and predictive models for pest and disease outbreaks. The MoA highlighted that the farmer register, when combined with other data platforms (e.g., weather forecasting, pest and disease identification, and monitoring, market pricing, and access to finance), would allow the Ministry, Local Government Authorities (LGA), private sector, and farmers to identify and to better prepare for shocks. Developing approaches to exchange information on these data platforms could also play a critical role in strengthening the region’s resilience to shocks. It was designed and agreed on a DLI to expand the MoA ICT capacity. In parallel, the ESSA team decided that extension workers need increased awareness and understanding of using data-driven solutions and help deliver climate-smart solutions to farmers. In this context, the MoA agreed to provide ICT skills training to all extension workers. As a result, extension training and ICT expansion have been incorporated into one DLI. Result Area 2: Developing resilient rural infrastructure. The program will support significant performance improvement in managing key irrigation and storage facilities. A summary of key performance areas is as follows: Irrigation: ASDP II highlights the need for expanded investment into irrigation. The government has responded by increasing budget allocations for the National Irrigation Commission (NIRC) by nearly eight times from FY21-22 (USD 20 Million) to FY22-23 (USD 157 Million). A further doubling of the budget is anticipated for FY 23-24. As a result, the area under irrigation will significantly expand. However, the ESSA noted that half of the public irrigation infrastructure is dysfunctional (2020 Agriculture Sample Census data). In this context, the ESSA team agreed that the result area should focus on sustainable Operation, Management, and Maintenance (OMM). Concentrating on OMM arrangements would maximize the impact of the government’s investment in irrigation. The ESSA noted that, as provided in the 2013 National Irrigation Act (NIA), in the majority of cases, the OMM role is assigned or assumed by IOs (or proxy cooperatives), supported by the District Irrigation Department at LGAs, with NIRC coming in when major breakdowns occur. The operational capability of the Irrigator Organizations (IOs) and the District Irrigation Departments is a recurrent problem, and NIRC is increasingly assuming the responsibility of bulk service provision. In this context, the ESSA proposed a DLI to establish and implement performance-based contracts for Operations, Management, and Maintenance (OMM) in irrigation schemes. The proposed DLI aims to incentivize the establishment of clear roles and responsibilities among stakeholders involved in the OMM of public irrigation schemes through the joint of a document. The goal is to move away from the prevailing ad-hoc OMM modalities towards more systematic and explicit irrigation service provision on the scheme through increasing the irrigation water service’s reliability, reducing farm risk, and ensuring the infrastructure’s operational integrity in the long term. The DLI would apply to both existing and new schemes. The successful implementation of this DLI would create an institutional model for irrigation management that could be used in countries across the region. Agriculture Markets - Warehousing: ASDP II highlights the strategic importance of post- harvest management (particularly value addition). One of the critical conditions for agriculture to be profitable and thrive is functional marketing systems, including well-managed warehousing infrastructure. The ESSA noted that while Tanzania has established a functioning Warehouse Receipt System, the majority (close to 60 - 70 per cent) of publicly owned warehouses are not operating due to ownership and governance challenges. Efficient management of public warehouse facilities will increase the volume of crops passing through Government warehouses, improve value chain commercialization, and reduce post-harvest losses, which currently stand at 30 – 40 per cent for cereals and as high as 60 per cent for horticulture crops. In this context, the ESSA proposed a DLI in the efficient management of public warehouse facilities through an improved management model, which will (i) clarify ownership, (ii) introduce an operational model (by the private sector or cooperative) through a leasing arrangement with private sector processing units (iii) Signing of MOU to clarify roles and responsibilities for parties involved. The government will pilot and roll out successful models based on lessons learned. Delivering this DLI could increase the volume and quality of food available for export and therefore impact food security and resilience across the region. Result Area 3: Strengthening fiscal performance to enable delivery on the priority investment areas. ASDP II highlights the need to improve overall institutional performance. Improved budgeting, strengthening district level investment and repurposing public support mechanisms will enable services to be delivered in a more effective and impactful way, ensure improved localized planning, and strengthen investment into natural resource management. As a result, farmers and other value chain actors will be less vulnerable to climate related shocks. A summary of the key activities to be supported includes: DLI 6: Improved agricultural budget monitoring and predictability. Improved budget and fiscal performance in the agricultural sector can have an impact at scale to strengthen food security and resilience of farming systems by boosting the delivery of key agricultural services by national and local governments. In Tanzania, over 2018/19-2021/22, the tight budget allocation for ASDP II left little fiscal space for development expenditures. It led to insufficient support for critical public services needed to catalyze agriculture transformation. As a result, agricultural public service delivery critically deteriorated over the past decade in Tanzania (ex., research, extension services, irrigation). Yet increasing budget allocation will only boost service delivery if it effectively translates into additional timely and relevant investments. Scaling-up budget predictability and budget outturn are needed for agricultural plans and policies to materialize and deliver planned outcomes. In addition, improved monitoring will provide greater accountability and management of public funds. To support the improvement of budget management activities, this DLI will support the following: i) improved budget outturn, measured by timely release of monthly approved cash plans and end-of-year budget outturn; ii) strengthening budget data collection and analyses to monitor budget management closely, iii) identifying and promoting at national and regional levels best practices. This DLI will provide the incentive for MOFP to honor the allocation approved for agricultural agencies (MoA, NIC, TARI, etc.). Locally sustainable financing contribution for District Agriculture Development Plans (DADPs) implementation: The ESSA assessed that enhancing public financial sustainability for the agriculture sector relied not only on improvements at the central level but also at the local level. Local Government Authorities (LGAs) raise revenues by taxing the agriculture sector, which they mostly reinvest in other sectors. Budget guidelines from the Ministry of Finance and Planning (MoFP) recommend that at least 20% of LGA’s revenues be reinvested in the agriculture sector through the District Agriculture Development Plans. However, the ESSA notes that that most LGAs do not adhere to the guidance. Yet the MoA team indicated in LGAs where the guidelines have been applied. There are indications of significant improvements in the agriculture section engagement with more robust, more substantial private sector investment, more dynamic markets, and improved service delivery. A DLI designed to incentivize the expanded application of the MoFP guidelines. The ESSA team agreed that finalizing this DLI would require further discussion with MoFP, PO-RALG, in charge of LGAs coordination. These discussions were held and concluded by December 15th, 2022. They are repurposing agricultural public support to respond to shocks. Since phasing out fertilizer subsidies in 2015, the agriculture budget has been low and volatile but relatively well- targeted on the good general provision. The reintroduction of fertilizer subsidies in 2022 is considered a temporary measure to cushion farmers from increasing prices and safeguard food production. The ESSA team agreed that repurposing public support mechanisms would buffer farmers against economic shocks while reducing the fiscal burden on the government in the medium term. The ESSA proposed a DLI (Table 2) that would include (i) the phasing out of existing fertilizer subsidies within three years while (ii) developing and piloting alternatives (for example, e-vouchers, cash transfers, Input Development Fund (IDF)) to respond to shocks (including economic and climatic). This DLI requires further discussion with the MoFP. These discussions were held and concluded by December 15th, 2022. The successful implementation of these DLI can improve food security and resilience of farming systems by making national and local government services more accessible, timely, predictable, and relevant. For instance, enhancing the management of budgets allows extension workers to plan and execute farmer field schools and demonstration trials, have access to operation and maintenance of motorcycles for reaching farmers. Improved monitoring will provide greater accountability and management of public funds. The lessons generated through the delivery of these DLIs will be highly relevant to building resilience regionally and across nations. The GoT could share these lessons through CAADP and REC-driven processes. Table 2: Proposed Disbursement-linked Indicators Results Area Disburse Expected Results Expected Expected Results Expected Expected Results Allocated (RA) ment- For Year 1 Results For Year 3 Results For For Year 5 amount Linked (FY23/24) For Year 2 (FY25/26) Year 4 (FY27/28) (US$ Indicator (FY24/25) (FY26/27) Million) (DLI) Improving Better delivery of services along the research-seeds-extension- farmer nexus. Service Delivery in Research, Extension and Seeds. DLI 1. TARI’s budget TARI’s TARI’s budget TARI’s budget TARI’s budget Sustainable outturn for FY22/23 budget outturn for outturn for outturn for financing has reached at least outturn for FY25/26 has FY26/27 has FY27/28 has for the 45%. FY24/25 reached at least reached at least reached at least developme has reached 65%. 70%. 75%. 37 nt and TARI’s budget at least disseminati outturn for FY23/24 60%; and on of has reached at least climate- 55%. MoA has resilient approved technologie TARI’s s in strategic agriculture. plan 2025- 30, including TARI’s mid-term expenditur e framework. DLI 2. MoA has trained 4,000 of its extension staff (at least Extension 30% being female) on climate smart practices and outreach c-agricultural solutions (by FY26/27). strengthene d, 2,000,000 farmers 2,500,000 3,000,000 farmers 32 including (at least 30% being farmers (at least (at least 30% through female) have 30% being being female) ICT received early female) have have received solutions warning messages received early early warning for and/or queries warning messages and/or promoting through the M- messages and/or queries through climate Kilimo Platform queries through the M-Kilimo smart about pest and the M-Kilimo Platform about practices. diseases, weather Platform about pest and diseases, and produce pest and weather and markets in diseases, weather produce markets FY25/26. and produce in FY27/28. markets in FY26/27. DLI 3. Improved ASA has produced ASA has ASA has produced ASA has ASA has functional 6,000 tons of produced 15,000 tons of produced 17,500 produced 20,000 linkages in selected seeds, 12,000 tons selected seeds, tons of selected tons of selected the seed certified by TOSCI, of selected certified by ToSCI, seeds, certified seeds, certified by 26 value chain. for the FY22/23 seeds, for the FY25/26. by ToSCI, for ToSCI, for certified by the FY26/27. FY27/28. ASA has produced ToSCI, for 9,000 tons of the selected seeds. FY24/25. Develo Improved management of irrigation schemes and warehouse facilities. ping Resilien t Rural Infrastr ucture. DLI 4. NIRC has executed twenty-three Water schemes Water schemes Water schemes Performanc (23) OMM contracts with covering 10,000 covering 22,000 covering 37,000 e based irrigation organization. hectares have been hectares have hectares have operations, managed, been managed, been managed, manageme operated, and operated, and operated, and 70 nt and maintained maintained maintained maintenanc throughout throughout throughout e FY25/26 pursuant FY26/27 FY27/28 pursuant (“OMM”) OMM contracts pursuant OMM OMM contracts contracts between NIRC and contracts between NIRC introduced irrigation between NIRC and irrigation and organizations. and irrigation organizations. implement organizations. ed. DLI 5. MoA, in consultation MoA and the NFRA have 56,000 tons of Effective with TWLB, has signed 79 memoranda of commodities have manageme developed and issued understanding (“MoU”), with been stored during nt of public new warehouse no less than 40 of those having FY26/27 in warehouse utilization guidelines been entered with Local warehouses facilities. prescribing an Government Authorities managed in improved (“LGAs”) or private warehouse accordance with 42 management model owners, in compliance with the the new for publicly owned new warehouse utilization warehouse warehouses. guidelines. utilization guidelines. 35,000 tons of commodities have been stored during FY25/26 in warehouses managed in accordance with the new warehouse utilization guidelines. Strengthening Improved fiscal performance of the agricultural public sector. Fiscal Performance to Enable Delivery on Priority Investment Areas. DLI 6. MoA’s budget MoA’s MoA’s budget MoA’s budget MoA’s budget Improved outturn for FY23/24 budget outturn for outturn for outturn for 41 agricultural has reached at least outturn for FY25/26 has FY26/27 has FY27/28 has budget 60%. FY24/25 has reached at least reached at least reached at least monitoring reached at 70%. 75%. 80%. and least 65%. predictabili ty. DLI 7. Piloting public support options for more efficient Scaling up soil health management. soil health MoA has MoA has trained 40,000 farmers on assessment developed and improved soil management as per s and publicly published tailored training programs/advice. manageme a nationwide nt. digital soil map, including the identification of 36 priority farming areas for improved soil health policy action and management support. 11 Priority given to CSA and gender technologies and address regionality agenda 12 demonstrating deepened availability and accessibility of key e-service functions, i.e., digital recognition of pests, early warning on pest, diseases, weather information, market prices and marketing opportunities, targeting of public support mechanisms (e.g.,e-voucher) 13 Includes assessment of quality and relevance (incl % of Farmer satisfied with hybrid /e-extension services received) 14 The Performance Based Constitutions will include (i) operation plan (clarifying roles and responsibilities for NIC/LGA/IO, repairs/rehabs, IFS arrangements), (ii) IO by law (iii) Agreement statement (to be signed by NIC&IO and witnessed by LGA). 15 Improved management model will clarify (i) warehouse ownership, (ii) operational model (private sector/cooperative/service provider) including leasing arrangement with private sector with processing units (ii) Signing of MOU between MoA/LGA/Operator/Owner) with clear roles and responsibilities. Existing draft guideline to be improved and used/rolled out. 16 Sum of votes 5, 43 and LGA votes 17 e.g. e-voucher 2.1.1. Description of the Proposed Additional Financing The TFSRP has been operational for six months. The government sees the need to accommodate capacity building activities to the parent Program thus warranting an additional financing amounting to US$ 8.3 million approved by Food Systems 2030 Multi Donor Trust Funds on February 22, 2024. The AF will provide technical support for policy reforms to integrate soil health practices into public spending, as well as design guidelines, piloting soil health smart incentives and develop an implementation strategy for repurposing agriculture spending to support soil health efforts and improvement of input distribution, thereby contributing to sustainable productivity gains. The proposed AF will not affect the Project Development Objective (PDO) of the parent project rather it will focus on Result Area 3 (Strengthening fiscal performance to enable the delivery on priority investment areas) and specifically increase the targets outlined DLI 7 (scaling up soil assessment and management). Specifically, the AF consists of three components as detailed below: Component 1: Integrating Digital Tools with Soil Mapping and Piloting: This component aims to develop a framework and evidence through which public support mechanisms can be targeted toward the needs of specific farmers. The component will include pilot activities. The intended outcome is transforming existing systems into a more sustainable and effective approach. The component will support the following activities. Activity 1.1: Linking Digital Soil Map to Farmer Registry and Digital Tools: The soil mapping provides a baseline for informed packaging of soil health technologies and constitutes a tool for planning, implementation, and monitoring of the adoption of integrated fertility management practices. The AF will finance the integration of the soil mapping to the Government one stop digital farmer registry and improve access to e-extension packages on soil health. Activity 1.2: Support Policy Reform and Design of Soil Health Mechanisms: This activity will use the data gathered through the soil mapping process to develop guidelines for promoting sustainable agricultural practices and improving soil health, including new support mechanisms. The guidelines will equip the Government with the tools that allow better prioritization, effective planning, and efficiency in public expenditure. It will propose a geographically tailored package of soil health activities and a proposed payment mechanism of smart incentives. The guidelines will determine eligibility criteria, administer new support mechanisms, and ensure compliance with sustainable practices. The activity will draw on similar successful programs in the region and outside the region to inform the guidelines. It will propose and strengthen the capacity of ministry technicians involved in extension monitoring and evaluation. Activity 1.3: Piloting the Soil Health Smart Incentives: This activity will support the Government in piloting new soil health mechanisms, including smart incentives (subsidies). The Ministry and stakeholders will be able to test the guidelines and assess the effectiveness, cost-efficiency, and potential challenges associated with the proposed new programs. The Ministry of Agriculture and affiliated institutions will implement this activity. It may also involve private sector players who provide the soil health package to farmers. Five thousand farmers (5,000) will pilot, out of which 1,500 will be women. Promoted soil health package will include minimum tillage, agroforestry practices, compost/manure application, residue management, mulching, natural regeneration of trees, a menu of soil and water conservation practices (e.g., erosion control structures), and a menu of agronomic practices (e.g., mixed cropping, intercropping, crop rotation, etc.). Component 2: Developing Soil Maps and Soil Health Assessments: This component aims to scale up soil health assessments and management. The component will support the following activities. Activity 2.1: This activity will provide additional financing to the sub-DLI to help accelerate the preparation and publication of a nationwide digital soil map and its interpretation and use for improved targeting of agricultural public support: This activity will include the identification of priority farming areas for improved soil health policy action and management support. Soil maps are geographic information products generated by soil surveys. These refer to the systematic study of an area's soil, including classifying and mapping the physical, chemical, and biological properties and the distribution of various soil units. The soil classifications and properties expected to be mapped are as follows - Classifications should follow the World Reference Base for Soil Resources (WRB). Activity 2.2: Farmer training: The AF will support the training of three thousand (3,000) farmers on improved soil management as per tailored soil fertility management training programs/advice. Component 3: Policy Dialogue and Analytics: Transforming existing systems will require supporting dialogue and analytical work to assess and provide policy recommendations to the Government to implement the transformation agenda better. This component will support the establishment of regular dialogue between all relevant actors, including the private sector. It will also support the necessary analysis to ensure any proposed repurposing provides value for money. Studies will include an agriculture public expenditure review (AgPER) in 2025 and targeted analytical work to support the dialogue with the Government and inform policy debate. The outcome of this process would be a proposal to restructure the PforR DLI towards the reproposing agenda. 2.2. Geographic Area of Intervention and Target Groups The proposed TFSRP is expected to be implemented in all 184 LGAs of Tanzania's mainland in all 21 regions. The eligibility of the 184 LGAs will depend on the proposed activities for each component which will be used to determine where the activities should be implemented based on the LGA's geographical conditions, including weather, types of crops grown, and the availability of existing irrigation schemes, among other factors. The geographical coverage and timeframe for the AF will remain the same as the parent project covering Tanzania mainland. 2.3. Project Implementation Arrangements and Responsible Entities The implementation of TFSRP is guided by the Government institutional arrangements organized for sector dialogue, strategic leadership, and program implementation at national and LGA levels. Two sector-lead ministries, the Ministry of Agriculture (MoA) in the Mainland and the Ministry of Agriculture, Irrigation, Natural Resources and Livestock (MAINL) in Zanzibar, will jointly lead the implementation and coordination of the Program at all levels. Joint Steering Committee: The Program will have a Joint Steering Committee (JSC) bringing together the Permanent Secretaries of MoA and President's Office-Regional Administration and Local Government (PO-RALG) in Mainland, and MAINL and President's Office (Regional Administration) for Zanzibar. The JSC will provide oversight for Program implementation. It will meet quarterly, and its leadership will alternate between Mainland and Zanzibar. When the Joint Steering Committee (JSC) is held in the Mainland, the Permanent Secretary of MoA will Chair the JSC, and the Principle Secretary of MAINL Zanzibar will be Co-chaired. When held in Zanzibar, the PS of MAINL will chair the JSC, and PS MoA will Co-chair The mandate of JSC will be to review and assess the progress and performance of TFSRP and approve fund releases, specifically: (i) approve the annual PforR work plan and budget for the following year, (ii) approve bi-annual fund release requests, (iii) approve annual reports, (iv) review progress in achieving Disbursement Linked Indicators (DLIs), (v) interrogate and endorse reports substantiating and validating the performance assessment including the Independent Verification Reports, (vi) approve annual work plan and budgets for the PforR technical assistance program, (vi) approve Program Operation Manual (POM) and its amendments. The JSC will also review lessons derived from Program implementation and advise on any significant changes in budgets or implementation plans. Members of JSC will include the Permanent Secretary of the Ministry of Finance and Planning (PS MoFP), the Permanent Secretary of the President's Office in charge of Regional Administration and Local Governments (PS PO-RALG), the Permanent Secretary of the Ministry of Investment, Industry and Trade (PS MIIT), and the Permanent Secretary of the Prime Minister's Office. The Director of Policy and Planning of the MoA will be the Secretary of the JSC, and the Director of Policy and Planning of PO-RALG will be Co-Secretary. From Zanzibar, the JSC member will include members congruent with the planning systems for the agricultural sector. National Project Implementation Team (PIT) will be established in MoA Mainland and led by its Director of Policy and Planning. They were also assisted by senior management from Tanzania Agricultural Research Institute (TARI), Tanzania Agricultural Seed Agency (ASA), the Tanzania Official Seed Certification Institute (TOSCI), the National Irrigation Commission (NIRC) and PO RALG, and comprised of specialists in financial management (accountant), procurement, safeguards (one environmental and one social with Gender-Based Violence knowledge), monitoring and evaluation, inclusion and diversity. The PIT will also comprise one technical staff from the Directorate of National Food Security (DNFS), one from the Directorate of Management Information Systems (DMIS) responsible for ICT and two technical teams from the Directorate of Crop Development (DCD) and Directorate of Training and Research (DTR) responsible for extension and training. The PIT will be responsible for managing and coordinating the TFSRP PforR. The PIT will convene DLI working groups from relevant departments/institutions of MoA: TARI (RA1:DLI1), DCD/DRT (RA1:DLI2 a n d RA3:DLI8), A S A /TOSCI ( RA1:DLI3), N I R C (RA2:DLI4), DNFS (RA2:DLI5), PO-RALG (RA3:DLI7), and Local Government Authorities to ensure program planning and implementation as needed. Day-to-day responsibilities for implementing various activities of the project will remain with the relevant departments of the MoA in Mainland (DPP, DCD, DMI, DNFS, DRT, TARI, ASA, TOSCI and NIRC) and Zanzibar, respective departments will be responsible for implementing components falling under their docket. In Zanzibar, the PIT will be established within the MAINL and led by the Director of Policy, Planning and Research (DPPR). The director will be assisted by focal persons from the Irrigation Department, ZARI, Seed Unit, Department of Agriculture and specialists in financial management (one accountant), procurement, safeguards (one environmental and one social with Gender-Based Violence knowledge), monitoring and evaluation, inclusion and diversity, and ICT. The Directors of Policy Planning in Mainland and Zanzibar will ensure the coordinated delivery of financial and technical progress reports for both sides. The PIT will also facilitate the JSC meetings and work closely with development partners and technical assistance consultants. At the local level, project implementation will be guided by Local Government Authorities (LGAs) working through the District Agricultural Livestock and Fisheries Offices (DALFO). Each district will be responsible for procurement, contract administration, supervision of project activities, and reporting on progress for activities under its jurisdiction, as required in District Development Plans (DADP). At the Irrigation Scheme level, irrigator organizations (IOs) will for oversee maintenance works and mobilization of community resources, including labour, under the supervision of the District Irrigation Officer, as stipulated in the OMM contracts. 2.4. Project implementing entities From the implementation arrangement, the project will be implemented by the Ministry of Agriculture (MoA) as a central implementing entity. Other implementing agencies will be the institutions operating under MoA, namely Tanzania Agriculture Research Institute (TARI), National Irrigation Commission (NIRC) and Agriculture Seed Agency (ASA). MoA and its institutions will collaborate with LGAs and other institutions where possible based on the type of proposed activities for each component of the project. CHAPTER THREE: SCOPE AND METHODOLOGY 2.5. Objectives and scope of the Environmental and Social System Assessment The scope of ESSA focused on (i) identify the potential environmental and social impacts/risks applicable to the project interventions; (ii) review the country's policy and legal frameworks related to the management of environmental and social impacts of the project interventions; (iii) assess the institutional capacity for environmental and social impact management within the project system; (iv) prescribe institutional arrangements for the identification, planning, design, preparation and implementation of the proposed activities under the project to adequately address environmental and social sustainability issues; (v) specify appropriate roles and responsibilities and outline the necessary project management and reporting procedures for managing and monitoring environmental and social concerns related to the proposed project; (vi) assess the consistency of the client's systems with six core principles and attributes defined in the Bank's Policy – Program for Results Financing, to include assessment of monitoring and evaluation systems for environmental and social issues; and (vii) describe actions to fill the gaps identified that was an input into the Program Action Plan to strengthen the project's performance concerning the core principles of the PforR instrument. The ESSA was conducted to ensure consistency with the six Core Principles outlined in the World Bank’s Operational Policy Directives as revised in 2022 - Program-for-Results Financing. Thus, it presents the findings of the ESSA exercise and makes recommendations. 2.6. Environmental and Social System Assessment Core Principles The ESSA was conducted to ensure consistency with the six “core principles” outlined in paragraph 8 of the World Bank’s policy on how projects under the Program-for-Results Financing should effectively manage Program risks and promote sustainable development. The six core principles are: Core Principle 1: Program E&S management systems are designed to (a) promote E&S Sustainability in the Program design; (b) avoid, minimize, or mitigate impacts; and (c) promote informed decision-making related to a Program’s E&S effects. Core Principle 2: Program E&S management systems are designed to avoid, minimize, or mitigate adverse impacts on natural habitats and physical, and cultural resources resulting from the Program. Program activities involving significant conversion or degradation of critical natural habitats or critical physical, cultural heritage are not eligible for PforR financing. Core Principle 3: Program E&S management systems are designed to protect public and worker safety against the potential risks associated with (a) the construction and operation of facilities or other operational practices under the Program; (b) exposure to toxic chemicals, hazardous wastes, and otherwise dangerous materials under the Program; and (c) reconstruction or rehabilitation of infrastructure located in areas prone to natural hazards. Core Principle 4: Program E&S systems manage the land acquisition and loss of access to natural resources in a way that avoids or minimizes displacement and assists affected people in improving or restoring their livelihoods and living standards. Core Principle 5: Program E&S systems give due consideration to the cultural appropriateness or equitable access to, Program benefits, giving special attention to the rights and interests of Indigenous Peoples/Sub-Saharan African Historically Underserved Traditional Local Communities and the needs or concerns of vulnerable groups. Core Principle 6: Program E&S systems avoid exacerbating social conflict, especially in fragile states, post-conflict areas, or areas subject to territorial disputes. 2.7. Data Collection Approaches This ESSA focuses on highlighting the capacity of the MoA and other implementing institutions for the proposed Tanzania Food System Resilient Program (TFSRP) to meet project environmental and social requirements. The ESSA report was prepared following the applicable WB principles for PforR and the country’s environmental and social policies, laws and guidelines. In order to prepare the ESSA, the following activities were undertaken: a) Review of the relevant national laws, regulatory frameworks, and guidelines. b) Assessment of the potential environmental and social risks of the proposed TFSRP. c) Review and assess the institutional roles and responsibilities for environmental and social management and analysis of current capacity and performance to carry out those roles and responsibilities, consistent with the Bank Policy and Directive principles. The primary focus of these activities is MoA, TARI, ASA, NIRC, and participating LGAs. d) Identification and analysis of potential environmental and social impacts that the implementation processes of the proposed activities will likely trigger and generate within and around the TFSRP program sites. e) Consideration of public participation included Government Institutions; Private agricultural sector; Donors, Community representatives and CSOs working with Vulnerable Groups, NGOs working with people living with disabilities; Regulatory authorities and Ministries. f) Review of existing literature on agriculture. PforR program such as the draft PAD, concept stage Environmental and Social Review System (ESRS), institutional arrangement for the implementation of Agric. PforR program, environmental and social aspects of agriculture projects and existing GRM system, the guidance note for the performance of the Technical Assistance (TA) for the proposed Investment Project Financing (IPF). It also covered the review of the draft PAD and the implementation approach and process for the proposed activities and development initiatives within the TFSRP. g) Undertake field visits, and conduct meetings and discussions with Project implementing institutions (TARI, ASA, NIRC, and LGAs). The world bank E&S team conducted site visits to the selected project areas which have been implementing projects by MoA and its institutions, namely TARI, ASA and NIRC. Site visits were carried out in October 2022. It enabled the identification of the past projects' environmental and social settings and issues to be covered in the proposed actions for TFSRP, such as existing physical conditions and social settings of the areas. h) In addition, the site visits allowed consultations with district officers from MoA and the LGAs sector experts who form part of the MoA district team, local leaders and representatives. The field visit was conducted strategically to understand vulnerable groups such as women, children and the disabled in districts visited who have faced various challenges while implementing other government agricultural projects, including those financed by the WB. Apart from the MoA offices in Dodoma and its agencies (ie. TARI in Makutupora, Dodoma region, Selian in Arusha region and Uyole in Mbeya region, ASA in Morogoro and NIRC in Dodoma), the field visits also covered selected Local Government Authorities namely Meru in Arusha region, Hanang in Manyara region, Mkalama in Singida region, Kilosa in Morogoro region, Kilolo in Iringa region and Mbalali in Mbeya region. i) Programing environmental and social inputs to the Program Action Plan was necessary for recommending appropriate measures for capacity building to assist the implementing entities to address environmental and social impacts during the implementation, operation and maintenance of the TFSRP project activities. 2.8. The system analysis. The analysis was conducted using the Strengths-Weaknesses-Opportunities-and- Threats (SWOT) approach. The “weaknesses,” or gaps with the Bank Policy and Directive, are considered on two levels: (i) the system as written in laws, regulations, procedures, and applied in practice; and (ii) the capacity of Program institutions to effectively implement the system. The analysis focuses on the strengths, gaps, potential actions, and risks associated with the systems currently in use in the agricultural sector to address the environmental and social effects commensurate with the nature, scale and scope of operations. This is structured to examine arrangements for managing the environmental and social consequences (i.e., benefits, impacts and risks) of the Program. The analysis also examines how the system, as written in policies, laws, and regulations, is used at the national and local levels. In addition, the analysis examines the efficacy and efficiency of institutional capacity to implement the system as demonstrated by performance thus far. The study reviewed the questions of whether the current system: (i) mitigates adverse impacts; (ii) provides transparency and accountability; and (iii) performs effectively in identifying and addressing environmental and social risks. The overarching objectives are to ensure that the risks and impacts of the TFSRP activities are identified and mitigated and to strengthen the system and build capacity to deliver the Program sustainably. This ESSA also proposes measures to enhance the system. CHAPTER FOUR: THE ENVIRONMENTAL AND SOCIAL POLICY, LEGAL AND INSTITUTIONAL FRAMEWORK RELEVANT TO THE AGRICULTURE PROGRAM FOR THE RESULT 2.9. Introduction The existing policies, laws, regulations, and the institutional framework within the country responsible for managing environmental and social issues have been analyzed. The umbrella provisions for managing environmental and social problems are stipulated in the country’s constitution, which states that a clean and safe environment is the constitutional right of every Tanzanian citizen. Regulation on environmental management in the country is mainly vested in one public institution, the National Environment Management Council (NEMC) and the Division of Environment (DoE) in the office of the Vice President. National Environmental Management Council (NEMC) undertakes enforcement, compliance, and review of environmental impact statements. In contrast, the DoE provides the policy formulations and technical back-up and executes the overall mandate for ecological management in the country. There are many policies and legislation on environmental management in Tanzania. The relevant ones to this project are briefly discussed below. Environmental awareness in the country has significantly increased in recent years. The government has been developing and reviewing national policies to address environmental management in various sectors. Among others, se policies aim to regulate the development undertaken within respective sectors so that they are not undertaken at the expense of the environment. A legal and regulatory framework is required to provide broad guidelines on areas of focus in undertaking environmental management activities in the proposed PforR program and develop mitigation plans. The framework is essential for delivering a mandate, allocating specific responsibility and accountability to key fundamental factors and stakeholders, and prescribes prescribing and enforces enforcing specific operating environmental procedures and standards to be undertaken during the agriculture PforR program. Finally, an institutional framework is required to develop policies, guidelines and plans; to ensure compliance with laws and regulations; and to monitor, review and adapt policies, plans and rules in the light of experience and as a platform for monitoring compliance. Tanzania is one of the countries in Africa with rich policy and legal framework addressing various challenges facing community livelihoods. In implementing the proposed PforR program assessment of the environment, social and agriculture policy, legal and institutional framework has indicated that the country is well equipped with the necessary policies and laws in the respective areas for the implementation of the PforR program. There are several environmental, social and agriculture agricultural policies, laws and guidelines which will be key to ensuring that the PDO is achieved. This chapter addresses policies, laws, regulations, strategies, and institutional arrangements that are already in place and relevant for undertaking the proposed activities under the PforR program. 2.10. Policy Framework Clarifying relevant policies is essential in setting boundaries for the environmental assessment in line with national interests and prospects of the proposed PforR program. The following are applicable sectoral and cross–sectoral policies, which show the preparedness of the GoT to implement the proposed activities under PforR program to improve agriculture in Tanzania. The MoA program and its institutions responsible for implementing the proposed PforR program, namely ASA, TARI and NIRC, the PORALG and other stakeholders, will need to observe these policies in the course of designing and implementing the proposed project activities. The policies that address environmental management as far as this project is concerned and which form the cornerstone of the present study include among other things. 2.10.1. Agriculture Policies National Agriculture Policy 2013 The National Agricultural Policy takes cognizance of the growing youth unemployment and the importance of addressing the shrinking agricultural labour force by catalyzing youth participation in agriculture, agro-processing, and trade. Of immense value is the fact that the policy eyes the agricultural sector as one of the critical pathways for achieving the set national aspiration based on the fact that it has forward and backward linkages with industrialization as the leading supplier of industrial raw materials. The envisaged agricultural sector transformation in Tanzania is enshrined in the National Livestock Development Policy of 2006 and the National Fisheries Development Policy of 2015. The preparation of the proposed PforR program is also in line with the Agriculture Policy to improve agricultural productivity in the country. This policy provides guidance on where the country is headed with regard to guidance on where it is headed regarding improving food security and commercial agriculture with the overall focus on improving the livelihood of its citizens. 2.10.2. Environmental Policies The National Environmental Policy, 2021 The policy serves as a national framework for planning and sustainable management of the environment in a coordinated, holistic and adaptive approach, taking into consideration the prevailing and emerging environmental challenges as well as national and international development issues. It is worth noting that effective implementation of this policy requires mainstreaming of environmental issues at all levels and sectors, including agriculture, strengthening institutional governance and public participation in the environmental management regime. The long-term vision of this policy is geared towards realising ecological integrity, assurance of food security, poverty alleviation and increased contribution of the environmental resources to the national economy. The National Environmental Policy of 2021 replaces the NEP of 1997, whose objective was to implement a range of strategic interventions to address the identified priority areas of environmental concerns by involving Government sectors and other stakeholders. This approach was preferred on the understanding that all stakeholders would take priority actions to address the ecological challenges because the environment is a cross-cutting issue and, as such environmental challenges affect all sectors. To implement the Policy, the Government enacted the Environmental Management Act (2004) to provide a legal and institutional framework for sustainable management of the environment. In addition, the Government, in collaboration with other stakeholders, implemented several strategies, programs, plans and projects through which the policy objectives were implemented. The policy shows how the government has enough tools to ensure proper management of environmental and social issues during the implementation of the proposed activities under the PforR program. The specific objectives of the National Environmental Policy of 2021 which are also embedded in the proposed PforR program are: i) To strengthen coordination of environmental management in sectors at all levels, including agriculture; ii) To enhance environmentally sound management of land resources for socio- economic development; iii) To promote environmental management of water sources; iv) To strengthen conservation of wildlife habitats and biodiversity; v) To enhance conservation of forest ecosystems for sustainable provision of environmental goods and services; vi) To manage pollution for the safe and healthy environment; vii) To strengthen the national capacity for addressing climate change impacts; viii) To enhance conservation of aquatic systems for the sustained natural ecosystem; ix) To ensure safety at all levels of application of modern biotechnology; x) To promote gender consideration in environmental management; xi) To promote good governance in environmental management at all levels; and xii) To ensure predictable, accessible, adequate and sustainable financial resources for environmental management. The objectives of the NEP of 2021 direct the preparation of the proposed activities under PforR to ensure that they cause no harm to the environment and people. The goals also show that if the NEP 2021 are well executed, the proposed PforR activities will move without harming the environment and people. The discussion with the E&S focal persons at MoA indicated how committed the government is to ensure that the PforR program is implemented in a manner consistent with the provisions of the NEP. It is worth noting that, although most of the components proposed under the AF are mainly technical assistance that targets capacity building-oriented activities with no substantive physical impact on the ground, the support on policy reforms to integrate soil health will require Strategic Environmental Impact Assessment (SEA). Such reforms will have future and wider direct impacts on physical, chemical, and biological properties of agricultural soil countrywide. Certainly, the newly introduced soil health practices will have overall impacts on the capacity of soils to function in respect of sustaining biological productivity, maintaining environmental quality, and promoting plant and animal health with overall impacts on soil productivity at large scale. 2.10.3. Social Policies The National HIV/AIDS Policy 2001 The policy is intended to raise the level of HIV/AIDS as a significant development crisis that affects all sectors, including construction agriculture. Significant sections of the policy include Chapter 4 deals with the rights of people living with HIV/AIDS, and Chapter 5deals with the prevention of HIV/AIDS. It recognizes HIV/AIDS as an impediment to development in all sectors, regarding social and economic development, with severe and direct implications on social services and welfare. The mitigation of HIV/AIDS within the project period has been developed, taking cognizance of this policy. The policy is also essential for implementing the PforR because in most cases agriculture activities bring together people of different behaviours and can lead to the spread of HIV/AIDS. Preparing the proposed activities under the agriculture PforR program will ensure that the HIV/AIDS policy is vital to the provision of services by the MoA. National Gender Policy (2002) The key objective of this policy is to provide guidelines that will ensure that gender-sensitive plans and strategies are developed in all sectors and institutions. While the policy aims at establishing strategies to eradicate poverty, it emphasises gender equality and equal opportunity of both men and women to participate in development undertakings and to value the role played by each member of the society. The proposed activities under the agriculture PforR program will respond to the policy provisions by ensuring equal opportunities in employment during implementation and operation phases of the facilities and other opportunities which the program will put in place. Additionally, the issue of GBV should be highlighted at every opportunity during all phases of the proposed agriculture PforR program implementation and reflected in the planning, designing and implementation of project components. GBV will be among key issues to consider while designing the agriculture PforR program. The National Water Policy (URT, 2002) This policy approaches water as an essential element for human health and the proper functioning of ecosystems. The policy promotes the conservation of water resources in river basins and catchments and in areas where agriculture is carried on. The main objective of this revised policy is to develop a comprehensive framework for sustainable development and management of the Nation’s water resources, in which an adequate legal and institutional framework for its implementation will be put in place. The policy ensures that beneficiaries participate fully in the planning, construction, operation, maintenance, and management of community-based domestic water supply schemes. This policy seeks to address cross-sectoral interests in water, watershed management and integrated and participatory approaches to water resources planning, development and management. Also, the policy lays a foundation for sustainable development and management of water resources in the changing roles of the Government from service provider to that coordination, policy and guidelines formulation, and regulation. The policy will also guide implementing the proposed activities under the agriculture PforR program. 2.11. Legal Framework 2.11.1. Agriculture Seeds Act, No. 18 of 2003 The Act consists of 33 sections divided into five Parts, i.e. Preliminary provisions (I); Establishment of the National Seeds Committee (II); Importation, exportation, and sales of seeds (III); Registration of seeds dealers; (IV) Miscellaneous provisions (V). The National Seeds Committee is established under section 3 as a technical committee. The National Seeds Committee shall be a Stakeholders' Forum responsible for advising the Government on all matters relating to the development of the Tanzania seed industry (sect. 5). Section 8 concerns the appointment of the Chief Seed Quality Controller and inspectors and analysts for purposes of this Act. While holding the office of Seed Quality Controller, Inspector, or Analyst, no person shall engage in any business connected with the production, processing, sale or importation of seed. However, the Chief Seed Quality Controller may permit a specified private producer, processor, seller or distributor to employ an analyst appointed under section 8 to effect the internal seed quality control. The Tanzania Official Seeds Certification Institute is established as a corporate body under section 10. Section 10 concerns the powers of delegation of the Minister, whereas section 12 defines the powers of the Minister to issue Orders. Any person who intends to deal with importation, exportation, production, processing, distribution, sale or advertisement for sale of seeds shall obtain a permit from the Director (as defined by section 2). Before granting the permit, the Director shall ensure that the standards and conditions for importation, production, processing, distribution sale or advertisement for the sale of seeds, as provided for in the Plant Protection Act and in this Act, have been complied with. The Minister shall, for this Act, prescribe the plant varieties and standards of the seeds for importation, exportation, production, processing and distribution (sect. 13). Section 14 defines other requirements regarding grades and marking of seeds. Other provisions of this Act deal with registration of sources dealers by the Director, powers of inspectors and sampling and prescribing offences. Seeds Regulations, 2007 (G.N. No. 37 of 2007) These Regulations implement provisions of the Seed Act, 2003, in respect of the registration of varieties of seed and seed dealers and makes provision concerning seed classification and standardization for plant species, the labelling, packaging, marketing and use of seed and seed sampling and testing. They establish a National Variety Release Committee (NVRC) and a National Performance Trial Technical Committee (NPT-TC) within the National Seed Committee. An application for registration as a seed dealer shall be submitted to the Director in the form set out in the Fifth Schedule to these Regulations. No variety shall be released in Tanzania unless it has passed Distinctness, Uniformity and Stability (DUS) test, evaluated through the National Performance Trial and recommended for release by the National Seed Committee. The National Variety Release Committee shall be responsible for reviewing recommendations from the National Performance Trial Technical Committee and recommend for variety release to the National Seed Committee. The Director shall register and issue a Certificate of Registration to the Applicant once his or her variety is approved by Minister according to the Act. The Seed classes and standards for plant species for these Regulations shall be as set out in the tables of the class standard set out in the First Schedule to these Regulations. No person shall mark or label a package of seed with a variety name unless that seed is of the variety to which the variety name refers. Every package of seed marked with a class name shall have on its label a description that specifies the seed standard as provided for in these Regulations. Specific labelling requirements for seed are set out in the First Schedule of these Regulations. No seed shall be certified unless it has been produced, inspected, sampled, tested, and complied with the standards set out in the First Schedule to these Regulations. Every seed grower or his agent shall, within thirty days after a seed crop is planted, apply for field inspection. The seed grower shall ensure that the seed quality is maintained during harvesting and transportation to the processing plants. A registered seed processor shall process only seeds from the approved fields or seeds permitted to be imported into Tanzania. The Regulations also provide some rules concerning the importation and exportation of seeds. The seeds set out in the Eighth Schedule to these Regulations shall be deemed as prohibited, restricted and noxious weed seeds for these Regulations. National Irrigation Act No. 4 of 2013 An Act to establish the National Irrigation Commission; to provide for the development, operation and maintenance of irrigation and drainage system; to provide for effective implementation of the National Irrigation Policy, the National Irrigation Development Strategy and to provide for other related matters. This Act makes provisions concerning the management, use and maintenance of irrigation systems. It establishes the National Irrigation Commission and defines its functions and powers. The Commission is designated as a corporate body and shall be an independent department of the Government under the Ministry responsible for irrigation. The Commission shall be responsible for coordination, promotional and regulatory functions in the development of the irrigation sector. It shall, among other things, advise the government in the implementation and review of the National Irrigation Policy and other policies and plans and invest in irrigation and drainage systems. For the betterment of carrying out the provisions of this Act, the Minister responsible for local government may, in consultation with the Minister, establish an Irrigation Department in a District Authority on the advice of the Commission. A District Irrigation Department shall assist the Commission in the execution of its functions. The Minister may declare irrigation areas for this Act. Land may be acquired for purposes of irrigation development. Where a declaration affects existing land rights, the holder of affected land shall be entitled to be a shareholder or compensated in accordance with relevant Land Law or as may be agreed upon. The Commission may, upon the recommendation of the Director General, classify all land within an irrigation area for its suitability for specific crops and irrigation methods. The Act further makes provisions for irrigation works and irrigation schemes and the Irrigation Development Fund, which is established under this Act. The Commission shall ensure that all irrigation development be integrated with other natural resources development and management activities such as catchment management to protect the environment. the Commission shall undertake various measures and carry out control to protect the environment. Fertilizers Act No. 9 of 2009 An Act to make provisions for regulation of manufacturing, importation, exportation, sale and utilization of agricultural fertilizers to repeal the Fertilizers and Animal Food Stuffs Act, Cap. 378 and to provide for other related matters. This Act establishes the Tanzania Fertilizer Regulatory Authority as a corporate body. It provides rules relative to the manufacturing, importation and use of and trade in fertilizers, or fertilizer supplements, e.g. growth stimulators and regulators and similar products. It also provides for fertilizer quality control. The Authority shall be the regulatory body in the fertilizer industry and, among other things, register all fertilizers and fertilizer supplement dealers and their premises.; The Authority shall also license fertilizer dealers; issue permits for the importation and exportation of fertilizer and fertilizers supplements; and implement policies, strategies and programs relating to fertilizer industry development. The Act requires fertilizer dealers to ensure that fertilizer or fertilizer supplements are packed and labelled in the manner prescribed in the Regulations and prohibits the sale or distribution of adulterated or substandard fertilizer or fertilizer supplements. It also restricts the manufacture and use of fertilizer substances made of (diseased) animals. Fertilizers Regulations, 2011 (GN. No. 350 of 2011) These Regulations implement provisions of the Fertilizer Act, 2009 and provide in particular for - the registration of fertilizer and fertilizer supplements and sterilizing plants; the registration and licensing of fertilizer dealers; sampling and testing of fertilizer and fertilizer supplements; packaging and labelling of fertilizers; storage of fertilizers; importation and exportation of fertilizer and fertilizer supplements; handling and transportation of fertilizer and fertilizer supplements. Animal and vegetable manures sold in their natural condition arc exempted from these Regulations. Every fertilizer or fertilizer supplement sold or imported under a name specified in the Twelfth and Thirteenth Schedule shall meet the requirements of the standard of that fertilizer or fertilizer supplement. The Executive Director of the Tanzania Fertilizer Regulatory Authority shall take decisions on applications made under these Regulations. Any person who intends to set up a sterilizing plant or manufacturing fertilizer or fertilizer supplement from an animal carcass shall obtain an Environmental Impact Assessment Certificate from the relevant authority. 2.11.2. Environment The Environmental Management Act (2004) The Environmental Management Act (EMA) provides the legal and institutional framework for managing the environment and implementing the nation's Environment Policy. For effective implementation of the national environmental policy objectives, the Act has identified and outlined specific roles, responsibilities and functions of various key players and provided a comprehensive administrative and institutional arrangement comprised of: • National Advisory Committee • Minister Responsible for Environment • Director of Environment • National Environmental Management Council (NEMC) • Sector Ministries • Regional Secretariat • Local Government Authorities (City, Municipal, District and Town Councils) The National Environment Management Council (NEMC) was established under the provisions of the National Environmental Management Act of 1983. NEMC is charged with enforcing compliance, reviewing and monitoring enforcing compliance, reviewing and monitoring environmental reports, and facilitating public participation in environmental decision-making. The Sector Ministries are supposed to establish environmental management sections to liaise with the Ministry responsible for environmental matters. In particular, the Environmental Section of each Ministry is responsible for ensuring that environmental concerns are integrated into the Ministries’ developmental planning and project implementation to protect the environment. Each Ministry is required to appoint a Sector Environmental Coordinator for all activities and performance of functions related to the environment for the Ministry. In addition, there is (at the regional level) a Regional Environmental Management Expert (REME) who advises Local Authorities on matters relating to the Act. Each city, municipality, district, or town council has an appointed Environmental Management Officer (EMO) and an Environmental Management Committee (EMC). The EMOs report to the Environment Director on implementing the Act within their area of jurisdiction. The Act is relevant to the agriculture PforR program because it will have some impacts on the environment. Thus, environmental management and monitoring of the effects arising from the program, especially the generation of agricultural waste, would require adherence to the environmental provisions of this Act. Institutionally the act provides for the continuation of the legally mandated National Environmental Management Council (NEMC) and creates the National Environmental Advisory Committee. The Act outlines projects that require a full EIA or those that may be subjected to full EIA, after the screening by NEMC. Under this Act, operations, maintenance and amanagement activities of the irrigation’s schemes will be regularly monitored by NEMC to ensure compliance with environmental and social risks and impacts. The Act also defines institutional responsibilities for environmental management. In that regard, NEMC is charged with the enforcement, compliance, review, and monitoring of environmental impact assessment and facilitating public participation in environmental decision-making and supervision of all matters relating to the environment assigned to the Council. Amongst its functions, NEMC has the roles to (1) carry out the screening of projects for which environmental assessment or monitoring must be conducted, (2) review EIAs and recommends them (or not) for approval. It is noted that under the Act, NEMC may “delegate to any sector Ministry, environmental body, employee or agent of the Council, the exercise of any of the powers or the performance of any of the functions or duties of the Council under the Act” (EMA para 26). All relevant Ministries, including the Ministry of Agriculture (MoA), are to establish environmental management sections which liaise with NEMC on environmental matters. The Division of Environment (DoE) is responsible for policy and legal formulation and implementation, development and implementation of strategic environmental assessments. Within each ministry, it is the Environmental Unit/Section’s responsibility to ensure that environmental concerns are integrated into Ministry's developmental planning and implementation in a way that protects the environment. The Environmental Management Units/Sections of sector ministries oversee the preparation of EIAs required for investment in their sectors (EMA para 31 (k)). Each sector Ministry is required to appoint a Sector Environment Coordinator to coordinate and report on all activities and performance of functions relating to the environment and the Ministry. The MoA has a unit responsible for managing environmental issues, which is also adequately staffed. And at the Regional and district level, there are experts to advise local authorities on matters relating to the Act. These officers at the regional and district level will be key during the implementation of the proposed agriculture PforR program. NEMC is responsible for the review of projects and deciding on whether they need to undertake EIAs and prepare Environmental Impact Statements (EISs). The study will also apply to all activities implemented under the agriculture PforR program. The Water Resources Management Act No. 11 of 2009 This Act repeals the Water Utilization Act of 1974 and its subsequent amendments. It provides the right to water for domestic use by any person from any surface water sources and rainwater without a permit as long as no works are constructed for the purpose. The Act indicates the need for a water use permit for any works for water abstractions or for uses other than domestic ones. The Act further prohibits the discharge of waste streams into any water body, including rivers (e.g. small rivers within the project areas), without a written permit from the water officer. The Act requires adherence to current environmental standards of receiving water bodies when legally discharging wastewater. The proposed project intends to use water for purposes other than domestic and wants to remove wastewater therefore, the act is relevant. The proponent and contractor shall observe this legal provision throughout construction, operation and decommissioning phases. Environmental Impact Assessment and Audit Regulations of 2005 and its amendments of 2018 The Environmental Impact Assessment and Audit Regulations No.349 of 2005 were made pursuant to Sections 82 (1) and 230 (h) and (q) of the Environmental Management Act Cap 191 of 2004 and its amendment in 2018. The regulations provide the procedures and requirements for undertaking ESIA for various development projects with significant environmental impacts. In addition, the Regulations provide a list of projects that qualify for Environmental Assessment procedures in Tanzania. Regulation 46(1) classifies projects into two types: (i) Type A Projects requiring a mandatory ESIA; and (ii) Type B projects requiring a Preliminary Environmental Assessment (PEA). The First Schedule lists typical examples of Type A and B projects. The Regulation was amended in 2018, and project categorization was changed to Type A, Special category, Type B1 and B2 based on the risk levels. Some of the proposed construction of the irrigation schemes and post-harvest facilities may fall under the category of projects that require mandatory Environmental Assessment (after screening) as per the categorization stated in the Amended EIA and Audit Regulations of 2018. Strategic Environmental Assessment Regulations of 2008: Part III; General Requirements of these regulations requires bills, policies, strategies, plans or programs to be subjected to Strategic Environmental Assessment (SEA) to ensure that they integrated sustainability issues. For this case, the proposed AF that targets to support policy reforms to integrate soil health will require SEA. The sector minister, for this case the Ministry for Agriculture shall notify the minister of Environment for purpose of receiving guidance to determine whether the suggested reforms covering policy reforms on soil health will require SEA. Environmental Management (Soil Quality Standards) Regulations (2007) The objective of this standard was to set limits for soil contaminants in agriculture and habitat. It enforces minimum soil quality standards prescribed by NEMC to maintain, restore, and enhance the sustainable productivity of the soil. The standards prohibit the discharge onto ground of any material which will interfere with its natural quality or be polluted unless the person obtains permission to be exempted or obtain a soil pollutant discharge permit. Heavy metals contaminants in habitat and agricultural soils shall comply with parameters and upper limits specified in the standards. Elevated levels of heavy metals may occur naturally within the soil surrounding. However, any proposed expansion projects will be designed to avoid the release of contaminants, with elevated levels of heavy metals, to the environment. Since the proposed activities under the agriculture PforR program anticipate generating waste, especially under component 2 during operations and maintenance of irrigation scheme and post-harvest facilities, it will need compliance with this regulation to ensure that the wastes are not disposed into the soil and affect its quality. Environmental Management (Water Quality Standards) Regulations (2007) The objective of this standard is to enforce minimum water quality standards prescribed by the NEMC. It ensures all discharges of pollutants consider the ability of the receiving waters to accommodate contaminants without detriment to the uses specified for the waters concerned to protect human health and conservation of the environment. The standards prohibit discharges above the prescribed standards unless the emitter obtains permission to be exempted or obtain a water pollutant emission permit. The regulation recognizes the requirement to obtain a water user permit as detailed Water Resources Management Act, 2009 and attaches additional conditions to securing the permit, requiring an EIA statement of the permit application to be submitted to NEMC. These regulations also include effluent standards (First Schedule – Permissible Limits for Municipal and Industrial Effluents), drinking water standards, specific effluent standards for particular industries and distances from pollution sources to water sources with which the agriculture PforR program must comply. Environmental Management (Hazardous Waste Control and Management) Regulations (2009) The Regulations control all categories of hazardous waste and address the generation, storage, transportation, treatment and disposal of hazardous waste and their movement into and out of Mainland Tanzania. They require hazardous waste management to be guided by principles of environment and sustainable development, namely, the precautionary principle; the polluter pays principle; and the producer extended responsibility. The Regulations assign the generator of hazardous waste for the sound management and disposal of such waste and shall be liable for damage to the environment and injury to human health arising thereby. The regulations further recognize management and control of pesticides, radioactive and industrial and consumer chemical waste to be regulated under respective legislation. The Division of Environment issued 2013 the Guidelines for Management of Hazardous Waste. The e-wastes anticipated to be generated in the course of implementing this project are considered hazardous, and their disposal will have to adhere to these regulations. Other Regulations under EMA also include: a) Environmental Impact Assessment and Audit Regulations (2005), b) Environmental Impact Assessment and Audit (Amended) Regulations (2018), c) Registration of Environmental Experts Regulations (2005), d) Fees and Charges Regulations (2007), e) Ozone Depleting Substance Regulations (2007), f) The Biosafety Regulations (2009), g) Strategic Environmental Assessment Regulations (2009), h) Air Quality Standards Regulations (2007), i) Noise and Vibrations Standards Regulations (2009), j) Environmental Inspectors Regulations (2011), k) Control of Plastic Bags Regulations (2015), Environmental Management (Solid Waste Management) Regulations of 2009 The Environmental (Solid Waste Management) Regulations of 2009 provide principles for the management and control of solid wastes, including administration and institutional arrangement, licenses and permits. Regulation 5 (1) states that any person who owns or controls a facility or premises which generates waste shall minimize the waste generated by adopting cleaner production principles, such as improvement of the production process through conserving raw materials and energy by: a) Eliminating the use of toxic raw materials within such times as may be prescribed by the Minister; and b) Reducing toxic emissions and wastes to a level prescribed in the applicable national environmental quality standards. Regulation 17 (a) prohibits particular solid wastes in receptacles. The regulation states that no person shall deposit hazardous substances, including asbestos or asbestos-containing material, explosives, fireworks, firearms, batteries, hot ashes, flammable liquid, highly flammable materials, infectious material, pressurized containers (other than a pressurized container commonly used for containing domestic products such as fly spray, hair spray and similar materials), or radio-active material. Regulation 17 (b) prohibits any person from depositing particular solid wastes of corrosive, carcinogenic, flammable, persistent, toxic, explosive, or radioactive nature materials into receptacles. The regulation 17 (c) prohibits any person from depositing any liquid, acid, paint, printers’ ink, oil, oil sludge, asphalt emulsion, viscous fluid or similar product into receptacles which, if spilt in a public place, may cause damage or injury or result in pollution of the environment. PART VI of the regulations is on plastic waste management. Under the duty to segregate solid waste, regulation 35-(1) requires any person to ensure that plastic materials are separated from non-plastic materials and deposited into receptacles prescribed by t h e local government. Regulation 35-(2) states that duties to segregate waste apply to all stages of waste management, including collection, transportation, and final disposal. 2.11.3. Acts Related to Social Issues The HIV and AIDS (Prevention and Control) Act No. 28 of 2008 The Act generally require that adequate information on the acquisition, transmission, prevention and post-infection of HIV/AIDS is provided to the public, including workers at workplaces. It is required by this Act that every employer (here, the Contractor), in consultation with MJNUAT, to establish and coordinate a workplace program on HIV/AIDS. The program must include, among other things, the provision of gender-responsive HIV/AIDS education and protection gear, including condoms, which meet Tanzanian standards as certified by TBS. As a consideration of the right to privacy, the Act prohibits compulsory HIV testing for any person as a condition necessary to obtain its requirements, including a job. It further requires total confidentiality of results of HIV tests of any person against their own will except for exceptional cases involving children, disabled persons, spouses or sexual partners or court. To ensure persons living with HIV/AIDS are not discriminated against, the Act prohibits any forms of such discrimination. It requires that no person is denied admission, participation or continual job place after being diagnosed with HIV and consequently living with HIV/AIDS. The Contractor shall therefore adhere to these provisions during the recruitment of employees and executing construction activities. Alongside measures to combat the spread of HIV/AIDS the threat of Covid 19 should also be given priority as it is the new entrant in the global pandemic burden. Facilities for hand washing at every entrance to buildings should be installed and preventive approaches include wearing face masks and mass sensitization and inoculation. The Employment and Labour Relations Act, No. 6 of 2004 The Act provides labour rights and protections, particularly against Child labour, forced labour, discrimination in the workplace, and promotion of freedom of association. Section 7 of the Act states that every employer shall promote equal employment opportunities and strives to eliminate discrimination in any employment policy or practice. The Act also provides for the basic employment standards to include: core labour rights, establishes basic employment standards, framework for collective bargaining, prevention and settlement of disputes and other related matters. The Act prohibits forced labour and discrimination in the workplace as well as the prohibition of discrimination in trade unions and employers. It provides employees’ right to freedom of association and rights of trade unions and employers’ association. It provides employment standards such as contracts with employees, work hours, remuneration, leave, unfair termination of employment and other incidents of termination. The Act prohibits discrimination, being direct or indirect, in any employment policy or practice on any of the following grounds; colour, nationality, tribe or place of origin, race, national extraction, social origin, political opinion nor religion, sex, gender, pregnancy, marital status, or family responsibility, disability, HIV/Aids, age or situation of life. It is an offence for this provision to be contravened by any employer. Law of the Child Act (2009) The act provides standards for identifying, referring, and responding to cases of child abuse and other forms of violence. They incorporate the essential elements required to build a protective environment, including a child-friendly justice system. Child abuse is defined in detail as “contravention of the rights of the child which causes physical, moral or emotional harm including beatings, insults, discrimination, neglect, sexual abuse and exploitative labour.” Section 78 providing that no person “shall not employ or engage a child in any kind of exploitative labour” Whilst night work by a child and forced labour are also prohibited in Section 79 and 80 respectively. Sexual exploitation is prohibited through Section 83 and is comprehensively defined to include any work/trade (paid or unpaid) that exposes the child to activities of a sexual nature. In terms of character, this would include inducement or coercion in the encouragement of a child to engage in any sexual activity; children in prostitution or other unlawful sexual practices or children in pornographic performances or materials. The punishment is a fine of not less than 1 million shillings and nor more than 5 million or to imprisonment for a term of not less than 1 year and not more than 20 years or both. In instances where a child is a witness on sexual offence, the Act complements the Evidence Act by noting that “Notwithstanding the provisions of this section, where in any criminal proceedings involving sexual offence the only independent evidence is that of the child or victim of the sexual offence, the court shall receive the evidence and may after assessing the credibility of the child or victim of sexual offence, on its own merits, notwithstanding that such evidence is not corroborated, proceed to convict for reasons to be recorded in the proceedings, if the court is satisfied that the child is telling nothing but the truth” To support the implementation of the Act four regulations have been developed including Children Court Rules, Foster Care Regulation, Children Care and Protection Regulation and Approved Residential Establishment Regulation. Tanzania Food System Resilient Program (TFSRP) will require to abide to all directives as stipulated in this law. Workers Compensation Act, 2008 The Act established a fund known as the Workers Compensation Fund, consisting of the assessment paid by the employers under this act; any other money paid by employers to the fund under this Act. The penalty imposed under this act other than a court; any interest on investments of the fund, any observation from the Government, and any additional money legally acquired. The Act also established a board of trustees of the workers’ compensation which is capable of suing and sued, purchasing or otherwise acquiring, holding, charging and disposing of property, movable or immovable; and entering into contracts and performing all such other acts for the proper performance of its functions under this Act which may lawfully be performed by a body corporate. The Act has the right to compensation and protection whenever an employee has an accident resulting in the employee’s disablement or death and related to the rule and conditions of the Workers Compensation Act. Occupational Health and Safety Act of 2003 The law deals with the protection of human health from occupational hazards. It further requires employers to provide a good working environment to workers to safeguard their health and ensure safety at the workplace. Employers need to perform medical examinations to determine fitness before engaging employees. Employers must also ensure that the equipment used by employees is safe and provide personal protective equipment (PPE) as appropriate. Part V of the Act emphasizes the provision of adequate clean, safe and wholesome drinking water, sufficient and suitable sanitary conveniences and a washing facility. This shall be adhered to by all consultants and contractors who will be employed under the agriculture PforR program. During the implementation of the PforR program, especially the construction of irrigation schemes and post- harvest facilities, all contractors will be required to strictly adhere to the Occupational Health and Safety Act to ensure that no accident or fatality occurs and that all social concerns surrounding communities in construction areas, such as issues of HIV/AIDS, pregnancies, gender discrimination and GBV are well addressed. Land Act No. 4 of 1999 All land in Tanzania shall continue to be public land and remain vested in the President for citizens of Tanzania. For the management of land under this Act and all other laws applicable to land, public land shall be in the following categories: General land, Village land and reserved land. The President may, subject to the provisions of this part, by order published in the Gazette, transfer or exchange land from one category of land described in the subsection. One of the fundamental principles the Act has safeguarded is to ensure that land is used productively and that any such use complies with the principles of sustainable development. The Act provides the declaration of hazardous land in section 7 (1) of this Act; hazardous land is the one which is likely to pose a danger to or to lead to the degradation of the environment or destruct the environment on that or contiguous land and includes but is not limited to- (a) Land within sixty meters of river banks (b) Land on a slope with a gradient exceeding any angle which the Minister shall, after taking account of proper scientific advice, specify; (c) land specified with the appropriate authority as land which should not be developed because of its fragile nature or environmental significance. The Water Supply and Sanitation Act No. 5 of 2019 The Water Supply and Sanitation Act No. 5 of 2019 has been enacted to provide for sustainable management, adequate satisfactory operation, and transparent regulation of water supply and sanitation services to affect the National Water Policy (2002). The Act penalizes defaulters or people who may cause water pollution or dump any waste into water bodies. MJNUAT will comply with this Act's requirement by constructing a wastewater collection septic tank and sock away pit. No wastewater will be allowed to flow into open spaces or natural waterways. 2.12. Institutional Framework for Environment Risk Management Tanzania is among the countries in East Africa with an Act for environmental management legislation. Environmental Management Act (EMA) (2004) provides a legal and institution framework that guides the implementation of environmental management activities. The framework offers a pre-requisite for the effective implementation of Environment Policy at all levels (National, Region, Council, and Village/Mtaa/Hamlet). According to the Environmental Management Act (EMA) (2004), there is the Environmental Management Committee established at the Hamlet/Village/Mtaa, Ward, Council and at the National level with the responsibility for the proper management of the environment in respect of the area in which they are established. The functions and responsibilities of these committees are well explained in the Act. Moreover, section 36 (1), (2) of EMA stipulates that each City, Municipal, District and Town council shall designate or appoint an Environmental Management Officer (EMO) who shall perform the following functions: i) Advice the environmental management committee to which he/she belongs on all matters related to the environment. ii) Promote environmental awareness in the area he/she belongs on protecting the environment and conserving natural resources. iii) Monitor the preparation, review, and approval of Environmental Impact Assessments for local investments. The Institutional set up presented in Figure 2, explains the layers of decision-making from national to Village/Mtaa/Hamlet levels. At the national level, the Vice President’s Office has the overall mandate to oversee environmental issues in Tanzania. The EMA Cap.191 Section 13 gives powers to the Minister for Environment to issue guidelines and regulations relating to the environment, including the articulation of policy guidelines for its promotion, protection and sustainable management and designate duties to relevant entities. The Director leads the Division of Environment (DoE) within the Vice President Office Directorate of Environment leads the Division of Environment (DoE) within the Vice President Office. The EMA, Cap. 191 Section 14 direct the Director for the Environment to coordinate and report on environmental-related aspects and activities in the country. Consequently, the Division is responsible for overseeing and coordinating environmental policy, the Environmental Management Act and EIA Guidelines; approving, signing and issuing Environmental Certificates; advising the government on all environmental matters; enforcing and ensuring compliance with national environmental quality standards; and providing policy direction and leadership on all environmental issues. Figure 2: Institutional Set Up for Environmental Management in Tanzania Mainland of which the proposed activities under the agriculture PforR will use. 4.4.1 The National Environment Management Council (NEMC) NEMC is a corporate body established under EMA (2004) Section 161. It has mandated for enforcement, compliance, review and monitoring of EIAs, including facilitating public participation in environmental decision-making. NEMC has five key divisions, each on the relevant aspects of environmental management (Compliance and Enforcement; Environmental Impact Assessment; Environmental Information, Communication and Outreach; Environmental Planning and Research). To ensure compliance, the project must be issued an environmental license or permit, which confirms that all necessary environmental and social due diligence requirements have been fulfilled. NEMC also provides periodic oversight, monitoring the national portfolio of activities to ensure no cumulative adverse impacts result. NEMC provides supervision and technical assistance at the district level when required. Overall, NEMC performs three critically essential roles: (i) Oversee the Environmental and Social Impact Assessment (ESIA) process; (ii) Train district officials to carry out environmental and social due diligence monitoring; and (iii)Monitor implementation of environmental and social safeguards. 4.4.2 NEMC Capacity to Oversee Environmental Matters Since its establishment, NEMC has substantially expanded its capacity to carry out its functions, especially the third one related to monitoring implementations of environmental and social E&S management. There are nine (9) Zonal Offices, namely: (i) Northern Zone - Arusha, Kilimanjaro and Manyara regions; (ii) Lake Victoria Zone - Mwanza, Mara, Shinyanga, Geita and Simiyu; (iii) Central Zone - Dodoma, Singida and Tabora; (iv) Western Zone - Kigoma, Kagera and Rukwa; (v) Southern Highlands Zone - Mbeya, Iringa, Njombe and Songwe; (vi) Southern Zone - Ruvuma, Mtwara and Lindi; (vii) Eastern Zone (North) - Tanga, Bagamoyo, Chalinze; (viii) Eastern Zone (South) - Kigamboni, Temeke and Ilala; and (ix) Morogoro and Rufiji Special Zone. In a change since 2016, there are now four or five environmental officers in each of the nine NEMC zonal offices. The proposed Tanzania Food System Resilient Program (TFSRP) will benefit from this decentralized capacity. 4.4.3 Institutional Gaps Although the NEMC officers at the head office and zonal offices are well qualified and possess the requisite skills necessary for ensuring that environmental assessments (i.e. ESIA, Audit) are compliant with regulatory requirements, the inadequate staffing and funding limit the agency’s capacity to supervise all on-going projects scattered over a large geographical area and enforce compliance with license obligations and regulations through on-site monitoring. 2.13. Institutional Framework for Social Risks Management in Tanzania 4.5.1 Prime Minister’s Office Labour, Youths, Employment and Persons with Disabilities (PMO-LEYD) The PMO-LEYD provides oversight and coordination on labour matters in Tanzania. The Occupational Safety and Health Authority (OSHA) was set up in 2001 under the PMO-LEYD to administer occupational health and safety at workplaces in the country. It provides directives, and technical advice, enforces legislation, proposes amendments, allocates resources, oversees all activities carried out by OSHA and ensures that OHS rules and regulations are adhered to and maintained at workplaces. Therefore, the ministry defines role of each stakeholder in respect of occupational health and safety matters that OSHA enforces. The enforcement of occupational health and safety standards is accomplished through workplace registration, undertaking statutory inspections (electrical inspection, pressure vessels inspection and lifting equipment inspection); risk assessment; training and information on occupational health and safety, and scrutiny and approval of workplace drawings/ plans. Other activities include; diagnosis of occupational diseases; occupational health surveillance, work environment monitoring, investigation of accidents; authorization of private OHS Providers. 4.5.2 Institutional Capacity The OSHA has three main directorates, each headed by a director: The Director of Training, Research and Statistics; The Director of Technical Support (Health and Safety); and the Director of Business Support Services. OSHA is represented in six (6) zones across the country: Coastal Zone, Northern Zone, Lake Zone, Central zone, Southern highlands zone and Southern zone. The officers at these zones are qualified and possess the requisite skills to manage health and safety risks. However, OSHA is experiencing limited financial and human resources to cover their regions within the zones as required. Due to capacity problems, monitoring and enforcement by OSHA are mostly missing in many projects, with many active construction sites not being registered or visited by an officer as required by the national framework on safety. In fulfilment of its responsibility of identifying hazards at workplaces and assessment of risks with a view to preventing accidents, diseases and damage to property, the Authority will play a vital role in the program by inspecting and auditing workplaces to promote best practices and ensure compliance with safety and health standards as set out in Occupational Health and Safety Act, 2003 and its subsidiary legislations. 4.5.3 Institutional Framework for Environment and Social Risks Management in Tanzania Tanzania is among the countries in East Africa with an Act for environmental management legislation. Environmental Management Act (EMA) (2004) provides a legal and institution framework that guides the implementation of environmental management activities. The framework offers a pre-requisite for effective implementation of Environment Policy at all levels (National, Region, Council, and Village/Mtaa/Hamlet). According to the Environmental Management Act (EMA) (2004), there is the Environmental Management Committee established at the Hamlet/Village/Mtaa, Ward, Council and at the National level with the responsibility for the proper management of the environment in respect of the area in which they are established. The functions and responsibilities of these committees are well explained in the Act. Moreover, section 36 (1), (2) of EMA stipulates that each City, Municipal, District and Town council shall designate or appoint an Environmental Management Officer (EMO) who shall perform the following functions: iv) Advise the environmental management committee to which they belong on all matters related to the environment. v) Promote environmental awareness in the area he/she belongs on protecting the environment and conserving natural resources. vi) Monitor the preparation, review and approval of Environmental Impact Assessment for local investments. 4.6 National Mechanism on Gender-Based Violence/Sexual Exploitation and Abuse 4.6.1 The Ministry of Community Development, Gender, Elderly and Children (MCDGEC) This newly established ministry is responsible for overseeing and coordinating the implementation of five policies and two laws that foster social protection and address vulnerability issues. The policies and laws are: Community Development Policy (1996); the Women and Gender Development Policy (2000); National Non-Governmental Organization Policy (2001); National Aging Policy (2003), and Child Development Policy (2008). At the same time, Laws include the Non-Governmental Organization Act No.24 (2002) and Law of the Child Act No.21 (2009). Together, these policies and strategies emphasize and provide strategies for gender equity in all aspects of social, political, and economical life; gender equity in decision making; rights of the girl child to education; protection of minors against sexual abuses and other forms of violence; and establishment of anti-VAWC platforms at the community level. In addition, the ministry is responsible for overseeing institutions that are designed to foster social development namely, Tengeru Institute of Community Development, Community Development Training Institutes, Elders Homes, Kurasini National Children’s Home, Retention Homes, Irambo Approved school, Institute of Social Work and Kisangara Institute of Social Work. These institutions have been established to advance and promote development issues related to gender, the elderly and Children. According to Government Notice No. 144 of 22nd April 2016, the CDGEC is mandated for: (i) Policies on Community Development, Gender, Elderly and Children and their implementation; (ii) Coordination of NGOs dealing with the functions under this Sector; (iii) Facilitate collaboration with International Organizations mainly: UNICEF and UN-WOMEN; (iv) Performance Improvement and Development of Human Resources under this Ministry; as well as (v) working in collaboration with Extra - Ministerial Departments, Parastatal Organizations, Agencies, Programs and Projects under this Ministry. In summary, the ministry has been entrusted with coordinating gender-related work in Tanzania. The other central bodies at the national, regional and local levels which provide services for survivors of GBV and social protection are: i) The Prime Minister’s Office (PMO); The President’s Office - Regional Administration and Local Government (PO-RALG); The Ministry of Home Affairs (MoHA - Police, Prison and Immigration - Human trafficking); The Ministry of Constitution and Legal Affairs (MoCLA); Registration, Insolvency, and Trusteeship Agency (RITA); The Ministry of Education, Science and Technology (MoEST); Tanzania Social Action Fund (TASAF); Commission for Human Rights and Good Governance (CHRAGG); The Ministry of Agriculture, Livestock Development and Fisheries (MoALF), Ministry of Industry, Trade and Investment (MoITI), the Ministry of Energy(MoE), The Ministry of Finance and Planning (MoFP - Commissioner of Budget); Tanzania Commission for AIDS (TACAIDS); Tanzania Food and Nutrition Centre (TFNC), National Bureau of Statistics (NBS), and representatives of development partners. ii) At the Local level (inclusive of regions, districts, wards, and villages)18. There is also a National Plan of Action to End Violence against Women and Children in Tanzania 18 United Republic of Tanzania 2011, Violence Against Children in Tanzania: Findings from National Survey 2009, Page 26 2017/8-2021/2 (NPA-VAWC 2017/18 – 2021/22). The NPA-VAWC Protection Committees have been established at the National, Regional, District, Wards and Village levels to lead the operationalisation of NPA – VAWC19. The government has established One Stop Centres with this initiative to provide free counselling and legal aid services to GBV survivors. There are also designated centres within Hospitals in Tanzania Mainland at; Amana Hospital in Dar es Salaam Region, and the Regions of Kilimanjaro at Hai, Mbeya, Iringa, Simiyu, Mwanza and Shinyanga and it is expected to open another one soon in Kibaha, in coastal region. To ensure effective implementation of NPA-VAWC, the government work in partnership with development partners, NGOs, CSOs, and FBOs through a range of programs and initiatives, including public awareness activities, such as commemoration of 16 Days of Activism against Gender-Based Violence, the International Day of Families, International Women’s Day, the Day of African Child, and International Day of Girl Child. The Judiciary has also been working with other institutions like the police, prosecutors, and investigators to prosecute, where possible, the perpetrators of GBV and VAC cases. The Tanzanian Police Force (TPF) has strengthened its response to cases of VAWC, including establishing the Tanzania Police Female Network. The network was established in 2007 to advance interests of its members including: building and maintaining solidarity among women policy officers, other police forces and society in general with a purpose of fostering close ties and ultimately improve service delivery. The TPF has also developed comprehensive guidelines for the establishment of these desks. Both State and Non-State actors have played critical roles in providing various support services to survivors of GBV and violence against children, including legal aid services, shelters and counselling services, civic/awareness education, children’s services such as paying school fees, feeding services and sanitary services and now providing Coronavirus protective materials. Through an Umbrella Coalition (Mkuki) Non-state actors are engaged with government implementation of NPA-VAWC from the national, regional district, wards and village levels. 19 United Republic of Tanzania, Beijing Plus 25, Page 15 CHAPTER FIVE: POTENTIAL ENVIRONMENTAL AND SOCIAL IMPACTS OF THE PROGRAM 2.14. Introduction The potential environmental and social risks of the program are rated to be Moderate. It is expected that the implementation of the Program activities might have both positive and negative site-specific environmental and social impacts. The environmental and social effects of the program activities are not anticipated to be irreversible. The program is not likely to cause negative land use patterns and/or resource use changes. Positive changes in resource use would be promoted through new sustainable operations of the irrigation infrastructure and value addition sub- projects included in the operation. Operations and maintenance activities of the irrigation infrastructure and the warehousing facilities will be closely monitored for potential impacts of the rivers and other downstream water bodies and associated ecosystems including watersheds, marshland/wetlands, etc. The activities associated with the additional financing will complement the positive impacts of the parent project by providing technical support for policy reforms to integrate soil health practices into public spending, as well as design guidelines, piloting soil health smart incentives and develop an implementation strategy for repurposing agriculture spending to support soil health efforts and improvement of input distribution, thereby contributing to sustainable productivity gains. There will be minimum physical activities as well as minimal potential downstream impacts of the additional finance activities which might lead to substantial environmental impacts. The AF will not finance investments related to expanding irrigation, mechanization, micro-finance, water sources development for livestock and fisheries, or improved market access for crops, livestock, and fisheries. Thus, the impacts of the AF activities remain generally the same as those of the TA activities for the parent project. A few additions are presented below. 2.15. Potential Environmental Benefits The risk screening suggests that the Program is attributed with potentially significant environmental benefits. The potential environmental benefits will be obtained through implementation of the proposed PforR program components, which are: (i) research and innovation on seeds program - contributing to more sustainable land and water management and decreased erosion; (ii) resilient infrastructure and post-harvest management and iii) fiscal performance through budget support for the implementation of agriculture activities. Examples of specific potential environmental benefits include: • The project will support the MoA, PORALG and its institutions with capacity-building interventions, including environmental risk management. • The program will improve food security through increased agricultural productivity caused by the expansion of the irrigation schemes. • The program will also improve food reserve and quality and reduce post-harvest loss by constructing post-harvest facilities. • Income of the local communities will improve through the implementation of the construction activities where labourers will be obtained from within the communities. • Improved budget support to agricultural staff will impact farmers through adequate and timely provision of extension services including those related to environmental risk management and conservation of biodiversity. Other environmental benefits include reduced greenhouse gas emissions; improved soil health; water resource and soil conservation; habitat restoration; reduced chemical runoff; increased energy efficiency; biodiversity conservation; promotion of integrated pest management practices; climate change adaptation; deforestation prevention; and pesticide and fertilizer reduction. 2.16. Potential Negative Environmental Impacts Although the program implementation activities are associated with significant environmental benefits, however, it is expected that implementing the program activities might also have negative environmental impacts. The potential environmental risks and impacts of the program are likely to be associated with operations, maintenance and management activities of irrigation infrastructure and warehouse facilities, The predicted environmental impacts include but are not limited to: • Water contamination: Water resources can be negatively affected by activities associated with the operations and maintenance of the irrigation and marketing infrastructure. Other potential impacts indirectly related to this PforR may include water quality and quantity degradation (surface and groundwater) due to the spillage of agrochemicals (pesticides and fertilizers) or wastewater from processing facilities, surface water sedimentation, and the spread of waterborne diseases. • Natural habitats: The program will need to ensure that the OMM activities for the irrigation infrastructure and warehousing facilities do not cause degradation to aquatic habitats, loss of biodiversity. The project will not be operated in ecologically sensitive areas, which according to GoT environmental regulations, such areas may include National Parks and other protected areas, such as forests, and lakes. • Soil land degradation: Soil pollution from the accidental spillage of fuels or other materials associated with operations and maintenance works, as well liquid waste occupational safety and health risks are among the envisaged risks and impacts. These types of impacts, however, are generally site-specific and temporary and will be well mitigated as measure to be provided in the ESMPs. • The potential environmental risks associated with the AF: Activities proposed under the AF targeting reforms to integrate soil health will have future and wider direct impacts on physical, chemical, and biological properties of agricultural soil countrywide. Such changes on soil health have potential to influence the capacity of soils to function in respect of sustaining biological productivity, maintaining environmental quality, and promoting plant and animal health with overall impacts on soil productivity at large scale. In addition, there are possibility of generation of e-wastes from the introduction of digital tools that might lead to water and soil pollution from runoff it not managed carefully. The project will employ mitigation measures developed for the parent project and if need be, the project will also prepare additional mitigation measures based on the proposed activities for the additional financing. Moreover, the project will also employ already developed national Regulations such as the Environmental Management (Control and Management of Electrical and Electronic Equipment Waste) Regulations, which govern all aspects of e- waste management. 2.17. Potential Negative Social Impacts The project does not anticipate resettlement activities. However, the proposed OMM activities of irrigation infrastructure and marketing infrastructure, may result in potential social impacts that must be mitigated. The predicated social impacts from the program include but not limited to: • Gender and vulnerable group discrimination: There might be possible discrimination against certain groups, such as women and ethnic minorities, leading to social inequality. Also, the possible exclusion of female organizations and farmers in using farming technologies and practices is due to high illiterate levels among women. Likewise, long- standing gender gaps in agriculture productivity could impose challenges, exclusion of disabled women and girls in the process because of social stigmatization. • Increased risk of Sexual Exploitation and Abuse/ Sexual Harassment (SEA/SH) and associated transmission of Sexually Transmitted Diseases (STDs). Capacity building trainings targeted under AF will increase engagement and interactions among the participating institutions staff, external experts, agricultural extension officers and local population. This might expose participants to SEA/SH risks and associated risks of STDs including HIV/AIDS. Also, community health and safety risks may be encountered due to construction activities. 2.18. Potential Social Benefits The assessment of the program reveals that the program is attributed with positive social benefits. Some of these benefits include but are not limited to: • Poverty reduction: The program will increase productivity and commercialization of agriculture, as well as improved quality and accessibility of agriculture services, thus improving the incomes and overall welfare and quality of life of citizens, especially the rural poor and vulnerable. Thus, aiming at poverty reduction. • Increased food security: The program will increase agricultural production and productivity, thus contributing to both a reduction in poverty and an increase in food security. Food security is essentially a function of poverty and low incomes. Any measures that contribute to a reduction in poverty will increase food security. • Job creation and gender equality: The program will create employment opportunities for the local population, thus helping to reduce unemployment and poverty. Moreover, the program can contribute to gender equality by providing women employment opportunities and training and promoting gender-sensitive policies and practices. • Improved management of the infrastructure: OMM will improve the sustainability of the irrigation and marketing infrastructure., marketing infrastructure. • Economic development and community development: The program can stimulate economic growth in rural areas, increasing income and improving living standards for the local inhabitants. Also, the program will help to build strong and vibrant communities, improving social cohesion, and quality of life for the local people. • Other issues: Other social benefits include improved access to markets. The program will ensure the inclusion of vulnerable groups in the project design and implementation, hence developing projects that target people with disabilities and the elderly, youth groups, and women’s groups. Furthermore, the program will help to strengthen LGA's planning and accountability. 2.19. Exclusion Criteria The exclusion principle applies to Program activities that meet these criteria, regardless of the borrower’s capacity to manage such effects. In the PforR context, the concept of exclusion means that an activity is not included in the identified program of expenditures. Also, an activity is not included if it requires the completion of a non-eligible activity to achieve its contribution to the Project Development Objective (PDO) or any specific Disbursement Linked Indicators (DLI). The six Core Principles under the PforR Policy will apply to all investments as a mechanism for avoiding, minimizing, or mitigating adverse environmental and social impacts. The program shall exclude projects that are likely to involve: a) Significant conversion or degradation of critical natural habitats or cultural heritage sites. b) Air, water, or soil contamination leads to significant adverse impacts on the health or safety of individuals, communities, or ecosystems. c) Workplace conditions expose workers to significant health and personal safety risks. d) Activities that warrant land acquisition and/or resettlement of a scale or nature that will have significant adverse impacts on affected people or the use of forced evictions without demonstration of mechanism to mitigate it. e) Large-scale changes in land use or access to land and/or natural resources. f) Adverse environmental and social impacts covering large geographical areas, including transboundary impacts or global impacts such as greenhouse gas (GHG) emissions. g) Significant cumulative, induced, or indirect impacts. h) Activities that involve the use of forced or child labour. i) The marginalization of, or conflict within or among, social groups; or j) Activities with a high risk of GBV and SEA. k) Activities that would involve the handling, storage and disposal of hazardous waste; l) any activities that would lead to significant loss of income generation among project affected people. m) Activities that would (a) have adverse impacts on land and natural resources subject to traditional ownership or under customary use or occupation; (b) cause the relocation of VMGs from land and natural resources that are subject to traditional ownership or under customary use or occupation; or (c) have significant impacts on cultural heritage that is material to the identity and/or cultural, ceremonial, or spiritual aspects of the affected communities. CHAPTER SIX: OPERATIONAL PERFORMANCE AND INSTITUTIONAL CAPACITY FOR PROGRAM IMPLEMENTATION 6.1 Introduction This section summarizes the extent to which the Tanzanian safeguards system is consistent with World Bank safeguards principles for PforR financing. The assessment is based on the screening of environmental and social effects (benefits, impacts and risks) of the Program and the consultations and discussions with stakeholders. It also reviews the implementing agencies' capacity and aspects where gaps exist between Bank policy requirements and the country systems. Several Actions to strengthen the existing system are integrated into the relevant DLIs and DLRs as well as the Program Action Plan (PAP). The proposed TFSRP will include: (i) Improving service delivery in research, extension, and seeds by accelerating access to climate-smart technology, knowledge, and critical inputs; (ii) Developing resilient rural infrastructure through improvement in managing key irrigation and storage facilities; and (iii) Strengthening fiscal performance to enable delivery on the priority investment areas. Based on the type and scale of the investment, they are expected to have moderate to low and site-specific environmental and social impacts, which can be readily mitigated during implementation. The ESSA concludes that, in general, the national regulatory framework for environmental and social management in Tanzania is consistent with the Bank PforR Policy and Directive regarding principles and critical elements. The legal framework provides a reasonable basis for addressing environmental, health, safety and social issues likely to arise in the proposed Program. Procedures, technical guidelines, and national plans/programs exist for environmental and social due diligence concerning the potential impacts of the Program and risks to the Program’s achieving its results. However, the human and financial capacity to enforce specific environmental and social regulations and guidelines are inadequate. Similarly, some implementing institutions under MoA such as TARI, and ASA have no dedicated units or staff to oversee E&S issues. The situation is complicated by inadequate coordination between MoA, including its institutions and local government authorities on environmental and social issues. While the latter have some E&S capacity and personnel, their participation in decision making on E&S issues during joint implementation of agricultural projects in collaborations with the institutions under the Ministry of Agriculture, namely TARI, ASA and NIRC is inadequate. As a necessary measure to address shortcomings, this ESSA have made several recommendations at program level to strengthen system performance for Environmental and Social Management. The contents of the tables reflect the capacity of the safeguards system applicable to TFSRP in its present form – i.e., incorporating the capability of implementing institutions, national regulatory bodies (NEMC & OSHA), and other relevant national policy, legislation or regulations, all of which have been described in the preceding sections of this ESSA. The main findings are presented using the SWOT (Strengths-Weaknesses-Opportunities-Threats) approach, which is adapted and applied to the PforR context in the following way: • Strengths of the system, or where it functions effectively and efficiently and is consistent with the Bank Policy • Inconsistencies and gaps (“weaknesses”) between the principles espoused in the Bank policy and Directives and the countries/implementing institutions’ environmental and social systems and capacity constraints • Actions (“opportunities”) are required to strengthen the existing system within implementing institutions to address social and environmental issues. • Threats (Risks) that are likely to affect program implementation and performance. Table 3 summarizes the country’s environmental and social system and institutional capacity assessment based on the WB PforR core principles. Table 3: Environmental and Social System and Institutional Capacity Assessment Core Principle 1: General Principle of Environmental and Social Management Bank Policy for Program for Results Financing: Environmental and social management procedures and processes are designed to (a) promote environmental and social sustainability in Program design; (b) avoid, minimise, or mitigate against adverse impacts; and (c) promote informed decision-making relating to a program’s environmental and social effects. Bank Directive for Program for Results Financing: Program procedures will: • Operate within an adequate legal and regulatory framework to guide environmental and social impact assessments at the program level. • Incorporate recognized elements of environmental and social assessment good practice, including (a) early screening of potential effects; (b) consideration of strategic, technical, and site alternatives (including the “no action” alternative); (c) detailed assessment of potential induced, cumulative, and trans-boundary impacts; (d) identification of measures to mitigate adverse environmental or social impacts that cannot be otherwise avoided or minimized; (e) clear articulation of institutional responsibilities and resources to support the implementation of plans; and (f) responsiveness and accountability through stakeholder consultation, timely dissemination of program information, and responsive grievance redress measures. The Core Principle No. 1 is Applicable The project aims to increase the stability of food systems and preparedness for food through strengthening agricultural service delivery, adopting climate resilient technologies and fiscal performance in the agricultural sector. This will be done through expanding access to knowledge, services, inputs, and key infrastructure along with construction of irrigation infrastructure development, rural infrastructure, marketing infrastructure, and feeder roads. These systems will contribute to building the resilience and competitiveness of the agricultural food sector. Summary Findings There is an adequate national regulatory framework in Tanzania, and a procedure exists for environmental and social due diligence concerning the potential impacts of the Program. The Environmental Impacts Assessment (EIA) process outlines the required screening procedure for environmental and social impacts and calls for risk mitigation plans before project implementation. Processes for conducting Environmental Impact Assessment are included as Annex IV. There is Occupational Health and Safety Act to deal with related issues during construction. However, implementation and enforcement of the regulations has not been up to standards, and the assessed weaknesses are systemic, related to insufficient resources (both financial and workforce) for overseeing monitoring and reporting of environmental and social measures environmental and social measures and enforcement implementation. System Strengths Gaps • The EMA, the Environmental Assessment Weak implementation: and Audit Regulations, and the procedures • Although the NEMC has -qualified staff at the established by NEMC provide the basis headquarters and zonal offices, insufficient staffing for achieving the objectives defined for and funding limit the agency’s capacity to this core principle. One of NEMC’s functions is to promote clean energy in Tanzania. It has recently gained experience on the job and through study tours with environmental aspects of small solar power plants and solar-powered mini-grids. NEMC has strengthened its capacity by posting additional personnel in its nine zonal offices. It has refined its risk categories, screening procedures, and ESIA/ESMP preparation processes in a 2018 revision to the Environmental Assessment and Audit regulations. • Strategic Environmental Assessment Regulations of 2008 provides general requirements on how to deal with strategic decisions. These will be including policy reforms on soil health suggested under AF. • MoA and its institutions' agencies (TARI, ASA, NIRC, and ASA) and LGAs recognise the importance of environmental sustainability. • MoA and NIRC have units responsible for E&S and appropriate staff capacity. This also applies to all LGAs with Environmental Departments and dedicated staff to oversee E&S issues at the district/council level. • Environmental Policies under the Vice President’s Office and regulations under National Environment Management Council (NEMC) are in place, and these are applicable at all government levels, MoA and its implementing agencies • MoA and LGAs have experience working with the World Bank. For instance, MoA has implemented the Agriculture Support Development Program (ASDP) and Expansion of Rice Production Project (ERPP). Some of participating LGAs have experience in implementing E&S issues under PforR programs in education and health and the Investment Projects Financing (IPF) such as Secondary Education Quality Improvement Project • (SEQUIP) and Boosting Primary Education Project (BOOST) financed by the WB. The gained experience will be extended to this project. • LGAs Grievance Management systems (GRM), and set the budget for handling E&S activities, gender inclusions, Gender supervise all ongoing projects scattered over a large geographical area. • TARI has no dedicated unit and staff to oversee E&S issues. Thus, it is unclear how they will meet Program’s E&S requirements. The planned construction of feeder roads and irrigation schemes will likely cause moderate environmental and social impacts, especially during the construction phase, including Gender Based Violence, potential transmissions off HIV/AIDS and other STDs, and further spread of COVID-19 due to interaction between construction workers and communities. Violation of Workers’ rights, Health and Safety Hazards, Accidents and Emergencies are also likely to occur during project construction and implementation phases. • The absence of an environmental section/department within some implementing agencies can contribute to inadequate management of E&S issues. • Lack of coordination between the MoA and its institution agencies with the LGAs on E&S matters. • Based Violence (GBV) and Sexual Exploitation and Abuse. • The government has recently enacted Environmental Policy (2021) which put much stress on climate issues. The policy has a specific chapter that addresses climate change. • Health and safety issues during the construction of feeder roads will be managed by the Occupational Health and Safety Act of 2007, which is applied in all construction activities within the country. Actions and Opportunities Risks • TARI and ASA to improve their capacity to • Lack of budget at the LGAs and incentives might integrate environmental and social issues in hinder E&S personnel from engaging in their operation. This should be done by monitoring and supervising TFSRP activities. including seeking the assistance of the environmental and social experts from within the government system to assist in implementing the project activities. MoA, PORALG and LGAs to enhance and spearhead cooperation in monitoring and implementing environmental and social issues during the implementation of agricultural projects. Core Principle 2: Natural Habitats and Physical Cultural Resources Bank Policy for Program for Results Financing: Program E&S management systems are designed to avoid, minimize, or mitigate adverse impacts on natural habitats and physical cultural resources resulting from the Program. Program activities that involve the significant conversion or degradation of critical natural habitats or critical physical cultural heritage are not eligible for PforR financing. Bank Directive for Program for Results Financing: As relevant, the program to be supported: • Includes appropriate measures for early identification and screening of potentially important biodiversity and cultural resource areas. • Supports and promotes the conservation, maintenance, and rehabilitation of natural habitats; avoids the significant conversion or degradation of critical natural habitats; and if avoiding the significant conversion of natural habitats is not technically feasible, includes measures to mitigate or offset impacts or program activities. • Considers potential adverse effects on physical, cultural property and as warranted, provides adequate measures to avoid, minimize, or mitigate such impacts. Core Principle No 2 Applicable Summary Findings: Although the Program investments would not involve activities that convert critical natural habitats some of proposed investments such as operations, maintenance and management activities of the irrigation infrastructure might negatively affect natural habitats. The program will need to ensure that ecologically important areas are not negatively affected, according to Government of Tanazania environmental regulations. Such areas of ecological sensitivity may include National Parks and other protected areas, such as forests, and lakes. As a necessary measure to meet this core principle, the program shall exclude projects that are likely to involve significant conversion or degradation of critical natural habitats or cultural heritage sites including accommodation of invasive species. System Strengths Gaps The EMA, the Environmental Assessment and Audit • TARI has no dedicated unit and staff to oversee Regulations, and the procedures established by NEMC E&S issues that can contribute to inadequate provide the basis for achieving the objectives defined management of E&S issues. for this core principle. • Inadequate human and financial capacity can NEMC has strengthened its capacity by posting contribute to lack of effective enforcement of additional personnel in its nine zonal offices. It has certain environmental guidelines. refined its risk categories, screening procedures, and ESIA/ESMP preparation processes in a 2018 revision to the Environmental Assessment and Audit regulations. MoA and its institutions' agencies (TARI, ASA, NIRC, and ASA) and LGAs have experiences in implementing similar programs and have integrated E&S in their operation. There is Seeds Act, No. 18 of 2003 and Seeds Regulations, 2007 (G.N. No. 37 of 2007) are available and key in governing importation, exportation, production, processing, distribution, sale or advertisement for sale of seeds. This will help to mitigate impacts related to invasive species. Actions and Opportunity Risks TARI and ASA to improve their capacity to integrate The risks is low as the Program is unlikely to involve environmental and social issues in their operation. This activities that convert critical natural habitats. should be done by including seeking the assistance of the environmental and social experts from within the government system to assist in implementing the project activities. MoA, PORALG and LGAs to enhance and spearhead cooperation in monitoring and implementing environmental and social issues during the implementation of agricultural projects. MoA and other implementing agencies (TARI, ASA, NIRC and LGAs) will consult with the Bank during the review of ESIA so that they meet the required standards. Implementing institution will monitor ESMP implementation and E&S impacts and ensure ESMP compliance accordingly Core Principle 3: Public and Worker Safety Bank Policy for Program for Results Financing: Program E&S management systems are designed to protect public and worker safety against the potential risks associated with (a) the construction and/or operation of facilities or other operational practices under the Program; (b) exposure to toxic chemicals, hazardous wastes, and otherwise dangerous materials under the Program; and (c) reconstruction or rehabilitation of infrastructure located in areas prone to natural hazards. Bank Directive for Program for Results Financing: • Promotes community, individual, and worker safety through the safe design, construction, operation, and maintenance of physical infrastructure or in carrying out activities that may be dependent on such infrastructure with safety measures, inspections, or remedial works incorporated as needed. • Promotes the use of the recognized good practice in the production, management, storage, transport, and disposal of hazardous materials generated through program construction or operations; promotes the use of integrated pest management practices to manage or reduce pests or disease vectors; and provides training for workers involved in the production, procurement, storage, transport, use, and disposal of hazardous chemicals following the international guidelines and conventions. • Includes measures to avoid, minimize, or mitigate community, individual, and worker risks when program activities are located within areas prone to natural hazards such as floods, hurricanes, earthquakes, or other severe weather or climate events. The Core Principle No. 3 is Applicable Operations, maintenance and management activities proposed for the irrigation and marketing infrastructure under the program are likely to expose the public and workers to risks such as dust, air pollution, noise, water pollution, solid waste, occupational safety impacts directly or indirectly.. In addition, the activities mentioned above can contribute to the further spread of communicable diseases such coronavirus disease (COVID-19), and HIV/AIDs, let alone the exploitation of labourers by contractors. Strengths Gaps • MoA and other implementing agencies • The TARI and ASA structure does not an recognize the importance of environmental Environmental and Social Expert nor a section sustainability. dedicated to overseeing environmental and social • Environmental Policies and Legislations issues. No clear guidelines indicate how these under the Vice President’s Office and institutions handle environmental and social regulations under National Environment issues. Management Council (NEMC) are in place, and these apply to the proposed civil works in the program. • The Government of Tanzania (mainland), through its Ministry of Health (MoH), has developed several guidelines on how to limit the further spread of Coronavirus, e.g. (i) Guideline on How to Manage the Spread of Covid 19 through Intervention of Control of Public Gathering without Affecting Economic Activities, Second Edition, July 2021. The guideline can be customized to suit construction activities. • Availability of the Occupation Health and Safety Act of 2003. This law will be instrumental in guiding Health and security issues. All employers will be required to provide a good working environment to workers to safeguard their health and ensure safety at the workplace. During the implementation of the PforR program, especially the construction of irrigation schemes and post-harvest facilities, all contractors will be required to strictly adhere to the Occupational Health and Safety Act to ensure that no accident or fatality occurs and that all social concerns surrounding communities in construction areas, such as issues of HIV/AIDS, pregnancies, gender discrimination and GBV are well addressed. Actions and Opportunities Risks The absence of a safeguarding expert at TARI, and ASA • All PIT to maintain close collaboration can compromise the operationalization of suggested with OSHA to support the Agency on measures. Occupation, Health and Safety risk management and national OSHA requirements including: workplace registration, undertaking statutory inspections, risk assessment; training and information on occupational health and safety, diagnosis of occupational diseases especially at work camps; occupational health surveillance, work environment monitoring, investigation of accidents; and authorization of first aiders. • All PIT to maintain close collaboration with Labour Department at the PMO- LEYD to foster workers’ rights, especially for unskilled labourers. • All PIT will ensure that MOH COVID- 19 Guidelines are followed in all civil works, public consultation, and engagement. • All PIT to mainstream code of conduct with special attention to GBV/SEA. Core Principle 4: Land Acquisition Bank Policy for Program for Results Financing: Program E&S systems manage land acquisition and loss of access to natural resources in a way that avoids or minimizes displacement and assists affected people in improving, or at the minimum restoring, their livelihoods and living standards. Bank Directive for Program for Results Financing: As relevant, the program to be supported: • Avoids or minimizes land acquisition and related adverse impacts. • Identifies and addresses economic and social impacts caused by land acquisition or loss of access to natural resources, including those affecting people who may lack full legal rights to assets or resources they use or occupy. • Provides compensation sufficient to purchase replacement assets of equivalent value and to meet any necessary transitional expenses paid before taking of land or restricting access. • Provides supplemental livelihood improvement or restoration measures if the taking of land causes loss of income-generating opportunity (e.g., loss of crop production or employment); and • Restores or replaces public infrastructure and community services that may be adversely affected. Core Principle 4: Land Acquisition is Applicable The proposed OMM activities for the irrigation and marketing infrastructure are not expected to involve land take of private individuals or institutions. The Program targets Operations, Maintenance and Management (OMM) of the existing irrigation and marketing infrastructure and it does not anticipate any land take. System Strengths Gaps: While there are policy gaps between Bank Clear land laws, policies, and regulations: The land Policy Program-for-Results Financing and the acquisition and compensation, including their dispute Tanzanian system for land acquisition and resolution and grievance mechanisms, are governed resettlement, there are no direct conflicts between under the following land laws and regulations. the Tanzanian land laws and Bank Policy Program- • Land Acquisition Act, Cap. 118 (R.E 2002); for-Results Financing, which indicates that gap- • Land (Assessment of the Value of Land for filling measures in the Program (if required) will not Compensation) Regulations (2001); be contrary to the law should it be required. • Land (Compensation Claims) Regulations Tenure: Tanzanian law has clear procedures for (2001); landholders and generally extends eligibility for • Courts (Land Disputes Settlements) Act, Cap. compensation to recognized or customary land users 216 (2002). or occupiers lacking a full title but does not Clear staff roles and responsibilities. There is a fairly recognize tenants, squatters or encroachers as straightforward designation of roles and responsibilities entitled to assistance or any allowances for between agencies responsible for land management transportation, disturbances, etc. from the community to the national level. Grievance procedures and dispute resolution There Market value: Tanzania law provides for the is a system where complaints are channelled upward, calculation of compensation based on the market starting with the Mtaa20, Ward Executive Officer, value of the lost land and unexhausted District Commissioner, then to the Region, and up to improvements, plus a disturbance, movement, and Ministry of Agriculture (MoA). If still unsatisfied accommodation allowance, and loss of profits where Project Affected people (PAP) can seek recourse for applicable. However, the depreciated replacement grievances in the courts. cost approach is used, which does not result in the Consultations: Community land consultations are an full replacement cost of the lost assets. Additionally, internal process, followed at the community level to market values and valuation procedures tend to be ensure there is consensus on the donated land. If there outdated and there is little baseline data for land are impacts to any group, community mitigation values, which risks the valuation being at the measures are undertaken. For land acquisition, the discretion of the Land Valuation Officer. valuation process includes a sensitization meeting with Lost Assets and Livelihood Restoration: PAPs, which must also be attended by local leaders. “Replacement assets” under the Land Act in The intent is to explain the program, the valuation Tanzania are restricted to land and developments on process, valuation rates, and arrangements for the ground, and where relevant, loss of profits. Bank physical inspection of properties. Policy Program-for-Results Financing goes beyond Analysis and Guidance There is good guidance on physical assets and includes livelihoods and resettlement and compensation in Tanzania that goes standard of living, seeking to improve them or beyond the Land Act and Regulations – and all of the restore them to pre-displacement levels. While Core Principle 4 are visible in any existing profit losses are included in Tanzanian law, ese are Resettlement Policy Framework for Bank-supported more narrowly defined as formal business profits projects. and crop compensation. While the Land Act entitles compensation for business losses, there are no legal In addition, Part III of the Environmental Management provisions requiring the government to restore (Environmental Impact Assessment and Audit) livelihoods or to help restore such livelihoods. Land (Amendment) Regulations, 2018 on Project users such as tenant farmers are only entitled to Registration and Screening directs that ‘in preparing crop compensation (the valuation method is ESIA, the project description shall include the proof of outlined in the 2001 Regulations). land ownership; and the Minister shall issue the Provisional Environmental Clearance if he is satisfied Payment of Compensation: Legally, compensation that the developer or proponent has attached proof of for the acquired land is to be paid “promptly” but it land ownership from relevant authorities; and that there does not have to be paid before possession of land is a clear explanation on land Acquisition Process is taken. (Relocation or Compensation) and has attached Resettlement Action Plan. Community Infrastructure: It does not appear that public infrastructure is addressed explicitly in the Land Act and Regulations. For projects/programs prioritized and implemented by the community, the risks that community infrastructure will be impacted is low. Consultation and Disclosure: As resettlement in practice is done as part of the ESIA, consultation 20 A small urban area or geographical division of a ward. and disclosure generally follow this process with the addition of a sensitization meeting with PAPs as part of the valuation process. PAPs are also publicly informed toward the end of the process when they can collect their compensation payments. Community Development Officers also have a role during this process, as do Ward Officers. However, this process is geared only toward the land valuation process. It may not include tenants, informal land users, and other types of resettlement and compensation not covered by Tanzanian law. Measures to be taken to meet the spirit of this core principle 4 concerning voluntary provision of the land for the wayleave is presented in the Action column, There is no clear budget or source of finance stipulated for paying compensation, hence a challenge to project implementation. Affected businesses should be given enough compensation to establish their business elsewhere; this usually includes the payment for land, inventory and 36 months profit. Technical Guidance and Implementation Capacity Risks The risk is low since the Program will not involve PIT’s Environment and Social Focal point persons will land acquisition. It focuses on existing land, targeting ensure that local legal and regulatory requirements are Operations, Maintenance and Management (OMM) followed. For this case, they will ensure that of the existing irrigation and marketing infrastructure. environmental and social due diligence for all proposed project sites are undertaken. E&S due diligence will clarify the land tenure status of all proposed project areas and submit the report to the bank. Addressing Resource Constraints: • All PIT should designate Environmental and Social officer for the Program who will oversee the land acquisition process in cases where there is no land available within existing project areas and is within the acceptable risk in the exclusion criteria. • The PIT is to share land ownership legal documents on the proposed sites with the Bank before the commencement of construction. • All Activities that warrant land acquisition and/or resettlement of a scale or nature that will have significant adverse impacts on affected people or the use of forced evictions without demonstration of mechanism to mitigate it will be excluded. Core Principle 5: Indigenous Peoples and Vulnerable Groups Bank Policy for Program for Results Financing: Program E&S systems give due consideration to the cultural appropriateness of, and equitable access to, Program benefits, giving special attention to the rights and interests of Indigenous Peoples/Sub-Saharan African Historically Underserved Traditional Local Communities, and to the needs or concerns of vulnerable groups. Bank Directive for Program for Results Financing: • Undertakes free, prior, and informed consultations if Indigenous Peoples are potentially affected (positively or negatively) to determine whether there is broad community support for the program. • Ensures that Indigenous Peoples can participate in devising opportunities to benefit from the exploitation of customary resources or indigenous knowledge, the latter (indigenous knowledge) to include the consent of the Indigenous Peoples. • Gives attention to groups vulnerable to hardship or disadvantage, including as relevant the poor, the disabled, women and children, the elderly, or marginalized ethnic groups. Special measures are taken to promote equitable access to program benefits. The Core Principle 5 is Applicable Assessment summary: Core Principle 5 is applicable. Resettlement and environmental degradation tend to impact the poor and vulnerable groups disproportionately, documented in both academic studies on environmental justice in Tanzania as well as operational documents for other Bank projects/programs. The analysis confirmed that, at present, there is currently no specific legislation or policy in place in Tanzania on or for Indigenous Peoples. While considering the applicability of this Core Principle, the analysis found that it was relevant in terms of ensuring that vulnerable groups are included in the planning process (especially needs prioritization), implementation and monitoring of program activities; that vulnerable groups have access to program benefits; and that the needs of vulnerable groups are considered for the Programs impacts. For the ESSA, the analysis of vulnerable groups focused on children, persons with disabilities, youths (unemployed, females, kids with unreliable incomes), people living with long illnesses (e.g. HIV/AIDS, and TB ), women (female-headed households, widows and those not able to support themselves), drug addicts and alcoholics, and disadvantaged communities such as pastoralists and hunters. The approach of the Government is to ensure that all vulnerable groups are consulted and benefit from Government programs. System Strength Gaps Tanzania has a longstanding practice of extensive The analysis identified several critical gaps in the consultation and participation at local levels, system as written, including: consistent with the principle of free, prior and Identification of Vulnerable Groups: While informed consultation leading to broad community vulnerable groups are generally included in the support. This approach is enshrined in legislation, screening process for ESIA through EMA or in the such as the Local Government Act of 1982, which Tanzanian system for land acquisition and promotes public meetings at the local level and resettlement, there is some risk that this may not be encourages village residents to “undertake and adequately handled in the program. participate in communal enterprises” and to Resettlement: While the Tanzanian ESIA process “participate, by way of partnership or any other way, includes an analysis of impacts on vulnerable groups, in economic enterprises with other village councils.” there are no specific requirements for considering Part of NEMC’s screening criteria for ESIAs is to gender and vulnerability in resettlement and assess if impacts vary by social group or gender and compensation processes beyond compensation for lost if resources are impacted that vulnerable groups land. depend upon. Additionally, there is currently an The experience with vulnerable groups of PAPs could initiative within NEMC supported by donors to better benefit from further information and action – it is clear mainstream social issues such as gender and that at least in donor-funded programs with HIV/AIDS in the ESIA process. Environmental and Social management/and or Tanzania also has policies specific to some Resettlement Action Plans, vulnerability is screened vulnerable groups, such as the National Gender for and taken into consideration; however, there is Policy and National Policy on HIV/AIDs, to prevent little information on how the vulnerability is discrimination and promote equity. There is also considered in the actual practice of compensation strong guidance for participatory community and/or relocation where necessary. planning by PMO-RALG through the “Opportunities Monitoring: Monitoring of gender, poverty, economic and Obstacles to Development Handbook”, which and social vulnerability, and HIV/AIDS in the promotes the inclusion of some vulnerable groups development planning process needs strengthening. throughout the planning and implementation process. Such a process is being followed by the Tanzania Social Action Fund (TASAF) to support the poor in participating communities across the country. Weaknesses No system defines Indigenous Peoples in Tanzania. Even though some vulnerable groups are covered under the above policies and guidance, there is no specific policy for them that might be affected by different projects, including proposed TFSRP. Actions and Opportunities Risks Technical Guidance and Implementation Capacity: It is clear from the analysis that if the gaps identified While there are some criteria for vulnerable groups in and opportunities presented in this core principle the ESIA process, these need to be strengthened. If (where applicable) are not addressed, the Program requested by the Government, the project may would be at risk of not generating the desired support the current undertaking by NEMC to better environmental and social effects for all potentially- mainstream vulnerability, gender and HIV/AIDS in affected people and would remain inconsistent with the environmental and social assessment process and the guiding principles of the Bank Policy. ensure socially appropriate benefit-sharing. Addressing Resource Constraints: E&S personnel at all Project Implementation Teams (PITs) should be trained to provide inputs on identifying, consulting with, and assisting vulnerable groups that may be impacted by the types of activities that will be financed by this program and/or promoting social inclusion in the development planning process. The Program capacity building and training plan can include measures for good practices on inclusive consultations, monitoring and feedback of all groups of people. Core Principle 6: Social Conflict Bank Policy for Program for Results Financing: Program E&S systems avoid exacerbating social conflict, especially in fragile states, post-conflict areas, or areas subject to territorial disputes. Bank Directive for Program for Results Financing: Considers conflict risks, including distributional equity and cultural sensitivities. The Core Principle 6 on Social Conflict is Not Applicable The Program will not entail social conflict in fragile states, post-conflict areas or areas subject to territorial disputes, nor will the Program cause social conflict or impact distributional equity or associated cultural sensitivities. As such, the ESSA did not consider the Program with regards to Core Principle 6 as this Core principle and key element do not apply to the Program CHAPTER SEVEN: FIELDWORK AND STAKEHOLDERS CONSULTATIONS 6.1. Description of the ESSA Process The ESSA process involved extensive consultations, fieldwork, and discussions with project implementing institutions and other relevant partners, including MoA and the National Irrigation Commission (NIRC); the Tanzania Agriculture Research Institute (TARI); and the Agriculture Seed Agency (ASA). The assessment also covered PO-RALG and the six selected Local Government Authorities (LGAs), namely: The Meru District Council (Arusha Region), the Hanang District Council (Manyara Region), the Mkalama District Council (Singida Region), the Kilosa District Council (Morogoro Region), the Kilolo District Council (Iringa Region), and the Mbarali District Council (Mbeya Region). In total, the ESSA Team met 74 professionals working in the agricultural sector and local government authorities, including Environmental and Social Officers at the MoA, Agricultural Researchers, Agricultural Engineers, Procurement and Accountants. Others were District Executive Directors, District Agriculture and Irrigation Officers, District Community Development Officers, District Livestock Officers, District Human Resource Officers, Social Welfare, Gender Focal Point, Environmental Experts, Economists, District Planning and Coordination Officers, District Legal Officers, District Natural Resource Officer, District Treasurers, Land Surveyors, Agriculture Field Officer- Dabaga, Community Groups Representatives, and Politian (Member of Parliament- Kilolo). The lists of stakeholders met, and their profiles are included in annex I. The fieldwork and consultations were conducted in October 2022 and mainly focused on (i) understanding the experience of participating institutions in implementing donor-funded and World Bank Projects; (ii) significant lessons obtained by the MoA through the implementation of donor-funded projects; (iii) Presence of Unit for management of environmental and social and the availability of staff. Other issues of interest were (v) their experience in collaboration with development partners and the private sector; opportunities and challenges; (vi)experience of participating institutions in the implementation of civil works and the management of environmental and social issues; (vii) operational structures, availability of unit/department/team for the E&S and the staffing capacity, conflict resolution, E&S mainstreaming and performance; the existence of bylaws guidelines and environmental and social documents for project implementation; and (viii) existence of Grievance Redress Mechanism within the participating institutions. In addition, issues related to gender inclusions, budgeting for E&S activities, handling of Gender Based Violence (GBV) and Sexual Exploitation and Abuse (SEA), and interactions with the public, private and other stakeholders were covered. Findings from the consultations and field work highly informed ESSA and particularly reported the suggested measures to strengthen system performance for E&S management for implementing the FSRP. Generally, the following are key findings from the fieldwork and stakeholders’ consultations: • The MoA and its institutions (i.e. ASA, TARI and NIRC) have a vast capacity to implement donor and WB-financed projects. For the past, five to ten years, the government of Tanzania, through the MoA, has implemented various donor and WB-financed projects such as Agriculture Support Development Program (ASDP) I&II, Marketing Infrastructure, Marketing Infrastructure Value Addition and Rural Finance Program (MIVARF), Participatory Agricultural Development and Empowerment Project (PADEP), Expanding of Rice Production Program (ERPP) and District Agriculture Development Plans (DADPS). These projects were financed by different financiers such as the World Bank, Japan International Cooperation Agency (JICA) and Bill and Melinda Gates. These organizations have strict guidance on how to implement E&S in its projects. • MoA and one of its institutions, namely the NIRC have units that oversee environmental and social issues. The NIRC have units that manage environmental and social problems known as the Environmental Management Unit (EMU). The Units are staffed with people with relevant qualifications to oversee E&S matters. However, TARI and ASAs have no dedicated E&S department and personnel. • Participating institutions demonstrate strong collaboration with development partners, including the private sector. Such experience is vital as it can inform project implementation, especially in the agricultural value chain. • MoA and participating institutions have experience working with stakeholders, including vulnerable groups. For example, in all collaborations between the MoA and the private sectors, communities are involved as essential stakeholders and beneficiaries. Gender inclusion is critical to delivering services in the agriculture sector. • The MoA and participating institutions have been implementing various activities related to the construction of irrigation schemes, warehouses, laboratories and office buildings all over the country. Some of these construction activities have been implemented through World Bank financing, such as those implemented under the Expanding of Rice Production Project (ERPP). • The MoA has been implementing E&S activities in all the construction activities stipulated in various policies and acts. • The MoA has a desk special for grievances management focusing on internal issues. For outsiders, all complaints are directed to the Permanent Secretary, where each t is directed to a respective division or unit to resolve it and report again to the PS, who will provide clarification to the complainant. • ASA has guidelines on seed production which govern contracted seed growers and agro- dealers. It also uses the country’s OHS guidelines to implement its activities. • ASA has no specific Grievance Redress Mechanism. The established Customer Care and quality control system has resolved all complaints and concerns related to seed quality and supply issues. In contrast, the human resource department addresses human resource and labour issues. Land-related complaints are resolved through the legal system. • All visited LGAs have a dedicated department and staff to deal with environmental, social development and safeguards issues. The 2022 approved organizational structure for all LGAs by the PORALG indicates that environment and social development are among the key department for service delivery at the district council. • LGAs have vast experience working with WB in sectors such as education, health and agriculture, some of which are implemented under the PforR program. Currently, all LGAs are implementing World Bank-financed projects in education, namely Secondary Education Quality Improvement Project (SEQUIP) and Boosting of Primary Education Project (BOOST) where the projects are responsible the construction of classrooms and new schools in all LGAs. These projects are implemented under the PforR financing mixed with Investment Project Financing (IPF) for some project components and activities. These projects will go for five years, starting in 2019 and 2021, respectively. Other World Bank and donor-funded projects-funded projects implemented at the LGAs level are ASDP I&II, DADPS, MIVARF and PADEP to mention a few. These projects were financed by the World Bank and other donors, namely JICA and Bill and Melinda Gates. • All LGAs set Budgetary to carter for E&S works at the district level. However, budget allocation for E&S issues is low and varies from one council to another due to its own source capacity. Currently a large part of the council’s budget is allocated to Health and Education. • Some LGAs experience conflict over land, especially between large investors and local communities where investors were given large chunks of land which they failed to develop, causing villagers and between one village and another within the same district and between different districts over boundaries issues. • Almost all visited districts have an established and functional Grievance Desk under the Human Resource Department and, in a few cases, under the Legal Unit. • The LGAs collaborate with other government agencies responsible for agricultural inputs and services such as TARI, ASA, NIRC and agricultural forums ‘Majukwaa ya Kilimo’. Agricultural Forums are instrumental in bringing together agricultural stakeholders, including the government, its agencies, NGOs and private sectors and other stakeholders, in discussing various issues surrounding the sector. 6.2. Challenges in Implementing E&S Despite the e experience mentioned above demonstrated by TFSRP implementing institutions in terms of meeting the project’s E&S requirements, this ESSA has noted several shortcomings which are required to be improved to enhance the environmental and social system, as explained below: Weak collaboration between MoA and its institutions and LGAs: As noted above, MOA and its institutions have an adequate policy, legal frameworks, operational structures, established conflict resolution mechanism, guidelines, and manuals for implementing the projects. LGAs have bylaws that guide implementing E&S safeguards where MOA frameworks, guidelines and bylaws are not adequate. The assessment, however, found a weak collaboration between MoA and its institutions and LGAs during mainstreaming E&S in agriculture activities. Although the LGAs are responsible and have access to the communities, their E&S and other teams are considered stakeholders and not partners, lacking decision-making power and ownership of the agriculture programs, such as those implemented by TARI, ASA, and NICR. The collaboration between the MoA, its institutions and the LGAs needs to be strengthened, and the roles and responsibilities of each actor must be evident during the implementation of the project. Available staff for Environmental and Social Service Delivery: The MoA and the NIRC have a unit responsible for E&S and appropriate staff capacity. However, its institutions have no unit or staff dedicated to E&S issues. Following this assessment, the ESSA recommends that the implementing institutions for this project have a dedicated E&S team in place with the appropriate staff before the commencement of the project. For PORALG and LGAs, the assessment found that the systems are in place for implementing the E&S under PforR programs. However, they will need strengthening significantly on the IPF component. Adequate knowledge and skills among the environmental and social risk management staff: E&S staff at the MOA and its institutions and the PORALG and LGAs, should be trained more on ESF and PforR. The training should be conducted periodically to bring them up to speed. They must know program E&S requirement during project implementation. It is also important that they are equipped with the requirement of PforR for agricultural projects since this will be the first time for the MoA to implement the project under PforR financing. LGAs implement projects under PforR in the education and health sector. Budget allocation for environmental and social management: Budget is needed, especially for the MOA and its institutions and the LGAs for supervision of E&S issues. E&S staff at the district level do not have a specific budget for supervising E&S safeguard issues on the field. Perception of top management on environmental and social based on their understanding: Although top management is aware of E&S issues as described by the MoA officers, it is still important to train them, especially on the ESF (IPF financing) and PforR financing to widen their understanding and win more support. Given their time limit, a half-day training on ESF requirements can help improve their perception projects’ E&S. Availability of equipment for environmental and social risk management activities: MoA uses a computer system to store its information, including those on E&S. Staff, including those for E&S at the LGA level, do not have equipment such as computers and GPS. GPS will be for locating agriculture project areas sensitive to E&S issues. Few computers, handheld GPS and other minor equipment must be bought to facilitate E&S staff at the LGA (district) level. Effective implementation of environmental and social management documents at the lower level: The MoA has prepared several safeguard documents in the past to guide the implementation of the Agriculture Support Development Program (ASDP) and Expansion of Rice Production Project (ERPP) projects. Apart from ESMF and RPF, the MOA had also prepared several safeguard documents in the past, such as the Environmental and Social Management Plan (ESMP) and Integrated Pest Management Plan (IPMP). Under the proposed PforR financing for the agriculture project, the MoA will be required to prepare E&S risk management documents using government policies, laws and guidelines. The following are recommended to ensure the effective implementation of the above-mentioned documents at the lower level: • Guidelines for E&S risk management should be prepared in a language that is easily understandable even to low cadre community members in LGAs. • They should not be bulky and/or confusing and must be friendly for local users, primarily using Kiswahili where possible and necessary. • Pictures and Images should be used to replace the text where possible and appropriate for easy understanding. 7.3 Actions required for capacity building • Conduct safeguard training for each district team in all participating LGAs and other participating institutions at MoA to enable them to meet Project’s safeguard requirements, • Conduct at least one safeguard training for the MOA management team • Follow-up safeguard pieces of training for district E&S officers should be conducted at least once a year Note: In Annex II, detailed discussion, issues and information provided during the field visits and meetings with various stakeholders. 7.4 Multistakeholder Consultation Meetings on Tanzania Food Systems Resilient Project The World Bank safeguard team conducted stakeholders’ consultation meetings for TFSRP covering implementing institutions and other stakeholders. The first group were covered during field work in October 2022 and 74 professionals working in the agricultural sector and local government authorities, including Environmental and Social Officers at the MoA, Agricultural Researchers, Agricultural Engineers, Procurement and Accountants were covered. Consultations with implementing institutions were followed by a multi stakeholders consultation which was held virtually in Dar es Salaam on 15th February 2023 where about 10 participants attended. These participants represented academic institutions, development partners, NGOs and CSO working with pastoralists and people living with disabilities (PwDs). On 14th March 2023, the World Bank Environmental and Social Team conducted another consultation meeting and 31 participants from government institutions, key departments, regulatory authorities and Local Government Authorities (LGAs) directly engaging in agriculture and in overseeing environment and social issues in Tanzania attended (Annex V). The overall objective was to share the draft ESSA to the key Stakeholders and thus obtaining their comments and suggestions to meet environmental and social safeguards requirements. In particular, the consultations aimed to seek stakeholders’ contributions on how TFSRP can be implemented without adversely affecting the environment and people. The key areas for consultations were: stakeholders perception of the project; environmental and social issues relevant to program; potential threats/risks or challenge associated with the program; steps to be taken to address those threats/challenges; the role stakeholders can play during execution of the program; environmental and social programs that should be executed by the project implementers; stakeholders’ specific needs to be considered during project designs or in the implementation process; and steps to be taken by the project implementers to enhance the grievance handling process. Overall Findings and Key Observations: Stakeholders’ participants highly commended the TFSRP and agreed with ESSA’s findings. Indeed, participants indicated that, there is a strong need to improve Tanzania food systems resilient especially during this time when agricultural sector is heavily hit but climate change risks and impacts. The Table 4 below provides issues raised and the corresponding comments. Some comments were in terms of advice/suggestions/recommendations and not requiring response but were noted to be addressed in the course of the program preparation. Table 4: Key Observations, Comments, Concerns and Suggestions from Stakeholders Academic Institutions, Development Partners, NGOs and CSO S. No COMMENT/CONCERN RESPONSE 1. The essence of PforR for this Program It was provided by the TTL as it is reflected in the PAD. 2. Coverage of the Program. Where The program is still being prepared. specifically will the activities be Overall, the whole country will benefit, undertaken? but the specific project sites will be identified in due course. 3. In addressing soil quality issues, there is There is a need to bring on board the need to acknowledge the role of Soil mentioned Research Institute and other Science Institutions e.g., Mlingano relevant ones as well. Research Institute 4. Strengthening fiscal performance - Ensure Suggestion to be worked-on crop sales are harmonized across all LGAs. 5. Some LGAs do not have in place District For those LGAs not having DADPs, Agricultural Development Plans (DADPs) they will be motivated to develop them. 6. Collaboration between the Ministry of Further to adding minerals to the soils, Agriculture and the Ministry of Minerals the Govt has started testing the soils regarding adjustment of prices of some and the program will incentivize more minerals used in enriching the soils (e.g., testing and come with gypsum and lime) recommendations on what is needed beneficial to the farmers. The long- term plan is to have improved soils that will even be carbon-sink and benefit from carbon markets. 7. How to ensure that money coming from The program will work with LGAs to CESS should be re-invested to incentivize incentivize them to make fare policy change. collections which will be re-invested into the crop sub sector. 8. There is need for harmonization of crop Suggestion to be worked-on sales across LGAs 9. Livestock sector is not included in the Since this is PforR, and currently the program currently. Why? Government is working with Livestock sector on analytical work – preparing a roadmap for investment in the sector. This might culminate into a program that supports the Livestock sector. 10. The role of Data and Statistics. The nature of program activities definitely requires appropriate Data Management, that’s why the role of NBS is crucial. 11. The Role of Research in championing Research is one of the Disbursement technologies. Using ICT in extension as a Linked Indicators (DLI) and therefore way to enable outreach to farmers. one of the areas of focus. Research findings will be disseminated through ICT and digital platforms like M Kilimo. Research leads to innovations and more technologies, and the Country might reach a stage of championing best practices as it has done for rice. 12. There is need to enhance awareness to Awareness and dissemination are farmers on the use of agro- chemicals reflected in one of the DLIs. 13. How will the program take on board The overall objective of the program interests of small farmers? covers this concern. 14. There is need to take stock of existing This will be done in the process of infrastructure in the program areas. applying for the required various permits for the program. 15. Weak links between the Government and The program will motivate and the participating LGAs champion close collaboration between the Central Government and the participating LGAs. 16. How is the Government prepared to offset There are Policies, Laws and environmental and social risks e.g., Regulations in place that will be pollution, soil erosion, loss of biodiversity complied with. Also, Institutional that might be caused by the program Framework exist, though with challenges on funding and capacity. 17. What methodologies were used in Face to face consultations (guided by assessing capacity of the Government and questionnaire) including reference to the Institutions during the ESSA study Strategic Plans. For future, it was recommended to also use Automated Monitoring & Evaluation Methods. Comments and Suggestions from government institutions, key departments, regulatory authorities and Local Government Authorities (LGAs) COMMENT/CONCERN RESPONSE 18. The programme focuses on agriculture It is true the program target crop only and specifically crops. It would be sector. Livestock and fisheries useful to also include livestock and programmes are being discussed and fisheries, since they form the backbone of most likely will be mainstreamed in nutrition to the society. the upcoming investment lending programmes; 19. The Program should recognize the role of Noted Community Development Officers in Local Government Authorities (including their capacity) in program implementation. Past experience has shown that, at times they are not taken on board sustainability of the project is challenged and projects are not effectively implementation. 20. It is strongly advised to ensure that, during Noted construction of some projects, the work to be offered to local contractors as a way of benefit sharing and capacity building. The Ministry of Agriculture should develop a Manual of standard specifications to ensure quality work across all construction sites within the programme. 21. Environmental Management Officers Noted (EMOs) in the LGAs should comply with the Environmental Management Act, 2004 and the Regulations, 2005 (and Amendment 2018) regarding their duties and functions in the implementation of the projects. The EMOs are also reminded to guide preparation of District Environmental Action Plans which is also a legal requirement. 22. The program should consider to prepared Noted. PforR instrument use Vulnerable Group responsive budget. This government systems, including will help to promote equitable allocation of budgeting preparation through MoA benefits and impacts of TFSRP Medium Term Expenditure Framework (MTEF). The MoA and PO-RALG are advised to take this recommendation and prepare sector budgets which address the need of vulnerable groups. 23. Ensure that the program work closely with The Vice President’s Office and the Vice President Office and NEMC who NEMC are all closed involved in the are main custodian of environment. program and are attending this consultation. 24. Budget constraints is a major source of many The Program will set budget for E&S challenges in effective execution of E&S to enhance effective monitoring and actions especially at LGAs. implementation of E&S matters. 25. The Governments institutions (NIRC, ASA, Noted, NIRC, ASA, TOSCI to TOSCI) should ensure to acquire Land Title spearhead the process. Deeds for the land area under their jurisdiction to ensure smooth adoption/implementation of all planned and incoming projects. 26. For the Government Institutions which do not Such institution is require to have yet have E&S units/departments should E&S staff before commencement of ensure to have in place beginning with the project. nomination of qualified personnel, equipped with capacity to handle all relevant duties and responsibilities; 27. There is general weak collaboration in Strongly advised the MoA and LGAs to handling E&S matters between the MoA and jointly develop a mechanism of LGAs. collaboration which should clearly reflect modus operand and flow of funds to ensure sustainable management of the projects. 28. The participants requested the World Bank Noted. Current consultations invitations Team to organize a specific consultative were addressed to Permanent Secretaries meeting with the Permanent Secretaries of for MoA and PORALG. Specific MoA and PORALG and Heads of Institutions consultations can be organized in future to discuss the ESSA findings as a token of to insure continued awareness and awareness raising. This initiative will enable continued and commitments to proposed them acknowledge and support E&S actions. activities within the programme effectively 7.5 Integrated Risk Assessment The overall environmental and social risk of the Program is considered Moderate. The potential environmental and social risks and impacts of the program are likely to be associated with implementing commodity value chain (CVC) activities, operations, maintenance and management of irrigation infrastructure marketing infrastructure. The predicted environmental and social risks associated with the program include (i) water-source contamination, due to spillage of agrochemicals or wastewater from operations and maintenance processing facilities, (ii) possible soil pollution land degradation (iii) spread of diseases (such as HIV/AIDS), especially during the operations and maintenance works as well as workers community exposure to COVID-19; (iv) noise and air pollution, (v) construction wastes and other related solid wastes and, (vi) possible soil and groundwater contamination owing to the generated wastes, (vii) occupational safety and health risks during OMM activities. Based on the findings of the ESSA Analysis, Table 5 aggregates the risks discussed above and proposed measures to mitigate those risks. Table 5: Risk Assessment and Management Risk Description Risk Management Operations, maintenance and management TFSRP environmental, health and safety risks of irrigation and marketing infrastructure are moderate overall. are likely to be associated with Health and • Prepare site-specific environmental Safety Hazards, Accidents and management plans (ESMPs) to guide Emergencies, and dust and air pollution. operations, maintenance and management activities of the irrigation and marketing The program is also likely to contaminate infrastructure. water-source due to the spillage of agrochemicals or wastewater from processing facilities: Low sensitivity to E&S risk management • Enhance positive attitudes on E&S among all issues among some top officials. implementing institutions and agencies. This is to be done through training them on E&S scope and PforR financing to widen their understanding and win more support. Weak collaboration between MoA and its • Strengthen collaboration between the MoA, institutions and LGAs during its institutions and the LGAs on E&S mainstreaming of E&S in agriculture matters. activities. • Clarify each actor's roles and responsibilities during the project implementation. Lack of dedicated E&S Units and • All implementing institutions for this project personnel for some implementing to have a dedicated E&S team in place with institutions the appropriate staff before the commencement of the project. • The team to get capacity enhancement on and E&S risk management matters. CHAPTER EIGHT: RECOMMENDED MEASURES TO IMPROVE ENVIRONMENTAL AND SOCIAL SYSTEM The analysis presented above confirms that with strengthening the identified shortcomings, Tanzania’s environmental and social management system is adequate to address the environmental, health, safety, and social risks associated with the TFSRP as well as the additional financing. The MoA and its key implementing institutions (TARI, ASA, NIRC and LGAs) have experience in working with World Bank. There are also opportunities to further strengthen environmental and social management capacity and enhance performance at the program level and further defined during the consultation process and implementation, as required. The analysis identified the following areas for action in order to ensure that the TFSRP interventions are aligned with the Core Principles 1, 2, 3, 4, and 5 of Bank Policy: Program-for-Results Financing. Therefore, the ESSA recommends the following key measures for improved environmental and social due diligence in the Program (Table 6). Table 6: Measures to Strengthen System Performance for Environmental and Social Management for the implementation of the Food System Resilient Program Target Objective Measures to be taken Timeframe Responsible Instrument Ensure effective • Strengthen capacity for monitoring, supervision and Within 6 months of MoA, TARI, • ESMPs FSRP effectiveness ASA, NIRC incorporate implementation of the enforcement of HSSE management measures by Tanzanian deploying Environmental and Socials Officers in all and LGAs management Whenever the NEMC measures. environmental and project participating institutions. review process occurs • Training is given social management system for the PforR • Strengthen monitoring capacity of E&S to the E&S staff departments/Units at LGAs through supplying When new ESMPs and contractors. program equipment and vehicles. are prepared • E&S personnel to • MoA and other implementing agencies (TARI, ASA, be in place Within 6 months of (ASA&TARI). NIRC and LGAs) will monitor ESMP implementation FSRP Effectiveness and E&S impacts and ensure ESMP compliance • E&S supplied with accordingly. Within 6 months of vehicles and other equipment • TARI and ASAs to dedicate E&S focal personnel to Effectiveness of AF oversee environmental, social, health and safety risk component. management issues. Integrate sustainability • MOA to conduct Strategic Environmental Assessment MoA • SEA issues in the newly SEA) for the proposed strategic actions covering policy Statement/Re proposed strategic issues in reforms to integrate soil health practices in accordance port AF covering policy with Tanzania National SEA regulations and guidelines. reforms that targets soil health practices. Ensure collaboration • Organize a workshop between key technical and • At the beginning MoA, TARI, Collaborative MoU between MoA, its decision making personnel from the MoA with the of the Program ASA, NIRC between the MoA, its institutions and LGAs relevant E&S staff of the LGAs and discuss roles of • Throughout the and LGAs institutions (TARI, on E&S matters each party in the implementation/monitoring of the Project Cycle ASA, NIRC) and through signing activities. PORALG (LGAs) Memorandum of • MoA (TARI, ASA, NIRC) and PORALG (LGAs) to Understanding (MoU) sign MoU to collaborate in implementing E&S matters. between them. The MoU to clarify each actor’s roles • PORALG in collaboration with District Executive and responsibilities during Directors (DEDs) within project areas to appoint and the project implementation. dedicate an Environmental Officers who will be empowered on E&S matters and sufficiently involved in overseeing E&S issues under TFSR. Protect project workers • MoA, ARI, ASA, NIRC and LGAs will collaborate • Ongoing. All • Progress and local communities effectively with OSHA and PMO-LEYD on health, implementing reports against exploitation of safety, and labour management issues. institutions labour, communicable • Operationalize the Workers’ code of conduct, At the beginning of the Contractors • Include in- diseases, GBV and SEA including GBV/SEA prevention and response. Program progress reporting Ongoing • Mainstream Ministry of Health COVID-19 Ongoing All • Include in Management Protocol in all civil works and public implementing progress consultation and engagement institutions reports Promote sensitivity to • Provide s environmental, social, health and safety Within one year of FSRP MoA to E& training time time environmental, social, risk management training to all implementing effectiveness spearhead E&S personnel get health and safety risk teams, including top management, to widen their E&S training trained. management issues understanding of E&S and PforR financing. among all implementing institutions. Strengthen procedures Throughout project cycle All • define mechanisms whereby vulnerable and Progress supervision to promote equitable implementing disadvantaged groups will be provided with relevant reports allocation of benefits institutions project information in local languages and a form and and impacts. manner socially acceptable to them; • emphasize that each project will utilize the GRM. LIST OF ANNEXES Annex I: List of Stakeholders Consulted During Preparation of the ESSA MINISTRY OF AGRICULTURE (MOA) AND THE NATIONAL IRRIGATION COMMISSION (NIRC) S/N NAME TITLE TEL. NO. EMAIL 1. Tulizo Malavanu Environmental Officer - MoA 0714557048 0717857048 2 Godwin Makori Senior Agric. Engineer 0767347409 3. Obeth Mwakalindile PAFO 0688173360 2. Fumba Malima Environmental Officer - NIRC 0653678982 3. Anna Kapufi Social Officer - NIRC 0757701808 TANZANIA AGRICULTURE RESEARCH INSTITUTE (TARI) S/N NAME TITLE TEL. NO. EMAIL 1. Dr. Frank Mmbando Researcher 2. Deusdedit Mbazibwa Researcher 0755881758 3. Dr. Cornel Masawe Makutupora - Dodoma 0755611522 4. Dr. Lameck Makoye Researcher (Plant Breeder) – Selian, 0763263453 Arusha 5. Rose Ubwe Technology Transfer – Selian, Arusha 6. Levina Silumpa Storage – Selian, Arusha 7. Ziada Mtakimwa Researcher – Selian, Arusha AGRICULTURE SEED AGENCY (ASA) S/N NAME TITLE TEL. NO. EMAIL 1. Eng. Kamugisha Agriculture Engineer 0754690098 2. Viviano Hape Procurement 0754324550 3. David Msuya Accounting 0715346306 4. Justin Ringo Acting CEO 0766996935 MERU DISTRICT COUNCIL (ARUSHA REGION) S/N NAME TITTLE TEL NO. EMAIL 1. Zainabu Makwinya District Executive Director 2 Ridhiwani Kombo District Agriculture & Irrigation 0754735643 Officer 3. Edwin Mathias District Community Development 0755677380 emathias@yahoo Semkuwa Officer .com 4. Tumaini Phinea Gender Focal Person 0754674225 Pallangyo 5. Charles Makama Environmental Expert 07571922024 Mboya 6. Felister Lonjini Mbugu Economist 0769798882 HANANG DISTRICT COUNCIL (MANYARA REGION) S/N NAME TITTLE TEL NO. EMAIL 1. Ibrahim E. Mbogo Ag. District Executive Director 0786577777 2 Samuel D. Lyimo District Agriculture & 0699574433 Sanuel.lymo@lands.go.t Irrigation Officer z 3. Gaudence William Ag. District Community 0784545325 ggtumaini@gmail.com Development Officer 4. Nelson Anicety Social Welfare Officer 0752394712 nelsonanicety@gmail.co m 5. Godlove J. Mgoji Environmental Management 0684285338 mgojigodlove@gmail.co Officer m 6. Erick J. Kayombo District Planning & 0754340706 Erickkayombo Coordination Officer 8@gmail.com MKALAMA DISTRICT COUNCIL (SINGIDA REGION) S/N NAME TITTLE TEL NO. EMAIL 1. Daniel Tesha Ag. District Planning & 0786958667 Teshadaniel8@gmail.c Coordination Officer om 2 Elias E. Mbwanbo District Livestock Officer 0765028840 mbwamboelias@gmai l.com 3. Zakaria Lupindo Ag. District Community 0755677380 emathias@yahoo.com Development Officer 4. Mwajuma Issa District Social Welfare Officer 0766766707 mwalakala@gmail.co m 5. Mwanitu Imikigwe Land Surveyor 0717478822 Imwanitu7@gmail.co m 6. Representative Iguguno Executive Secretary 0745733347 Women Group 7. Representative of Chairman 0769286481 Kinangiri SACCOS 8. Representative Chairman 0682501108 MWANDO SACCOS 9. Representative Farmers Chairman 0783126401 Association - Jikwamue na Umasikini 10. Representative Youth Chairman 0785810924 Group (Pamba Safi) 11. Representative Youth Secretary 0752873285 Group (Vijana Mkalama SACCOS) KILOSA DISTRICT COUNCIL (MOROGORO REGION) S/N NAME TITTLE TEL NO. EMAIL 1. Kisena Mabuba District Executive Director 2 Vallence Lwampite Economist 0682399474 Lwampitevallence @gnail.com 3. Benjamini Mang’ara Ag. District Community 0711696903 Bmang1143@gmail.com Development Officer 4. Tumaini M. Geugeu District Social Welfare 0714466211 tumainirg@gmail,com Officer 5. Daniel G. Makala Ag. District Livestock 0717252107 Daniel.makala@kilosadc. Officer go 6. Fauzia T. Nombo District Human Resource 0753830926 Fauzia.nombo@kilosadc.o Officer rg 7. Anthon H. Mbise Environment Officer 0716007171 tonyherod12@gmail.com 8. Representative of Chairperson 0782275551 Women (Yote Maisha Group) 9 Representative of Chairman 0767241220 Youth Group (New Mbumi Youth SACCOS) 11. Representative Farmers Chairman 0652316314 Association (MVIWATA) 12. Representative Secretary 0717289970 Livestock Keepers (NARETISHO) KILOLO DISTRICT COUNCIL (IRINGA REGION) S/N NAME TITTLE TEL NO. EMAIL 1. Lain E, Kameta District Executive Director dedkilolodc@go.tz 2 Lucas H. Daudi District Planning and 0756318075 lucasgag@yahoo.com Coordination Officer 3. Scolastica Gibore District Community 0784924895 Jacsonscola@gmail.com Development Officer 4. Issa Mohamed District Social Welfare Officer 0785494109 Issaujao8@gmail.com 5. Ella Msigwa District Legal Officer 0759576955 6. Justine Nyamoga Hon Member of Parliament- 0754899070 nyamogajustine@gmail.co Kilolo m 7. Kassim N. Hema District Treasurer 0784474847 Kassim hema@gmail.com 8. Twilumba Kadeha District Agriculture Officer 0756733015 9. Hassan Ussi District Internal Auditor 0754319030 10. Rutahrile Af. District Natural Resource 0716805789 Officer 11. Robert Sigge Ag. District Natural Resources 0745601437 sigerobert@gmail.com & Environmental Management 12. Aneth A Molela Farm Supervisor; Dabaga 0656396778 Molelaaneth@gmail.com 12 Representative of Coordinator 0759390714 Tanzania Home Economics Association (TAHEA) 13. Rivard W. Mbalinga Agriculture Field Officer- 0627950908 Rivaldmbalinga@gmail.co Dabaga m 12. Emma Franky Agricultural Engineer 0624113346 frankmwagady@gmail.com 11. Representative Upendo Coordinator 0768436923 mgovamaria@yahoo.com MMOJA 12. Representative Women Secretary 0756522260 Group – Jiongeze MBARALI DISTRICT COUNCIL (MBEYA REGION) S/N NAME TITTLE TEL NO. EMAIL 1. Misana Kwangura District Executive 07849086216 ded@mbaralidc.go.tz Director 2 Salifu E. Vanance District Planning & 0752103091 Salifuelias66@gmail.com Coordination Officer 3. Ramon P. Kessy Ag. District Community 0754509597 ramokessy@yahoo.com Development Officer 4. Victoria Mlay District Social Welfare 0712309257 Victoriamkessy57@gmail.co Officer m 5. Patrick Charles District Natural 0754441358 Charles.nkwera@mbaralidc.g Resources & o.tz Environment Management Officer 6. Helman Mpogole Ag. District Legal 0768506377 hermanmpogole@gmail.com Officer 7. Abbasi S. Mubanga Ag. District Agriculture 0766804612 Abasim7@gmail.com & Livestock Officer 8. Godson Mbelwa District Treasurer 0753923915 grmbelwa@gmail.com Annex II: Issues discussed in regard to capacity assessment for the Implementation of E&S with the Ministry of Agriculture (MoA), National Irrigation Commission (NIRC), Tanzania Agriculture Research Institute (TARI), Agriculture Seed Agency (ASA) and the Local Government Authorities (LGAs) and their response Introduction The Environmental and Social (E&S) capacity assessment covered the Ministry of Agriculture (MoA) and its institutions; TARI, ASA, and NIRC. The assessment also covered PO-RALG and the six selected Local Government Authorities (LGAs). The E&S capacity assessment for the mainland was conducted per the World Bank Guidance on Program-for-Result on Assessing Borrower Capacity for Addressing Environmental and Social Issues Associated with Investment Projects supported by the World Bank. The assessment focused on Policy and legal frameworks, operational structures, experience in implementing World Bank and other donor- funded projects, availability of unit/department/team for the E&S and the staffing capacity, conflict resolution, E&S mainstreaming and performance, Grievance Redress Mechanism (GRM), gender inclusions, budgeting for E&S activities, handling of Gender Based Violence (GBV) and Sexual Exploitation and Abuse (SEA), interactions with the public, private and other stakeholders. 1.1 Ministry of Agriculture (MoA) 1.1.1 Experience in Implementing Donor Funded and World Bank Projects The MoA has vast capacity in implementing donor and WB financed projects. For the past five to ten years the government of Tanzania through the MoA has implemented various donor and WB financed projects such as ASDP I&II, MIVARF, PADEP, ERPP and DADPS. These projects were financed by different financiers such as the World Bank, JICA and Bill and Melinda Gates. These organizations have strictly guidance on how to implement E&S in its projects. Table 1 shows the experience of the Ministry of Agriculture to manage donor financed project and in working with the World Bank. The table indicates name of the projects including those financed by the WB, stating the budget, scope, and outcomes. The experience covers the past five to ten year also indicating how stakeholders including villagers were involved in implementing such projects. Table 1: Experience of the Ministry of Agriculture in Implementing World Bank and other Donor funded Projects No Project Budget Scope Outcome Stakeholders’ engagement name 1 Expanding US$ URT Increase rice produced and -During implementation NGOs Rice 22.9 (mainland marketed in the Morogoro and CSOs were involved during Productivity million and Region in the Tanzania designing and during Project Zanzibar) Mainland and in Zanzibar, evaluation of the project. leading to improved rural -Extension officers were incomes and food security. included in day-to-day activities of the project in project sites -Farmers were involved in demonstration and translating the knowledge gained to their fields. 2. Eastern Ethiopia, Increase agricultural Africa Kenya, productivity and growth in Agriculture Tanzania, eastern Africa, focusing on Productivity and priority commodities such Program Uganda as cassava, rice, wheat, and smallholder dairy production. In the course of implementing the donor financed projects the MoA has gained adequate experience and lesson which can be carried forward towards implementation of the proposed agriculture PforR program. Table 2 shows major lesson/experience learnt by the Ministry of Agriculture during implementation of the donor funded and World Bank financed projects in the area of Social and Environmental risk management. Table 2: Major lessons obtained by the Ministry of Agriculture through implementation of Donor funded project No Project Lessons learnt 1 ERPP -Improve rice productivity -The project through SRI improved farmers’ resilience to climate change because it requires less resources including water and land - The project touched a well-being of community as it had direct impacts on their social and economy - Participation of women was higher than expected. women made up 50% of all project participants in only 2 years of project implementation 2 EAPP The project showed how science and technology is enabling African farmers to grow more nutritious food and boost inclusive growth. 1.1.2 Presence of Unit for Management of Environmental and Social and the Availability of Staff The capacity assessment on E&S focused in establishing whether the Ministry of Agriculture have a specific department/unit that oversee E&S issues focusing on its capacity in terms of number of staffs, academic qualifications, experience (for how long they have been in the sector) and which types of projects they have handled. The capacity assessment found that the MoA and one of its institutions namely the National Irrigation Commission (NIRC) have units which oversee the environmental and social issues which is known as Environmental Management Unit (EMU). Figure 1 shows the current organisation structure of the Ministry of Agriculture, Food Security and Cooperatives which indicates the presence of EMU. Figure 1: Current organization structure of the Ministry of Agriculture, which indicates the presence of EMU. (Source: MOA, 2022) The EMU has provided support in various projects such as Environmental Management Act Supporting Project (EMA-ISP) 2007-2014, Mainstreaming environment in Nation, Sectorial and district development plans and decision-making processes, development of national capacity in integrating economic and environment assessment including budgeting and monitoring in Tanzania phase I (2013-2014), and mainstreaming environment in Nation, Sectorial and district development plans and decision-making processes, development of national capacity in integrating economic and environment assessment including budgeting and monitoring in Tanzania phase II (2016-2018). Table 3 shows academic qualifications of EMU within the Ministry of Agriculture. Table 3: Qualifications of E&S Staff for implementing the project Number Experience Sn Title Academic qualification of staff (Years) BSc. Agriculture General; MSc Natural Resources Assessment 1 PAO 1 12 and Management BSc. in Botany; MSc Natural Resources Assessment and 2 PAO 1 7 Management 3 PAFO BSc. Environmental Planning and Management 1 4 BSc. Agriculture Economics and Agribusiness; MSc 4 AO 1 11 Management of Natural Resources for Sustainable Agriculture BSc. Environmental Sciences and Management; MSc in 5 EO 1 10 Environmental Studies BSc. Environmental Sciences and Management; MSc 6 EO 1 10 Sustainable Development (Ecology) 7 EO BSc. Environmental Planning and Management 1 4 BSc. Agriculture General; MSc. International Environment and 8 SAO 1 4 Agricultural Science 9 SAO BSc. Environmental Sciences and Management 1 1 10 AO BSc. Agriculture General 1 1 Note: MoA has a Sociology Expert from Land Use Plan Department 1.1.3 Collaboration with Development Partners and Private Sector Collaboration with Development Partners The Ministry has formed collaborations with various development partners in agriculture and other related activities. The partners include organizations which have financed implementation of different agriculture projects within the country. Table 5 shows development partners and the project where collaborations has occurred, budget and the status of collaborations. Table 5: Development partners, name of project, cost and the status of collaboration No DP’s Name of the project Costs Status 1 FAO Capacity building related to USD 724,113 Implementation in multilateral environmental collaboration with 6 agreements in ACP countries LGAs (Kilosa, Mbalari, phase III Kilolo, Karatu, Same and Kigamboni) 2 USAID Building capacity for resilient USD 775,880 Completed food security Scaling up CSA in Tanzania USD 800,000 Under Preparation 3 IUCN-GCF Enhancing Adaptive Capacity and Proposed USD Under preparation Climate Resilience of Vulnerable 30 Million Smallholder Farming Communities and Agro-pastoral Systems in Semi-Arid Areas of Tanzania Mainland and Zanzibar 4 WB ERPP-Mainland and Zanzibar 22.9million Completed USD 5 ADB and TANPAC-Mainland and Zanzibar 78.95Billion Tsh ongoing GAFSIP 6 Poland Storage Capacity Expansion 125.69 billion ongoing project-Mainland Tsh 7 UNEP SSFA (Small Scale Funding USD 61,342 Completed Agreement) – UNEP Phase 1 SSFA (Small Scale Funding Completed Agreement) – UNEP Phase 2 USD 105,000 Ecosystem Based Adaptation for USD 2.6 Million Implementation in Rural Resilience in Tanzania collaboration with Vice President’s Office 8 IFAD Agriculture fisheries development 117billion Tsh Ongoing program-Mainland and Zanzibar Collaboration with the Private Sector The Ministry of Agriculture has also worked with the private sector in implementing different agricultural activities. Collaborations with private sector has been on provision of seeds, fertilizers and agro-inputs. More opportunities exist for continued collaboration between the MoA and the private sector. Some of the private sector working with the MoA and the areas of interest are: • Collaboration in Agro inputs in the area of machineries are Poly Machinery Co., Ltd., Intermech Engineering Factory, KILIMO BORA SYSTEMS LTD, Agricom Africa Limited, to mention few. • In the area of Value chains and the types of crops are: 1. Sunflower (SHADCO Ltd, TPYESER, MERU INVESTMENT,), 2. Rice (RAFER GROUP, WILMER, MW Rice Miller, Rupe 2016 group, Kabakuli Import Export), 3. Maize (MRAYSHE COMPANY LTD, WORLD FOOD PROGRAM) 4. Avocado (Africado Limited, Kibidula Farm Ltd, Lupembe Avocado, Avo-Africa), • In the area of fertilizers are (YARA, OCP, Mohamed Enterprise) 1.1.4 Opportunities and Challenges in Collaborating with the Private Sector In all collaborations between the MoA and the private sectors communities are involved as stakeholder and beneficiaries and that gender inclusion is key to delivering services in agriculture sector. Gender and vulnerable issues are integrated in various stages of value chain from initial stage of production (farm level) to the final stage (consumer level) and during planning of programs /projects. A number of opportunities exist for the MoA to work with the private sector. These opportunities are: • Availability of enabling environment, availability, and suitability of these value chains in the country, increase in transparent and efficient use of resources, enforcement of accountability, promote the use of new technologies. • Fruit/ Vegetable processing: A large variety of fruits and vegetables are produced in Tanzania. The most important fruits include mangoes, oranges, pineapples, passion fruits, bananas, avocados, papayas, peaches, pears, and grapes • Cashew nut Processing: Cashews are a major cash crop in Tanzania and production has risen to 120,000 tons annually. However, only about 10 percent of the cashew nuts produced within the country are processed in Tanzania. There are opportunities in rehabilitating old and/or unused processing plants or establishing medium-scale processing plants. • Oil seeds: Tanzania still imports a lot of edible oil. Processing of oilseeds locally is now on the rise, therefore there is potential in supplying oil pressing and processing equipment. Common oil seeds produced in the country include sunflower, sesame, groundnuts, palm oils. There are challenges hampering collaboration between the MoA and the private sector which are: • Food processing investments rely on imported machinery and technologies which are sometimes expensive. • Local financing for agriculture is still limited due to high interest rates. • Minimum prices hinder free market competition. • Low productivity of smallholder farmers which cannot compete with large producers 1.1.5 Implementation of Civil Works and the Management of Environmental and Social Issues In the area of civil works the MoA has been implementing various activities related to the construction of irrigation scheme, warehouses, laboratories and office buildings all over the country. Some of these construction activities have been implemented through the World Bank financing such as those implemented under the Expanding of Rice Production Project (ERPP). The MoA continues to implement various construction activities in different parts of the country which aims to improve delivery of agricultural services. In all the construction activities the MoA has been implementing E&S activities as stipulated in various policies and acts presented in Chapter three. The list of the completed and ongoing construction activities implemented by the MoA are presented here under. i. Construction of 16 warehouses and establishment of Centre of excellence under TANPAC with approximate 33.2 billion Tshs21. ii. Ongoing construction of warehouses (Ruvuma 31, Tabora 18, Singida and Dodoma10) with approximate 24.8 billion Tshs under ASDP II iii. Construction of warehouses across the Songea, Madaba, Malinyi, Katavi, Mkula, with approximate cost 19.94 billion under ASDP II iv. Construction of HQ building at Mtumba Government City with approximate cost of 24.4 billion Tshs. v. Construction and restoration of Cylos complexes and warehouses in Makambako, Mbozi, Songea, Sumbawanga, Mpanda, Shinyanga Babati and Dodoma Under Storage Capacity Expansion Project with approximate cost of 23.9 billion Tshs vi. Construction of Irrigation schemes and warehouses in Morogoro USD 22.9million vii. Rehabilitation and construction of physical infrastructure at MATIs with approximate cost of 5.2billion TShs for 2022/23 Civil works under the ministry is usually done through contractors who also provide technical assistance. Unprofessional services such as labourers are obtained from around the project areas where communities are given priority in temporally employment. However, in some projects such as EBARR the districts used local fundis through force account to reduce construction time. In the situation where contractors are used labour management is left on the hands of contractors and the MoA remains as a supervisor. In the situation where local fundis are used through force account, the labourers are managed by the construction committees formulated within the local area where the construction is taking place under the supervision of the district engineer. During projects implementation, monitoring and evaluation is conducted by a team of experts from the environmental unit of MoA and the M&E experts from MoA and PORALG. The MoA has its own independent unit for Monitoring and evaluation which is situated in office of Director of Policy and Planning. 1.1.6 By-laws, Guidelines and Environmental and Social Documents for Project Implementation The MoA has implemented Word Bank and Donor funded projects where various E&S documents were prepared as a requirement for funding apart from the country E&S policy and legal framework described under Chapter 4. Under Expansion of Rice Production Project (ERPP), the Southern Agricultural Growth Corridor of Tanzania (SAGCOT) Investment Project and the Participatory Agricultural Development and Empowerment Project (PADEP), the MoA prepared Environmental and Social Management Framework (ESMF), the Resettlement Policy Framework (RPF) and Integrated Pest Management Plan (IPMP). The Environmental and Social Management Plan (ESMP) were also prepared for the construction of irrigation schemes and warehouse under the ERPP. These documents were the main guidance to the Ministry and the implementing institutions in implementing E&S issues and ensuring that implementation of project activities does not cause any harm to the environment and the community. Although these projects were under IPF its important to note that the MoA already has the capacity and awareness on the importance of incorporating environmental and social components in project activities. 1.1.7 Land conflicts, Grievance Redress Mechanism and Farmers support 21 These figures are in TSH whereas conversion should be 1USD is equivalent to 2320Tsh The Ministry has a desk special for grievances to deal with internal issues, however for the of outsiders, all complains are directed to the PS where he will direct the complains to a respective division, or unit to resolve it and report again to the PS who will provide clarification to the complainant. For the case of normal routine, the Ministry of agriculture provides trainings on issues related to IPM and proper handling of agrochemicals and agro input in general. For the case of projects farmers and extension officers are provided with the personal protective gears (PPE) to prevent them from the impacts of agrochemicals. There was no conflict related to land tenure among the projects areas probably due to the ongoing initiatives to prevent occurrence of the land tenure relate conflicts. Demarcation and issuance of legal ownership of land such as CCRO' in rural areas so that each land parcel is owned legally is among the key initiatives to reduce land related conflicts. Preparation of Village land Use Plans is another initiative which ensures that each piece of land is utilized according to the use specified. 1.2 Institutions under the Ministry of Agriculture and Irrigation There are three institutions under the Ministry of Agriculture and Irrigation. These institutions namely Tanzania Agriculture Research Institute (TARI), Agricultural Seed Agency (ASA) and the National Irrigation Commission (NIRC). As per the implementation arrangement stipulated in Chapter 2 These institutions form part of the main implementers of the project activities. The project components have activities which will be directly implemented by the three institutions in collaboration with the LGAs. The capacity assessment covered the three institutions and focused on assessing whether they have units or teams for implementation of E&S issues with adequate qualified staff, but also the budget allocation for the implementation of E&S in their activities. Other areas covered by the assessment are collaboration with the private sector and the community in addressing E&S issues and experience in implementing civil works. All of the three institutions have activities which have direct impact to the environment and the community if there is no mechanism to incorporate E&S during implementation. The following Sections covers the three institutions. 1.2.1 Agricultural Seed Agency (ASA), Morogoro The assessment team visited the ASA offices in Morogoro to discuss various capacity issue in the implementation of its activities. ASA has a role to multiply seeds and sell to customers. Issues covered are described here under. Staffing Capacity On the staffing capacity to address E&S issues at the agency the team found the following; • ASA does not have a unit to deal with E&S issues. The environmental issues are under the Business Development Directorate. ASA assigns a person, who is an environmental engineer to deal with environmental issues. The agency has no specific social officer in the agency. Social officer working within the district councils are being used when ASA is implementing its activities. • They also use farm supervisors to help with the social issues. The farm supervisors are based on seed farms and report to the ASA HQ but work in close collaboration with the district council. • The grievances are reported to the village government and ASA collaborate with the LGAs to address them. There is no specific GRM or grievance officer in the agency but information and grievance from outside are received through marketing and distribution Section. Implementation of Civil Works Through Construction of Irrigation Schemes and Labour Management ASA has constructed the irrigation scheme in Kilangali under the World Bank financed project namely Expanding of Rice production Project (ERPP). The agency is planning to expand to Arusha seed farm (200Ha), Kilimi – Nzega in Tabora region (400Ha) and Msimba in Kilosa, Morogoro region (200Ha). In Arusha the 5.5 Ha of the farm will be installed with the drip irrigation for horticultural activities while the other three farms will use pressurized irrigation system. ASA will hire contractors to install the irrigation system in the farms. In the past ASA has been using force account to implement its activities, which later changed to contractors due to the size of civil works. During installation of the irrigation schemes labourers are obtained from among the farmers living in nearby communities. These farmers don’t sign any code of conduct, they are paid based on daily rates while others are contracted workers. Child labour is not the case in ASAs civil works. Msimba seed farm had earlier prepared the ESIA (ESMP) report which needed revision. The report has been revised, ESMP prepared and is now undergoing NEMC review. ESIA reports for other seed farms have been prepared and awaiting NEMC decision on the provision of certificate. Presence of Bylaws / Guidelines for E&S ASA has guidelines on seed production which govern contracted seed growers and agro- dealers. Other bylaws used by ASA are as provided by the MoA. ASA uses country’s OHS guidelines in the implementation of its activities. Environmental and Social Issues in Seed Production ASA deals with openly pollinated seeds, which are hybrid. Examples of such hybrid seeds are maize which is grown in Southern Highlands, other seeds are rice, sunflower, beans, groundnuts and the horticultural crops. ASA uses more than 65 seed types through open pollination. Apart from seed crops, ASA deals with tree seeds such as mango and avocados. ASA has 13 farms all over the country which fall under the farm section manager. In seed production activities environmental services are provided by agricultural officer’s / farm managers while social issues are provided by district council social development officers where needed. Conflicts between ASA and the Communities Living Surrounding Farms Most conflicts are caused by the encroachment of farmers to ASA’s farms, like for the case of Kilangali and Msimba. In Msimba more than 1000 acres were given to communities who had already built houses. ASA decided to surrender the land for community use. ASA has secured the remained land and proper boundaries are demarcated to avoid further encroachment. ASA is planning to fence all its farms in near future. Experience in Implementing WB or Donor funded Projects ASA was among the implementing entities of the Expansion of Rice Production Project (ERPP) which was implemented by the Ministry of Agriculture. Through the project ASA constructed the irrigation scheme in Kilangali and the office building in Morogoro. They also procured and was facilitated for the production of seeds. ASA has also been implementing Agriculture and Fisheries Development Program (AFDP) which is financed by the loan from IFAD. In all the projects ASA is responsible for the implementation and monitoring of the ESMP. Collaboration With the Private Sectors and Other Stakeholders • ASA sells the seed to the private and public sector. For the private sector they deal with seed companies and agro-dealers. • The consultants hired to conduct environmental and social assessment and other assignments report to ASA who later on reports to the ministry. • ASA provides land for the seed companies to produce their seeds. ASA lend the land to the seed companies for duration of contract years. • The minimum land they give to individual farmers is 100 acres. After the seed production, the farmers sell the seeds to ASA. In the past there were seasons where farmers wanted to sell their seed as grains due to hunger however, they were restricted by the contract. • ASA assist the farmers with the required technical knowledge and follow-up. • For the seed companies, no minimum amount of land is being giving. ASA gives contract for about 10 years. They don’t sell their seeds to ASA. Grievance Redress Mechanism (GRM) There is no specific Grievance Redress Mechanism; all complaints are concerns related to seed quality and supply issues are resolved through the established Customer Care and quality control system while human resource and labour issues are addressed by the human resource department. The team was also informed that land related issue are resolved through the legal system. Gender mainstreaming The Agency follows the Ministry of Agriculture Gender Mainstreaming Guideline, however there are weak procedures on operationalization and follow up on specific issues; the Agency is depending on the Gender Focal Persons at the District level in dealing with gender issues at the community level. 1.2.2 Tanzania Agricultural Research Institute (TARI) The Tanzania Agricultural Research Institute (TARI) was established by the Parliamentary Act No. 10 of 2016 to enhance and strengthen of agricultural research system in Tanzania. TARI is a semi-autonomous body under the Ministry of Agriculture, responsible for all agricultural research activities conducted by the National Agricultural Research System (NARS) in Tanzania. The Institute has 3 directorates namely Research and Innovation, Technology Transfer and Partnership and Administration and HRM. The Institute’s mandate is to conduct, regulate, promote and coordinate all agricultural research activities conducted by public and private research institutes or organizations in Tanzania. TARI aims at strengthening national agricultural research system to enhance development and dissemination of technologies, innovations and management practices (TIMPs) to address the real needs of farmers and other agricultural stakeholders. TARI has a network of 9 research Centres and 8 Sub Centres. The Centres are TARI Makutupora, TARI Ilonga, TARI Selian, TARI Ukiriguru, TARI Naliendele, TARI Mlingano, TARI Tumbi, TARI Uyole and TARI Kihinga. The Sub Centres are TARI Hombolo, TARI Dakawa, TARI Maruku, TARI Mikocheni, TARI Tengeru, TARI Kifyulilo, TARI Ifakara and TARI TARI Kibaha. TARI Headquarters is located in Dodoma, Tanzania. Collaboration with Other Institutions TARI has signed Memorandum of Understanding with more than 60 institutions. Due to its nature of works TARI is constantly collaborating with TOSCI (Seed Regulators), ASA (Seed Agency), TPRI (Tanzania Pest Research Institute) which focuses on disease diagnosis and provision of phytosanitary certificate during importation and export and TFRA (Tanzania Fertilizers Regulatory Authority) who uses TARI’s laboratory for analysis of fertilizers. TARI links with NEMC who provides environmental advisory role. TARI has also a strong relationship with the community. Irrigation Schemes and Other Physical Infrastructure TARI works with the total of 17 centers spread all over with the 18,000Ha of land for agriculture research. In the financial year 2022/2023 TARI is planning to conduct new construction and rehabilitate the total of 850Ha. These activities are likely to cause impacts to the environment and the surrounding communities if proper measures are not in place to manage them. TARI is expected to use registered consultants for large projects while small construction projects will be subjected to screening and handled inhouse. Mainstreaming of Environmental and Social Issues Agriculture is among the agent of environmental degradation. TARI conducts research to improve agricultural mechanisms in order to reduce impact to the environment. Currently E&S issues are made part of the National Agriculture Research Agenda. The Institute has not unit or staff dedicated for E&S issues and that such issues are under the directorate of Research and Innovation. The directorate’s role is the generation of demand – driven agricultural technologies and innovations using cutting age technologies such as precision agriculture, modelling and biotechnology are among important issues emphasized under TARI. Demand driven technologies and adoption of Agricultural Innovations System (AIS) approaches and inclusiveness contribute in sustainable food systems and supplying raw materials to agro- industries. In this Directorates there are three sections which are; 1. Crop Research and Post - harvest management; research on development of new varieties, breeding, biotechnology, disease, post-harvest and crop management; 2. Natural Resources Management and Agricultural Engineering Research; research on agroforestry, soil fertility, plant nutrition, conservation agriculture, soil and water management; climate change; evaluation of labour serving equipment; soil mapping, land resources inventory and evaluation; collaborative research on testing farm implements and use of animal power traction; and 3. Social economics and Marketing Research; research on clientele participatory approaches, adaptation of technologies, impact assessment; analysis of institutional and policy amendment; value chain analysis; and household and gender mainstreaming. TARI conducts Environmental and Social Impact Assessment (ESIA) before construction of irrigation scheme using registered Consultants. TARI also mainstream E&S in GMO research. The Environment and Social assessment team visited TARI offices in Selian, Arusha region and Uyole, Mbeya region. 1.2.3 Tanzania Agriculture Research Institute (TARI) – Selian, Arusha Staffing Capacity • The institute do research in 3 main crops including maize, beans, and wheat. • The institute has 48 staff: 15 researchers and 33 supporting staff. • The institute has technical staff who are involved in conducting research, breeding, soil analysis, post-harvest and value addition application. • Coordinator for research and innovation are also present. • The institute also has the Technological, Transfer, and Partnership (TTP) Department. The department main function is to take the research to the general public. • The Institute have greenhouse and small irrigation schemes. • There are conflicts with the community over encroachment which is handled by the legal team and through negotiation under the district commissioner. • The institute has neither dedicated staff nor unit specifically for addressing environmental and social management issues in its daily activities although they have direct impact to the environment and society. 1.2.4 Tanzania Agriculture Research Institute (TARI) - Uyole, Mbeya Crops and irrigation • The dominant crops are maize, common beans, wheat, rice sunflower, round potatoes. • The total land size in Uyole is 450 hectares. 30 hectares of irrigation land employs over head technique. Staff capacity • They have a gender specialist • Presence of a Natural Resource Department for soil and climate. • Grievance is handled via the suggestion box open to the public and through the disciplinary committee. The head of personal and Center Director also assist in resolving grievances. Handling of Land Conflicts TARI Uyole seldom have land issues since they have title deeds. However, they still experience some few intruders. They handle the land issues or try to resolve the conflicts with their lawyer and the district committee. 1.3 President’s Office, Regional Administration and Local Government (PORALG) and Local Government Authorities (LGAs) 1.3.1 Local Government Authorities (LGAs) Six LGAs were visited namely Meru, Hanang, Mkalama, Kilosa, Kilolo and Mbalali district councils. The following sections summarize issues found in all district’s councils with regard to mainstreaming environment and social management in LGAs activities 1.3.1.1 Presence of unit / Department for Environmental and Social Issues and Staffing Capacity Due to organization setup which is the same for all LGAs, they all have a dedicated department to deal with issues of environment, social development and safeguards. The 2022 approved organizational structure for all LGAs by the PORALG indicates that environment and social development are among the key department for service delivery at the district council. The basic functions of Local Government Authority as stipulated in the Local Government Authority (District Authorities) Act No. 7 of 1982 (Cap 287), and the Local Government (Urban Authorities) Act No 8, of 1982 Cap (288) are as follows: - (i) To maintain and facilitate the maintenance of peace, order and good government within its area of jurisdiction; (ii) To promote the social welfare and economic well-being of all persons within its area of jurisdiction; and (iii) Subject to the National policy and plans for rural and urban development, to further the social and economic development of its area of jurisdiction. The current functions and organization structure of the LGAs comprises of 13 Departments and six (6) Units (Figure 2) as follows: - (i) Administration and Human Resource Department; (ii) Finance and Trade Department; (iii) Water Department; (iv) Works and Fire Rescue Department; (v) Planning, Statistics and Coordination Department; (vi) Health Department; (vii) Primary Education Department; (viii) Secondary Education Department; (ix) Land and Natural Resources Department; (x) Agriculture, Irrigation and Cooperatives Department; (xi) Livestock and Fisheries Department; (xii) Community Development, Social Welfare and Youth Department; (xiii) Sanitation and Environment Department; (xiv) Legal Unit; (xv) Internal Audit Unit; (xvi) Procurement Unit; (xvii) Information and Communication Technology Unit; (xviii) Election Unit; and (xix) Beekeeping Unit. Figure 2: shows organization structure approved by PORALG in 2022 to be used by all the LGAs in the country. COUNCIL DIRECTOR WASTE MANAGEMENT AND SANITATION UNIT LEGAL SERVICES UNIT NATURAL RESOURCE AND ENVIRONMENTAL INTERNAL AUDIT UNIT HEAD CONSERVATION UNIT PROCUREMENT MANAGEMENT UNIT SPORTS, CULTURE AND ARTS UNIT ICT UNIT FINANCE AND ACCOUNTS UNIT GOVERNMENT COMUNICATION UNIT INFRASTRUCTURE, HEALTH, SOCIAL SECONDARY AGRICULTURE, ADMINISTRATION PLANNING AND RURAL AND WELFARE AND INDUSTRY, TRADE PRE- PRIMARY COMMUNITY EDUCATION LIVESTOCK AND AND HUMAN COORDINATION URBAN NUTRITION AND INVESTMENT AND PRIMARY DEVELOPMENT DIVISION FISHERIES DIVISION RESOURCE DIVISION DEVELOPMENT SERVICES DIVISION DIVISION ACADEMIC EDUCATION ACADEMIC DIVISION PLANNING AND INDUSTRY AGRICULTURE MANAGEMENT HEALTH SERVICES SECTION DIVISION 3 DIVISION SECTION DEVELOPMENT AND INVESTMENT SECTION CROSS CUTTING SECTION DIVISION HUMAN RESOURCE MANAGEMENT BUDGETING HEAD SECTION WORKS SECTION ISSUES COORDINATION STATISTICS AND SECTION ROADS SOCIAL WELFARE SECTION SECTION STATISTICS LOGISTICS NGOs AND CBOs OFFICER IN SECTION AND LOGISTICS SECTION COORDINATION LIVESTOCK SECTION SECTION NUTRITION TRADE AND SECTION SPECIAL NEEDS MARKETING SECTION ADMINISTRATION MONITORING SERVICES SECTION EDUCATION RURAL AND SECTION FISHERIES SECTION SECTION AND SPECIAL NEEDS SECTION URBAN EVALUATION EDUCATION DEVELOPMENT SECTION SECTION OFFICER IN SECTION OFFICER IN ADULT AND LGA’S LAND ADMINISTRATION OFFICE – NON-FORMAL MINISTRY OF LAND, HOUSING AND EDUCATION HUMAN SETTLEMENTS SECTION ADULT AND NON-FORMAL EDUCATION OFFICER IN SECTION WARD EXECUTIVE OFFICE OFFICER IN VILLAGE/MTAA EXECUTIVE OFFIC Figure 3: Approved Organizational structure for LGA (Source: PORALG, 2022) These departments have adequate staffing which vary in number from one district council to the other with relevant knowledge and skills. Although the staff deficit on E&S is there due to increased population, the districts however have managed to continue providing E&S service delivery to the community using the available E&S officers. For example, Meru district council has a total of 26 community development officers (CDOs) and 4 officers, 1 gander focal person and 2 grievance redress officers, while Hanang has 13 community development officers, 7 social welfare officers and 2 for environment and natural resources. In Mkalama district council there are 3 social welfare officers, 8 community development officers and 1 for natural resources and environment. Kilosa district council has 19 CDO while Kilolo has 19 CDOs, 5 natural resources and environment officers and 4 social welfare officers. In Mbalali district council there are 5 natural resources and environment officers, 20 CDOs and 8 social welfare officers. In implementing agricultural projects agriculture officers sometimes act as environmental officer in areas where there is deficiency of agriculture officers. 1.3.1.2. Experience in Implementing World Bank and Other Donor Funded Projects LGAs have been implementing World Bank and other donor funded project in sectors such as education, health and agriculture some of which are implemented under the PforR program. Currently all LGAs are implementing World Bank financed projects in education namely Secondary Education Quality Improvement Project (SEQUIP) and Boosting of Primary Education Project (BOOST) where among other things the projects are responsible for the construction of classrooms and new schools in all LGAs. These projects are implemented under the PforR financing mixed with the Investment Project Financing (IPF) for some project components and activities. These projects will go for five years starting 2019 and 2021 respectively. Other World Bank and donor funded project which have been implemented at the LGAs level are ASDP I&II, DADPS, MIVARF and PADEP to mention few. These projects were financed by the World Bank and other donors namely JICA and Bill and Melinda Gates. 1.3.1.3 Budgetary Allocation for Environmental and Social Works at the District All LGAs have two sources of budget, one from the central government and second, from own source. Out of the own sources which also includes grants 60% is channeled towards recurrent while 40% is channeled to development projects. Budget allocation for E&S issues is low and vary from one council to another due to own source capacity. Currently large part of the council’s budget is allocated to Health and Education. Although E&S issues are embedded within the activities of other departments such as education, health and agriculture but the dedicated budget for the specific E&S issues is minimum in all councils due to lack of funds. For example, in Hanang education (60%) and health (25%) consumes about 85% of the entire council budget. Agriculture take about 35 to 40% of the own source. In Kilolo 25% of the 40%nfor development goes to women and disabled, 50% goes to education, and 20% to education. Only 5% goes to other departments including E&S. In general E&S issues receive little budget due to lack of funds in district councils. 1.3.1.4 Environmental and Social Services in Irrigation Schemes and Agricultural Zones All the six visited district councils have areas potential for irrigation and some of the districts like Meru, Mbalali, Kilosa and Kilolo have irrigation schemes in some areas used for crop production. In Kilosa, there are 13 irrigation schemes whereas 3 are improved while the rest are locally made. In total 1040 Ha are under irrigation while more than 3000Ha has the potential for expansion of the irrigation schemes. Kilolo has 40 irrigation schemes and currently the Government is investing in 11 irrigation schemes while Meru has about 40 irrigation schemes of varying sizes and Mkalama has about 900acres potential for irrigation although it has not yet been used. The biggest irrigation scheme in Meru has 400Ha. Environment Section of the district council has a role to provide awareness and technical advice on environmental conservation for all the irrigation schemes. Only districts whose terrain has zones have three agricultural zones namely Meru and Kilolo district councils. These two districts have highland, medium and lower agricultural zones where different crops are grown depending on the climate and weather of the particular zone. For example, in Kilolo district council crops grown in highlands are maize, peas, potato, tea, coffee, pyrethrum and avocados while medium and lowlands grow horticultural crops such as tomatoes, onions and sunflowers. In Meru high altitude (more than 1000mm of rainfall) agricultural zone grows coffee, avocados, horticultural crops, banana and maize. The middle altitude (with 600 to 800mm of rain) grows maize, banana, paddy and fruits while low altitude (about 500mm of rain per annual) are semi-arid and grows legumes, maize and horticultural crops using irrigation methods. Presence of irrigation schemes and agricultural zones show how E&S are important in the delivery of agricultural services. In all the districts Community Development Officers are responsible for organizing irrigation organizations and groups for livelihood activities while environmental officers raise awareness on conservation issues. 1.3.1.5 Collaboration Between Environmental and Social Departments with Others Within the District Council and the Reporting Structure In all LGAs, it is a condition for all agriculture projects that an environmental management officer to screen the project activities whether they have environmental and social challenges and submit the report for further decision. Gender issues is being sensitized, for instance, how many farmers are men, women and youth. Reporting follows council structure and is conducted four times per year while the finance monitoring is done on monthly basis. Ward councilors have three subcommittees who listen to the reports while the full council conducts meeting four times per annum. In the planning process LGAs use D&D method (Decentralization by Devolution) which encourages the planning process to begins at the lower levels going upward. In order to initiate the project all the departments have to be involved. Working in villages is also conducted in team work basis which include officer from the respective departments to optimize the resources. 1.3.1.6 Presence of bylaws and Guidelines for Managing Environmental and Social Issues Within the District LGAs have bylaws governing various issues within the council such as cleanliness, conservation of environment and noise. Apart from the bylaws LGAs continue to use provisions from the national acts to manage environment and social issues such as Environmental Management Act of 2004 and its Regulations, Child Act of 2009, SOSPA, 1998, Occupational Health and Safety Act, 2003, National Guideline of Gender Based Violence. Others at the national level are child act, guidelines for sexual abuse, guidelines for GBV. For agriculture, most of the by-laws are focusing on revenue collection. 1.3.1.7 Experience in Conducting Civil Works, Occupation Health and Safety and Labour Management LGA conducts civil works during construction of classrooms for secondary and primary school22 and building for health facilities. They are also responsible for the construction of irrigation canals in some areas with the potential for irrigation. In conducting civil works LGAs use force account while in large construction such as bus stands, markets and irrigation canals, contractors are used. In recent years most LGAs have been using force accounts to save cost while maintaining quality under the main supervision of the construction committee and the district Engineer. Management of labour remains the role of LGAs (in case of force account) through construction committee and contractors. Labourers used for construction are obtained from communities found within the area. In some LGA the collaboration with the Occupational Health and Safety Authority (OSHA) is tasked to assist with the labour management through trainings on occupational health and safety in construction projects. Accidents and incidents are reported although its management is poor in all districts visited. Prevalence of child labour is not common in government projects. Before construction begins environmental and social screening is conducted to assess for potential E&S impacts leading to the preparation of the ESMP (Scoping Report), although this has not been the case for all the civil works under government programs. During construction works the E&S team which involves Environmental and social officer, land officer and the district Engineer conducts monitoring and evaluation of works to ensure that they are implemented as planned within the agreed quality and that E&S issues including health and safety are adhered to as per the E&S laws and guidelines. Social welfare and community development officers are responsible for community sensitization and awareness and mobilization of community groups to ensure that there is a community willingness to accept development projects. In large construction which involve contractors registered ESIA consultants are used to conduct E&S assessment and prepare Environmental and Social Impact Assessment report whereas the district E&S officers have the responsibilities to review and provide comments for the report. 1.3.1.8 Management of Land Conflicts and Related Issues Land is becoming a scarce resource in some LGAs such as Meru, Hanang, Kilolo, Mbalali and Kilosa where the competition for land for agriculture and pastoralism is high. There are also conflicts over land between large investors and local communities where investors were given large chunk of land which they failed to develop causing villagers to encroach. There have been conflicts of land between one village and other within the same district and between different districts over boundaries issues. There are also conflicts between reserved and agriculture land. In some cases, land conflicts erupt between members of the same family. Complaints and conflicts 22 LGAs implement Secondary Education Quality Improvement Project (SEQUIP) and Boosting Primary Education Project (BOOST) which among other things are responsible for the construction of secondary and primary school classrooms respectively. LGAs have conducted E&S assessment for the construction activities under the two projects. over land are received through normal Grievance Redress Mechanism (GRM) involving the District Commissioners office. 1.3.1.9 Code of Conducts The code of conduct are available especially on labour issues and based on the Labour Law (2014), however somehow weak on the Government founded projects and much stronger on donor funded projects. 1.3.1.10 Grievance Redress Mechanism (GRM) All LGAs follow PORALG guidelines on establishing Grievance Redress Mechanism; which is established from the Village to the District level. Almost in all visited districts there is an established and functional Grievance Desk under the Human Resource Department and in a few cases under the Legal Unit. Most grievances are related to land conflicts and matrimonial cases. The team observed availability and evidence of GRM Registers in all districts although in a few districts (Mkalama and Kilosa) the registers are outdated. 1.3.1.11 Gender mainstreaming All the district councils follow the PORALG Guidelines for gender mainstreaming; the gender focal persons are available in all districts under the Community Development Department. Most of them are familiar with the World Bank and other Donors guidelines on gender mainstreaming. The community development department collaborates with the planning in identification of community needs and the gender related issues are mainstreamed in the district plans from the village to the district level. However, there is need for capacity building on GBV and SEA issues. 1.3.1.12 Gender Based Violence The Gender Focal Persons are responsible for awareness raising and minimization of GBV cases in all districts; however, the level of awareness is higher in districts with more donor funded projects. There is still a compromising approach in resolving GBV cases in some districts like Meru and Kilosa. More knowledge and capacity building in GBV are needed across the LGAs. 1.3.1.13 Collaboration With Other Government Agencies The LGAs collaborate with other government agencies responsible for agricultural inputs and services such as TARI, ASA and NIRC because the end users of their products are found in LGAs. There are Majukwaa ya Kilimo (Agricultural Forums) which bring together agricultural stakeholders including government, its agencies, NGOs and private sectors and other stakeholders to discuss various issues surrounding the sector. LGAs have a strong working relationship with the NGOs responsible for agriculture who bring feedback for every activity conducted within the district. In working with NGOs District Community Development Officer is responsible for registering community groups and provision of the financial technical assistance for groups seeking loan from NGOs. Agencies such as NIRC, TARI and ASA seek support from LGAs in the implementation of their activities although feedback reports are not regularly brought back to LGAs. LGAs maintain supervisory and monitoring roles due to their presence on the field. Although the LGAs are responsible and have access to the communities, their environmental and social officers and other teams are considered as participants and not partners, lacking decision- making power and ownership of the agriculture programs, such as those implemented by TARI, ASA, and NICR. Annex III: Types of Projects Requiring and not Requiring EIA (According to the Environmental Impact Assessment and Audit Amended Regulation of 2018) (a) Type A - Project requiring a mandatory EIA. Project is likely to have significant adverse environmental impacts and that in-depth study is required to determine the scale, extent and significance of the impacts and to identify appropriate mitigation measures. (b) Type B - Project requiring Preliminary Environmental Assessment Project is likely to have some significant adverse environmental impacts but that the magnitude of the impacts are not well-known, a preliminary environmental assessment is required to decide whether the project can proceed without a full environmental impact assessment. A: List Of Projects Requiring EIA (Mandatory List) 1. Agriculture (i) Large scale cultivation. (ii) Water resources development projects (dams, water supply, flood control, irrigation, drainage). (iii) Large scale mono-culture (cash and food crops including floriculture). (iv) Biological Pest Control. (v) Agricultural projects necessitating the resettlement of communities. (vi) Introduction of new breeds of crops. (vii) Introduction of Genetically Modified Organisms (GMOs). 2. Livestock and Range management (i) Large Scale Livestock movement. (ii) Introduction of new breeds of livestock. (iii) Introduction of new or foreign alien species. (iv) Intensive livestock rearing units. 3. Forestry (i) Timber logging and processing. (ii) introduction of new tree species and development of forest plantation. (iii) Selective removal of single tree species. (iv) Biological pest control. (v) Afforestation and reforestation for the purpose of carbon sequestration. (vi) Construction of roads inside forest reserve. (vii) Commercial charcoal, firewood and other forest harvest operations. (viii) Establishment of commercial logging or conversion of forested land to other uses within catchment areas. 4. Fisheries (i) Medium to large scale fisheries. (ii) Artificial fisheries (Aqua-culture for fish, algae, crustaceans shrimps, lobster or crabs). (iii) Introduction of new species in water bodies. (iv) Large scale fish farming including prawn farming. (v) Industrial fish processing and storage. (vi) Introduction of Genetically Modified fish species and other aquatic species. 5. Wildlife (i) Introduction of new species. (ii) Wildlife catching and trading. (iii) establishment of hunting blocks or areas, especially involving resettlement of communities. (iv) Translocation of wildlife. (v) New protected areas especially involving resettlement of communities. (vi) Wildlife ranching and farming. (vii) Zoo and sanctuaries. 6. Tourism and Recreational Development (i) Construction of resort facilities or hotels along the shorelines of lakes, river, islands and ocean. (ii) Hill top resort or hotel development. (iii) Development of tourism or recreational facilities in protected and adjacent areas (national parks, marine parks, forestry reserves etc) on islands and in surrounding waters. (iv) Hunting and capturing. (v) Camping activities walk ways and trails etc. (vi) major construction works for sporting purposes. 7. Energy (i) Production and distribution of electricity, gas, steam and geothermal energy. (ii) Storage of natural gas. (iii) Thermal power development (i.e. coal, nuclear). (iv) Hydro-electric power. (v) Development of other large-scale renewable and non-renewable sources of energy. 8. Petroleum (i) Oil and gas fields exploration and development. (ii) Construction of offshore and onshore pipelines. (iii) Construction of oil and gas separation, processing, handling and storage facilities. (iv) Construction of oil refineries. (v) Construction and/or expansion of product depots for the storage of petrol, gas, diesel, tar and other products within commercial, industrial or residential areas. (vi) Transportation of petroleum products. 9. Transport and infrastructure (i) Construction, expansion or rehabilitation of new trunk roads (ii) Construction, expansion or rehabilitation of airports and airstrips and their ancillary facilities (iii) Construction or new expansion to existing railway lines (iv) Construction of new, or expansion to shipyards or harbour facilities 10. Food and beverage industries (i) Manufacture of vegetable and animal oils and fats (ii) Oil refinery and ginneries (iii) Manufacture of dairy products (iv) Brewing distilling and malting (v) Fish meal factories (vi) Slaughter - houses (vii) Soft drinks (viii) Tobacco processing (ix) Caned fruits, and sources (x) Sugar factories (xi) Other agro-processing industries 11. Textile industry (i) Cotton and Synthetic fibres (ii) Dye for cloth (iii) Ginneries 12 Leather Industry (i) Tanning (ii) Tanneries (iii) Dressing factories (iv) Other cloth factories 13. Wood, Pulp and Paper Industries (i) Large scale manufacture veneer and plywood (ii) Manufacture of fibre board and of particle - board (iii) Manufacture of Pulp, Paper, sand-board cellulose – mills 14. Building and Civil Engineering Industries. (i) Industrial and housing Estate (ii) Major urban projects (multi-storey building, motor terminals, markets etc) (iii) Construction and expansion/upgrading of roads, harbours, ship yards, fishing harbours, air fields and ports, railways and pipelines (iv) Developments on beach fronts 15. Chemical industries (i) Manufacture, transportation, use and storage of pesticide or other hazardous and or toxic chemicals (ii) Manufacture of pharmaceutical products (iii) Storage facilities for petroleum, petrochemical and other chemical products (i.e. filling stations) (iv) Production of paints, vanishes etc (v) Soap and detergent plants (vi) Manufacture of fertilizers 16. Extractive industry (i) Extraction of petroleum (ii) Extraction and purification of natural gas (iii) Other deep drilling - bore-holes and wells (iv) Mining 17. Non-metallic industries (Products) (i) Manufacture of cement, asbestos, glass, glass-fibre, glass-wool (ii) Manufacturing of plastic materials (iii) Lime manufacturing, tiles, ceramics 18. Metal and Engineering industries. (i) Manufacture and assembly of motorized and non-motorized transport facilities (ii) Body - building (iii) Boiler - making and manufacture of reservoirs, tanks and other sheet containers (iv) Foundry and Forging (v) Manufacture of non - ferrous products (vi) Manufacture of iron and steel (vii) Electroplating 19. Electrical and electronics industries (i) Battery manufacturing (ii) Electronic equipment manufacturing and assembly (iii) Installation and expansion of communication towers 20. Waste treatment and disposal (a) Toxic and Hazardous waste (i) Construction of Incineration plants (ii) Construction of recovery plant (off-site) (iii) Construction of waste water treatment plant (off-site) (iv) Construction of secure landfills facility (v) Construction of storage facility (off - site) (b) Municipal Solid Waste (i) Construction of incineration plant (ii) Construction of composting plant (iii) Construction of recovery/re-cycling plant (iv) Construction of Municipal Solid Waste landfill facility (c) Municipal Sewage (i) Construction of waste water treatment plant (ii) Construction of marine out fall (iii) Night soil collection transport and treatment. (iv) Construction of sewage system 21. Water Supply (i) Canalization of water courses (ii) Diversion of normal flow of water (iii) Water transfers scheme (iv) Abstraction or utilisation of ground and surface water for bulk supply (v) Water treatment plants 22 Land development planning, land reclamation, housing and human settlements (i) Resettlement/relocation of people and animals eg. Establishment of refugee camps (ii) Establishment or expansion of industrial estates (iii) Establishment of estates for residential/commercial purposes (iv) Major urban projects (multi-storey building, motor terminals, markets etc) (v) Construction and expansion of hospitals with large bed capacity. (vi) Land reclamation including land under water bodies. (vii) Development of residential and commercial estates on ecologically sensitive areas including beach fronts. (viii) Dredging of bars, greyones, dykes and estuaries. B: List Of Small-Scale Activities And Enterprises That Require Registration (May Or May Not Require EIA). (i) Fish culture (ii) Small animal husbandry and urban livestock keeping (iii) Horticulture and floriculture (iv) Wildlife catching and trading (v) Basket and other weaving (vi) Nuts and seeds for oil processing (vii) Bark for tanning processing (viii) Brewing and distilleries (ix) Bio-gas plants (x) Bird catching and trading (xi) Hunting (xii) Wildlife ranching (xiii) Zoo, and sanctuaries (xiv) Tie and dye making (xv) Brick making (xvi) Sea weed Farming (xvii) Salt pans (xviii) Urban Livestock Keeping (xix) Urban agriculture. (xx) Wood carving and sculpture (xxi) Hospitals and dispensaries, Schools, Community centre and Social halls, play grounds (xxii) Rain water harvesting (xxiii) Garages (xxiv) Black smith. (xxv) Tile manufacturing (xxvi) Kaolin manufacturing (xxvii) Livestock stock routes (xxviii) Fire belts. (xxix) Tobacco curing (xxx) Sugar refineries (xxxi) Tanneries (xxxii) Pulp plant (xxxiii) Oil refineries and ginneries (xxxiv) Artisanal and small-scale mining (xxxv) Rural road Annex IV: Processes to Conduct Environmental Impact Assessment (EIA) as Stipulated in the Environmental Impact Assessment and Audit Regulations (Amended) of 2018. Steps for conducting environmental impact assessment Steps 1: Project Registration and Screening 1. Developer or proponent submits a dully filled registration form and Project Brief or Scoping Report to the Council as per regulation 4A. 2. Council shall examine or screen of the Project Brief or Scoping Report in accordance with regulation 7, 9 and 10. 3. Council shall undertake the screening of the proposed project in accordance with regulation 9 and any guidelines that the Minister may issue for this purpose. Steps 2: Scoping The developer, proponent, environmental experts or firm of experts shall undertake a scoping exercise in order to: (a) Identify the main stakeholders that will be negatively or positively impacted by the proposed project; (b) Identify stockholder’s main concerns regarding the proposed project, (c) Identify main project alternatives; (d) Identify likely impacts, data requirements, tool and techniques for impact identification, prediction and evaluation; (e) Identify project boundaries in terms of spatial, temporal and institutional aspects; (f) Environmental experts or firm of experts shall ensure that there is adequate stakeholder participation in this and all the other stages of the Environmental Impact Assessment; and (g) The developer or the environmental experts or firm of experts shall prepare a Scoping Report and terms of reference for the Environmental Impact Assessment of a proposed project and submits to the Council for approval. Steps 3: Baseline Study (a) The environmental experts or firm of experts shall undertake detailed survey of the existing social, economic, physical, ecological, social-cultural and institutional environment within the project boundary area; and (b) The consultant shall ensure that adequate stakeholder participation is engaged. Steps 4: Impact Assessment (a) The consultant undertakes impact identification, impact prediction and evaluation of impact significance following a variety of appropriate techniques and approaches as specified in the guidelines issued under these Regulations; (b) The environmental experts or firm of experts shall ensure that concerns and views from stakeholders are fully taken into account during the assessment of impacts; (c) The environmental experts or firm of experts assesses all possible alternatives and their impacts and recommends most appropriate options. Steps 5: Impact mitigation and enhancement measures (a) Environmental experts or firm of experts shall prepare impact mitigation measures for all negative significant impacts, either by elimination, reduction or to remedy them; (b) Environmental experts or firm of experts shall prepare enhancement measures for all significant positive effects arising from the project so as to increase the contribution from the project to social development and environmental conservation; (c) Environmental experts or firm of experts shall prepare Mitigation and enhancement Plan for all significant negative impacts and positive effects, with details about institutional responsibilities and costs were appropriate; and (d) Environmental experts or firm of experts shall prepare a Monitoring Plan and Environmental and Social Management Plan with details about institutional responsibilities, monitoring framework, parameters, indicators for monitoring, and costs of monitoring were appropriate. Steps 6: Preparation of Environmental Impact Statement (a) Environmental expert (s) or firm of experts shall prepare an Environmental Impact Statement adhering to contents outlined in these Regulations; (b) Environmental impact statement shall be accompanied with a stand-alone nontechnical summary in Both Kiswahili and English languages; and (c) All technical details, including assessment methodologies, list of consulted stakeholders and their signatures, drawings and terms of references are put in the appendix. Steps 7: Review of Environmental Impact Statement (a) The Council that conducts reviews of the Environmental Impact Statement shall adhere to the review criteria and any guidelines that may be issued under these Regulations; (b) The Council may call for a public hearing and public review of the Environmental Impact Statement in accordance with conditions and procedures stipulated under these Regulations; (c) The Council shall submit review report to the Minister with its recommendations and all documents used in the review, for approval or disapproval. Steps 8: Environmental Monitoring and Auditing The Council shall conduct environmental monitoring in order to evaluate the performance of the mitigation measures following the prepared Environmental and Social Management Plan as well as Monitoring Plan, thus: (a) Monitoring include the verification of impacts, adherence to approved plans, environmental standards and general compliance of terms and conditions set out in the Environmental Impact Assessment certificate; (b) Developer should also undertake monitoring of the implementation of the project to ensure if mitigation measures are effective; (c) Both the developer and the Council shall collect data that may be used in future projects and for environmental management; (d) The Council and the developer undertake environmental audits for the project; (e) Mechanisms for stakeholder participation during the monitoring and auditing process must be defined and followed through; (f) The auditing exercise may focus in the following areas: (i) Implementation/enforcement audit, which takes place when the Council verifies if the mitigation measures and levels of pollution are within limits; (ii) Performance/regulatory audit that entails identification of compliance to relevant legislation or safety standards; (iii) Impact prediction audits checks the accuracy and efficacy of the impact prediction by comparing them with monitored impacts; (iv) The Council collects and compiles information arising from auditing for future use; and (v) Developer collects data from the auditing and compiles information for project management and also for submission to the Council. Steps 9: Decommissioning This shall be the end of the project life. The decommissioning report shall be prepared either as part of the Environmental Impact Statement or separately, indicating how impacts will be dealt with, including costs of mitigation measures: (a) Developer undertakes the decommissioning of the project as per the proposals stipulated in the Environmental Impact Statement; (b) The Council shall continue to monitor implementation of the decommissioning plan, including rehabilitation of the land and other resources that were affected by the project; and (c) The decommissioning report shall ensure issues such as welfare of workers, resource users as well as their general livelihoods are not worse off as a result of the decommissioning. Annex V: Multi Stakeholders List of Participants (Ministries, Government Instituties and LGAs) Name Organization/ Tittle/Position Phone / Email Institution Karoli Karoli Lihala Mbalari DED Actng - DED Kaloli.lihala@mbalalidc.go.tz 0767094203 Christa Mwingira National Environmental christa.mwingira@nirc.go.tz Irrigation RC Officer 0657-575057 Tulizo Malavanu Ministry of Environmental Tulizo.malavanu@kilimo.go.tz Agriculture Officer 0714557048 Yona Mbembela Ministry of Finance Economist elias.yona@hazina.go.tz 0766770167 Deusdedith Mbanzibwa TARI Manager Deusdedith.mbanzibwa@tari.go.tz Biosciences 0755881758 Twilumba Kadeha Kilolo DC Agriculture Officer twilumbakadeha@gmail.com 0756733015 Gaston Masalu Kilolo DC Environmental gaston.masalu@kilolodc.go.tz Officer 0762447663 Rufinus Benard Hanan DC District officer benardrufinus@gmail.com 0713747684 Ridhiwani Kombo Meru DC Agriculture Officer ridhiwanikombo@gmail.com 0754753643 Liberatus Msasa Hanan DC District Agri Officer msasaliberatus@yahoo.com 0767553110 Yusufu Selenge Ministry of HEMU yhselenge@gmail.com Livestock 0754586095 Lameck Makoye TARI – ARUSHA Director Lameck27m@gmail.com 0763263453 Fumba Malima NIRC – Mbeya Snr Envi Officer fumbamalima@nirc.go.tz 0653678982 Melton Kalinga Ministry of HEMU melton.kalinga@uvuvi.go.tz Livestock 0757891761 Henry Moshiro Ministry of DMVA hendry.moshiro@kilimo.go.tz Agriculture 0764356303 Rivald Mbalinga Agriculture Agriculture officer rivaldmbalinga@gmail.com Seed Agency 0627950908 Edwin Serunkuma Meru DC Community Dev ematiasi@yahoo.com Officer 0755677380 Beatrice Ntoga Ministry of Snr Agri Officer Beatrice.ntoga@kilimo.go.tz Agriculture 0765026124 Daktari Hango Ministry of Snr Economist Daktari.hango@kilimo.go.tz Agriculture 0787928288 Khalid Abdul Ministry of Economist khalid.abdul@kilimo.go.tz Agriculture 0718328867 Alphonce Mwiru Ministry of Principal Agr Officer alphonce.mwiru@kilimo.go.t Agriculture z 0678426806 Annamartha Kapufi NIRC - Dodoma Snr CDO Annakapufi03@yahoo.com 0757701808 Paschalina Hayuma Ministry of Principal Agr Officer Paschalina.hayuma@kilimo.g Agriculture o.tz 0685387151 Stephen Kamugisha ASA - Morogoro Principal Agriculture Eng Skamugisha3@gmail.com 0754690098 Maria Mtui Ministry of Snr Economist Maria.mtui@kilimo.go.tz Agriculture 0762185065 Christina Mwasaka NIRC Environmental Officer cmwasaka@gmail.co m 0757734201 Rebecca Momba NIRC Engineer rebeccamsekefu@gmail.com 0753493084 Janeth Maro SAT CEO Janeth.maro@kilimo.org 0754925560 Helena Sanga MIIT Snr Economist Helena.sanga@mit.go.tz 0756769012 Dr. Menan Jangu NEMC Director Env Research Menan.jangu@nemc.or.tz 0714150467 Academicians, development partners, NGOs and CSO working with pastoralists and people living with disabilities (PwDs). University of Dar Lilian Mulamula es lilianmulamula@yahoo.com Lilian Mulamula Salaam Julius Sonoko FAO Julius.sonoko@fao.org Julius Sonoko Michael Mcgrath country director mkeizer@snv.org Michael Mcgrath SNV Respichius Deogratias Regional Director, Mitti EDI d.mitti@edi-global.com Respichius Deogratias Mitti Global Prudence Lugendo SAGCOT Centre P.Lugendo@sagcot.co.tz Prudence Lugendo Limited Francis Mashulano TAMH tamh.tamhhq@gmail.com Francis Mashulano Titus Mwisomba NBS tmwisomba@gmail.com Titus Mwisomba Navaya Ndaskoi PINGO nndaskoi@pingosforum.or.tz Navaya Ndaskoi Novath Epimacus Rukwago SHIVYAWATA info@chavita.or.tz Novath Epimacus Rukwago Mponda Malonzo FAO mponda.malozo@fao.org Mponda Malonzo Renatus Mbamilo EDI Global r.mbamilo@edi-global.com Renatus Mbamilo Emmanuel Che World Bank eendeneche@worldbank.org Emmanuel Che Roselyn Kaihula World Bank rkaihula@worldbank.org Roselyn Kaihula Alex Songoro World Bank asongoro@worldbank.org Alex Songoro Ignace Mchallo World Bank imchallo@worldbank.org Ignace Mchallo Diana Mwaipopo World Bank dmwaipopo@worldbank.org Diana Mwaipopo