Social Enterprise Ecosystem Country Profile

TANZANIA

April 2017 / 2

AcknowledgmentsThis report was prepared by Cristina Navarrete Moreno (Private Sector Development

Specialist) and Natalia Agapitova (Senior Economist). However, without the contribution

of several colleagues the report would have not reached its final form. Therefore, we are grateful for the help of Elaine Tinsley, Belen Sanchez, Marta Milkowska, Ergun

Ertekin, Juan Carlos Guzman Hidalgo, Branislav Kralik, Niharika Hanglem, and Pallavi

Shrivastava.

The report uses data and information gathered by Endeva and BoP Learning Lab. We

wish to acknowledge the great inputs received and the particular effort of Sara Balan

(project manager, BoP Learning Lab) and Christina Tewes-Gradl (project director,

Endeva). Sharon Fisher provided editing and design support.

Copyright © April 2017. The World Bank, 1818 H Street NW, Washington, DC 20433, USA. All rights reserved.

April 2017 / 3

Overview InSub-SaharanAfrica,with388millionpeoplelivingonlessthanthepovertylineofUSD1.90perdayandrapidpopulationgrowth,thechallengeforthepublicsectortodeliverserviceswillonlygrowinthecomingyears.1Sofar,traditionalactors,includinggovernments,civilsociety,andtheprivatesectorhavebeenunabletosolvetheproblemofprovidingessential,qualityservices,suchasaccesstowater,energy,sanitation,education,andhealthcare.Inthiscontext,socialenterprises(SEs)haveemergedasanewtypeofdevelopmentactorwiththepotential to help solve the service delivery gap. During the last decade, SEs in Africa increasinglyaddress service delivery gaps for the poor in novelways,with Kenya and SouthAfrica among theleadingcountriesintheSEsector.SEsareprivatelyownedorganizations—eitherfor-profit,non-profit,orahybridofthetwo—thatusebusiness methods to advance their social objectives. They focus on maximizing the social andenvironmentalimpactfortheirtargetbeneficiariesincontractofmaximizingtheshort-termprofitsfortheir shareholders and private owners. Due to their strong presence and understanding of localcommunities, SEsareoftenable to reachunderservedpopulations through flexibleand innovativebusinessmodels.Although positive examples abound, SEs have not yet fully realized their potential in Africa.Withvariationsacrosssectors,manySEsstruggletoscale-upanddevelopsustainablemodels.SEsfacehighbarriers that areoftenaggravatedby thedifficultmarkets they serve.Commonchallenges includeunconduciveregulationandpolicy,lackoffinancingsolutions,weakinfrastructureandhumancapital,andalackofinformationandnetworks.Inaddition,SEsarenotorganizedasasectorandfallbetweentraditionally recognized public and private organizations. The public sector often does not play acatalyticrole.TheSEecosystemiscomprisedofactors,institutions,andnetworkthatsupportSEsincontributingtodevelopmentgoals.Inmanydevelopingcountries,theSEsectorstilllacksasupportiveecosystem,orenabling environment,whichwould allow theseorganizations to thrive and grow. Four ecosystemdimensions capture the enabling environment for SEs: policy and regulation, financing solutions,infrastructure and human capital, and information and networks. Where these dimensions areimproved,SEscansignificantlycontributetoaservicedeliverychallenge.In developing countries and in particular inAfrica, there is limited data collected and analyzedonexistingsupportingfactors,challenges,andopportunitiesfortheSEsector.ThisreportprofileshowSEs across seven African countries—Kenya,Malawi, Rwanda, South Africa, Tanzania, Uganda, andZambia—address service delivery gaps for poor populations and assesses the status of their SEecosystems. The report targets development practitioners involved in policy design andimplementationwhoareinterestedinnewwaystoaddressservicedeliverychallenges.Thesespecificexamples of challenges and opportunities for SEs in Africa can highlight ways to increase thesustainabilityandscaleofcurrentandfutureSEbusinessmodels.

1Beegle,Kathleen;Christiaensen,Luc;Dabalen,Andrew;Gaddis,Isis.2016.PovertyinaRisingAfrica.Washington,DC:WorldBank.https://openknowledge.worldbank.org/handle/10986/22575.

April 2017 / 4

GeographicThe report focuses on seven African countries: Kenya,Malawi, Rwanda, South Africa, Tanzania, Uganda, andZambia(Figure1).Thesecountriesrepresent:

• Differentlevelsofsocio-economicdevelopment.• DifferentstagesofSEdevelopmentandecosystem

support.• Tworegionalclusterstotestforregionalpatterns

andpotentiallyallowregionalknowledgesharingandlearning.

ServiceSectorsThe report covers four basic service areas: education,energy, health, and water and sanitation. These basicservices lay the foundation for alleviating poverty,reducingincomeinequalities,andultimatelycontributingtoeachcountry’ssocio-economicdevelopment.BeneficiariesThe report considers target beneficiaries for SE activities as underserved, low-income populationsrepresentingtheBaseoftheeconomicPyramid(BoP),livingonlessthanUSD1.90perdayin2015(theWorldBankGroup’spovertylineatthetimeofstartingtheresearch).AnalyticalFrameworkIn this report, the ecosystem framework consists of four parts: demand, supply, SE situation, andecosystemdimensions.SEsareattheheartofthemodel(Figure2).SEopportunitiesforprovidingservicesdependonthedemandbytheBoPandtheexistingsupplysituation.ThefourecosystemdimensionsinfluencetheabilityofSEstooperateeffectivelyandscaleup.Theecosystemframework guides the analysis at all levels: country,service sector, and service sub-sector. Table 1describeseachelementinmoredetail.

Figure1.Focuscountriesinthisreport

n Kenya

n Malawi

n Rwanda

n South Africa

n Tanzania

n Uganda

n Zambia

Figure2.Ecosystemframework

April 2017 / 5

Table1.Fourpartsoftheecosystemframework

DataCollectionEndeva and BoP learning labs conducted desk and field research to map the SEs and ecosystemdimensions.TheybasedtheSEmappingonpubliclyavailableresourcesanddeskresearch,whichwassupplementedwithsemi-structuredinterviewswithSEsandlocalstakeholdersrepresentingdifferentpartsoftheecosystem.Accordingly,thesamplesizeforeachcountryvariesinthereport.Theinformationisbasedon:• 59interviewswithSEs• 140interviewswithstakeholders• InterviewswithBoPserviceusers• Adatabasewith271SEexamples

Demand • BoPneeds:WhatarethedevelopmentchallengesandunmetneedsfortheBoP?• BoPmarket:What are the volume and dynamics of the current BoPmarket?

What are the main challenges related to the 4 A's: awareness, accessibility,affordability,andacceptance?

Supply • Public supply:What is the structureand levelof currentpublic supply for theBoP?Whataresupplygapsandchallenges?

• Non-publicsupply:Whatisthestructureandlevelofcurrentnon-publicsupplyfortheBoP?Forexample,fromNGOsortheprivatesector.

• Donors:Whatroledodonorsplayinthesector?SEsituation • SE understanding and presence: How many SEs are there? How are they

perceived?• Type:Howbigarethey?Howaretheyorganized?Whatistheirlevelofmaturity?• Value chain: What are typical activities in the value chain? In which service

sectorsandservicesub-sectorsareSEsactive?Ecosystemdimensions

Ecosystem dimensions capture the enabling environment for SEs. This includesdimensions thatare specific to SEsanddimensions thatdetermine theviabilityofmarket-basedapproachesmorebroadly.• Policy and regulation:What are the main policy drivers or barriers for SEs?

Includingpolicystrategy,regulation,andlevelofpublic-privatecollaboration.• Financingsolutions:WhatarethesourcesoffundingforSEsaswellasfortheir

clients?Includingcommercialfunding,consumerfinance,andgrantfunding.• Infrastructureandhumancapital:Whatareimportantinfrastructureissuesthat

affecttheoperationsofSEs?WhatistheskilllevelavailableforSEs?Isthesectorabletoattractrelevanttalent?

• Informationandnetworks:Whatorganizations,incubators,networks,training,etc. are available to build awareness, knowledge, and capacity among SEs, oradvocateforSEs?

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Social Enterprise Ecosystem Country Profile

TANZANIA

SElandscapeandecosystemisnascent.HybridSEmodelsarerelevanttomitigatekeymarketchallenges. Relatively good support infrastructure is important first step to promote SEsdevelopment.

Policy and Regulation • Increasingprivatesectorfocus,butslowimplementation

• Nolegalframeworkforsocialenterprisesexists

• HealthismostdevelopedservicesectorforBoPrelevantPPPs

Information and Networks • SEsupportoutnumbersSEscurrently

• Researchanddataforsocialenterprisesisquitelimited

• OneofthefirstAfricanSEnetworksisinTanzania

Financing • ThemajorityofSEsinTanzaniareceivefundingfromgrantsanddonorsources

• Growingimpactmarket,butchallengesdispersingfunds

• ConsumerfinancingisamajorSEbottle-neck

Infrastructure and Human Capital • Infrastructuregapsareasignificantcostdriver

• Anumberoftrainingprogramsbuildskillsofsocialenterprisestaff

SE Situation • LowrecognitionofSEterminology,butpocketsofawarenessareemerging

• NGOstransfertoSEmodels,fewprivateSEs

•MostSEsinenergyandhealth

BoP Demand • Lowservicelevelsarepressuredbyurbanisationandpopulationgrowth

• BoPmarketsaredispersedandinformal

Supply to the BoP •WeakpublicservicesforBoPinhealthandeducation,whilewater,energyandsanitationdoesnotreachBoP

• Privatesectorinvestmentintobasicservicesislimited

• DonoraidamongthehighestinAfrica

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StudybackgroundThisprofileispartoftheSocialenterpriseecosystemmapping.Socialenterprises(SEs)aredefinedasnon-publicprovidersofservices to low-incomepopulations, basedon a sustainablerevenue model and a social mission. The profile maps theecosystemforSEsinTanzaniabasedonaguidingframeworkthatidentifieskeyelementsoftheSEecosystem.Theprofilesupplementsserviceprofilesandareportwithcross-cuttinganalysis.Theserviceareasare:

• Waterandsanitation• Health

Theprofileisbasedondeskresearchandinterviewswithlocalexperts and social enterprises (SE) conducted in summer2015. Unless otherwise noted, information provided in theprofile is based on research and interviews. The list ofintervieweesisprovidedintheannex.

Countryfacts2• Population:49.3Million

(2013)• BoP<$1,25perday:20.8

Million(2011)• GDPpercapitaPPP:US$2443

(2013)• AverageGDPgrowth,2009-

2013:6.4%

NEEDANDDEMANDFORSERVICESDespiteanaverageannualGDPgrowthrate of around 6.4% during the last 5yearsandahighlevelofdonorsupport,Tanzania remains one of the poorestcountries in the world. In 2012 morethan 43.5% of Tanzania’s populationlivedonlessthan$1.25perday.3Highpopulation growth (average 3% in2009-2013—WB WDI) is puttingincreasedpressureonservicedelivery.As a result, Tanzania scores in thelowest quartile on the HumanDevelopment Index and is moving inthe wrong direction dropping 7positions from 2013-14. Rural areasscore lowest, while cities such asArusha,Kilimanjaro,andDaresSalaamHDI score similar to countries withmedium rankings.4 This score reflectthegenerallowservicedeliveryoutsidecities.

2WorldBank,WorldDevelopmentIndicators3WorldBank,WorldDevelopmentIndicators4UNDP/RepublicofTanzania(2014):“TanzaniaHumanDevelopmentReport2014,EconomicTransformationforHumanDevelopment”

57.9

53.2

12.2

14.8

89.5

62

64

30

35

100

Cause of death, by communicable diseases and maternal, prenatal

and nutrition conditions (% of total), 2012

Improved water source (% of population with access), 2012

Improved sanitation facilities (% of population with access), 2012

Access to electricity (% of population), 2010

School enrollment, primary (% gross), 2013

Tanzania Sub-Saharan Africa average

Figure 3. Access to basic services in Tanzania (Source: World Bank data)

April 2017 / 8

Energy, water and sanitation areespecially challenging. While basicsanitiation standards are relatively high,only 12% of the total population haveaccess to improved sanitation facilities inTanzania (2012). In addition, power cutsand failures in the water supply remainfrequent.InTanzania,nationaleducationalindicatorssuchasschoolenrolmentrevealsome positive trends, particularly at theprimary and secondary levels, althoughlarge challenges on quality of education,especially at the higher levels, remain amajorconcern.5TheBoPfacemanyhealthchallenges typical of the region, but thesituationhasimprovedfromalowstartingpoint in recent years with for exampleincrease in life expectancy and reductionin child mortality. Importantly, the gapsbetween urban and rural children andbetweenincomesegmentsaremovingintherightdirection.6InformalBoPmarketsexistinallfourserviceareasandspansmall localenterprisesaswellaslargerestablishedcompanies,whichoftenalsooperate informally. Withinhealthandeducation theBoPoften turn towards low-cost private options, including faith-based providers, private schools, andhealthproviders.Inruralareaswaterisoftenseenasapublicgood,whileurbanBoPareusedtopayingforwater.HeremarketsareofteninformalorNGO’sprovidesubsidizedservices,whichmeansmarketscanbehard for SEs. In theenergyand sanitation sectors,new technologyorproductshavebeenintroduced.SlowproductadaptationhaschallengedBoPmarketdevelopmentinthesesectors.RuralBoPmarketsareoftenverylocalandsmallduetothevastgeographyanddispersedruralpopulationinTanzania.Asa resultsBoP in rural areasoftenhave longdistances topublic andprivate serviceaccess.SomeSEspointtoalackofwillingnesstopayforservicesduetothemanyNGOsanddonorfinancedprogramsinTanzania.SUPPLYOFSERVICESSupplybythePublicSectorDespite reforms, public service delivery for the BoP is low both in terms of coverage and quality.Tanzaniahasimplementedmajoreducationsectorreformsincludingfreeprimaryschools(2001),butteachers andmaterials are lacking and facilities remain inadequate. Despite education being free,parentsareexpectedtocontributefeesforbooksandinventory,whichisaconsiderablecostfortheBoP. Thepublic grid,managedbyTANESCO,only reaches a lowpercentageof thepopulationandalomost only in urban areas. As a result the BoP has no public access to electricity. Inwater andsanitation thepublic sectoralsodelivers limitedurban serviceswhich rarely reach theBoP.Whilsteducation,waterandenergyarelargelypublicsectors,healthservicesareoftenprivateinTanzania.InthepublicsectortheBoPisoftenmetbyinadequatefacilitiesandacuteshortageofskilledpersonnelandisoftenexpectedtopaydifferentfees.

5UNDP/RepublicofTanzania(2014):“TanzaniaHumanDevelopmentReport2014,EconomicTransformationforHumanDevelopment”6WHO(2014):“CountryCooperationStrategyBrief”

Figure 4. Public and private sector indicators (Source: World Bank data) databases)

3%

8.0

1.6 89%

5% 0.2 0.4 11%

Health expenditure as

% of GDP, 2013

Enrolment in primary

education (million)

Enrolment in secondary education (million)

Distribution of installed electrical

generating capacity

Public

Private

April 2017 / 9

TheRoleofDonorsTanzaniaisandhasbeenoneofthehighestaidrecipientcountriesinAfrica,with1.7billionofODAin2013andashighas2.4billionUSDin2009.Inhealth,waterandsanitationprojectsdonorssupportthepublic sector, aswell asmanyNGOs. In the energy sector,whichhas attractedmost supportrecently,thegovernmentremainsthemainpartnerhereintheefforttoincreasepublicsupply. Asregardseducation,thepublicsectorisalsothemainrecipientofdonorprojectsexceptforsmallerfaithbasedorganisations.MillenniumChallengeCorporationAnexampleofalargescaledonorprogramwasthe$698millionMillenniumChallengeCorporationgrantedbyUSAID.Theprogramranbetween2008and2013andiscurrentlybeingrenewed.7Theprojectsweremainlyaimedatrehabilitatingwaterandseweragesystemsandinvestmentinpowerinfrastructureandassuch,targeteddirectcooperationwiththegovernment.

Many donors have moved support from individual projects towards budget support, which havepressuredmanyNGOs,someofwhomhavemovedintoSEmodels(seeSEsection).Atthesametimesourcesinterviewednotedthatmanydonorswerefrustratedwithpaceofprogressinpublicreformandimplementationandwereincreasinglyopentowardsnewmodels.Figure 5. Tanzania ODA commitments, million USD (Source: OECD statistics)

Non-publicsupplyInspiteofthechallengesthegovernmentisfacinginservicedelivery,thereisnotalargeplayingfieldfortheprivatesectorindeliveringservicestotheBoP.Governmentregulationleaveslittleroomforprivatesectorplayersinelectricity,waterandsanitation.Thesearestillverymuchviewedaspublicdomains,albeitwithNGOsbeingallowedtofillsomeservicegaps.Inthehealthsector,thereisalargerfieldofprivateplayers andevenexamplesof thegovernmentpayingprivateoperators for servicedelivery.Ineducation,thegovernmentremainsverydominant,butarangeofprivateschooloperatorsexist(mainlyinurbanareas,butsomereligiousorganisationsandprivateenterpriseshavealsostartedprivateschoolsinruralareas).Theprivateschoolsareinheavydemandduetothelowqualityofthepublicsectorschools.SupplybySocialEnterprisesManypublicofficialsandlocalstakeholdersinTanzaniaareunfamiliarwithSEterminology.8Whilsttheideathatorganizationsmayundertakesomeincomegeneratingactivityasawayofsupportingtheir 7www.mcc.gov/news-and-events/release/mcc-statement-on-board-of-directors-discussion-of-tanzania-0917158Besidesinterviewsconductedforthisstudy,thelocalresearcherinTanzaniaconductedasurveyofSEperception(withaslightlydifferentdefinitionofSEs)in2009(Mori&Fulgence(2009):“SocialentrepreneurshipinTanzania:AssessmentofEnablingEnvironment”).

1,031

1,801 1,7812,203

2,440

1,713 1,5411,318

1,746

0500

1,0001,5002,0002,5003,000

2005 2006 2007 2008 2009 2010 2011 2012 2013

Education WASH Energy TotalODA

April 2017 / 10

socialworkhasbecomemorefamiliaroverthelastfewyears,thereisrealuncertaintyaroundwhatSEareandhowtheyaredifferentfromNGOsorinformalbusiness.ThetermentrepreneurshipintheTanzanian context is often viewed as a business done by ‘petty traders’. Discussion about socialenterprisesarehencesometimescoupledwiththeinformalsector.Tanzaniastillcarriesahistoricalscepticismtowardtheprivatesectorstemmingfromthesocialistera,whichinfluenceswillingnessandexperienceinvolvingtheprivatesector.However,thereareindicationsthatsomegovernmentofficialsatan individual levelarerecognizingSEsasapositive influence.The influxof impact investorsanddifferentSEhubshasalsocreated‘SEnoise’andawareness.ComparedtotheotherEastAfricacountriesstudied,veryfewcompaniesinTanzaniaself-identifyasSEsoruseSEmodels.MostSEsinTanzaniaareNGOs,communityorganizationordonorprojectsthathaveshiftedtowardsrevenuemodelstobecomesustainableinthelightofdwindlingdonorsupport.AnexampleistheTanzanianTrainingCentreforInternationalHealth,whichhasmovedfromexternalfundingto75%self-financingbydevelopingintoanSE.Similartoothercountriesstudiedfaith-basedorganizationssharecharacteristicswithSEsandplayasignificantroleinservicedelivery,especiallyinhealth.AgaKhanisanotableplayer,whichbothhascommercialhigh-endservicesandalsotargetstheBoPthroughmanySEtypeprogramswithinespeciallyhealthandeducation(AgaKhanFoundation).BesidesthesignificantimpactofFBOstructuredSEsinhealthandafewenergyprojects,thereareveryfewexamplesofscaledSEsmodelsintheotherservicesectors,wheresmallerindividualprojectsarethenorm.AssuchSEpresenceinTanzaniaisclosertoverynascentcountriessuchasMalawi,thantothe other East Africa countries, where Rwanda also has few SEs, but a strong private focus fromgovernment,whichmeansSEpresenceisgrowingquicker.AsinseveralothercountriesstudiedthereisconsiderableSEactivityoutsidethefocussectors;inTanzania,especiallyinagriculture,microfinance,tourism,andproductionofdifferentcrafts.HerecooperativemodelsaremorepresentandfollowalongtraditioninTanzania.DespitelowSEslevelsSEsexistinallsectorsstudiedandinterviewrespondentsnotethatSEthinkingisontherise.MostsocialenterpriseshavebeenidentifiedintheenergysectorandinthehealthsectorintheformofFBOs.SEsinenergymainlyprovideoff-gridsolutionsintheruralareaswherenoservicesareavailable.Sofar,goodresultsfromenergySEsinKenya,UgandaandRwandahavenotbeenscaledorreplicatedsuccesfullyinTanzania.Inthehealthsectornon-publicactorsarerecognized,includingSEs,whichprovidearangeofservicesindependtlyorwiththegovernmentasapartner.CCBRThospitalhas,forexample,signedaMemorandumofUnderstandingwiththegovernmenttoprovidematernalandnewbornhealthcareinDaresSalaaminordertopreventdisabilitiesandtoreducethelevelsofmaternal and neonatal mortality in Tanzania. Through the MoU, the government is providing afinancialcontributiontoCCBRToperations.InwaterandsanitationafewNGOstructuredSEsfocusonwaterservices,wastehandling,sanitationsolutionsandtraining,butmostworkasnormalNGOs,butmightpromotemarketbasedsolutionsintheirwork.TheSEsBOMBA9isoneofthefirstSEsinwaterandsanitationstructuredasaprivatecompany. IneducationservicedeliverychainSEservices forexample include low cost schools, but also a number of skill development NGOs, which combinetrainingwithrevenuegeneratingproduction(e.g.ArushaWomenEntrepreneurs).

9Seemoreinwaterandsanitationprofileorhere:http://idwp.nl/project/safe-water-for-30-000-people-in-mara-region-tanzania

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Health Waterandsanitation Energy Education

SEactivitylevel

SEExample

BusinessAreaCCBRTDisabilityHospitalprovidessurgicalandoutpatientservicesforophthalmology,obstetricfistula,orthopedics,andreconstructivesurgeryandanesthesia.Theirservicestargetthelowestincomecommunitieswithsubsidizedlowpricesorfreeofchargeservices.TheirincomeismainlygeneratedthroughdonorsandthroughcharginghigherpricesattheirPrivateClinicformiddleclassconsumers.TypeCCBRTisanon-governmentalorganizationbasedonahybridmodel.Itwasfoundedin2001.

BusinessAreaNUMAGROdopitemptyingservicetothelocalcommunityintheTemekeMunicipality.Itwasamongtheareaswherecholeraepidemicwascritical.Giventheirengagement,theepidemicisnolongeraproblem.Byusinglocaltransportationmeanstocollectthewasteandtakingittocentraldumpingareas,theyareabletoconductasustainablebusinessmodel,whichisaffordabletothelocalcommunities.TypeNUMAGROisafor-profitenterprisefoundedin2010.

BusinessAreaL’sSolutionpromotesandsellssolarpoweredlamps,chargersandcookstovesatvillagetradefairs.Theyalsoinstalllarger-scaledevicessuchassolarwaterpumpsandsolarPVpanelstherebysolvingproblemsfortheBoP.Theproductsthemselvesreducefuelconsumptionby60percent,reducingdeforestationandhealthrisksfromindoorairpollution.TypeL’sSolutionisaprivate,for-profitcompanyfoundedin2007.

BusinessAreaBrightGreenEnterpriseworkswithschoolsinTanzaniabyhostingEnterpriseChallengeDays(entrepreneurialchallenges),talksandcareerworkshops.Thecompanyaimstoimprovetheskillsandcompetencesofstudents.TypeBrightGreenEnterpriseisaprivatecompanybasedintheUK.IthasbeenworkingwithschoolsinnorthernpartsofTanzaniasince2010.

Social Enterprise Ecosystem ThesocialenterpriseecosystemisonlyemerginginTanzaniaandSEsstillfacemanychallengesinthecurrent system. SEs find themselves limitedmainly by restrictions of the legal framework, fundingissuesandlackofappropriatetechnicalsupport.POLICYANDREGULATIONPolicystrategyThe notion of linking production and serviceswith a greater social good has has a long history inTanzania. Cooperativesdateback fromthecolonialeraandwerestrenghtened inthesocialistera

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throughtop-downcollectivemodelsatcommunitylevel(e.g.Ujamaapolicy10),butalsointegratedintostate structures, for example through national cooperative banks. While cooperative forms havedwindledinreformdrivestheyasnotedhavereemergedinsomesectorswithSEpresence.Despiteinternationalattemptstoliberaliseandreducethestate,Tanzania’shistoryisstillreflectedinanoften-times arms-length relation to the private sector and a heavy state involved inmany areas of theeconomy,includingpricecontrolincertainsectorsandmanystate-ownedenterprises.WhileTanzaniaishighlightedasastablecountryingeneral,severalSEsandexpertsquotedunpredictablegovernmentpoliciesandlackofexperienceworkingwiththeprivatesectoraskeychallengesforSEinvestements.InrecentyearstheGovernmentofTanzaniahasdevelopedanumberofpovertyreductionstrategies,includingseveralphasedoftheNationalStrategyforGrowthandReductionofPoverty.Thestrategieshavesucceededinsustainingstablegrowth,butfailedtoproduceequitablegrowth.InadditiontothePovertyReductionFrameworkTanzania’sLongTermDevelopmentVision202511was formulated in2000.Vision2025strivestowardsdevelopingTanzaniaintoamiddle-income,semi-industrializedandcompetitive economy. To achieve this, the government has formulated a range of long-term andmedium-termplans,whichtarget infrastructurebottlenecksaswellasconstraintsrelatedtoskilledlabour, business environment, market structure etc. Many of these areas link into public servicedelivery,butimplementationhasbeenslowandhamperedbyamongthingspoorpolicymanagement,bureaucracyandfailuretodecentralise.12RegulationSinceSEsarenotrecognizedpolitically,theyhavetofitintotheexistingframework.SEregisterinanumberofformsincludingsocieties,companieslimitedbyguaranteeorasmostNGOs13.TheamendedNGOactallowsincomegeneratingactivityaslongasthisisalignedwiththesocialmissionandprofitsarereinvested.Therearealsoincentivesthatsupportactivitieswithasocialmission.Forinstance,taxexemptions and incentives are provided for import of somemedicines and equipmentwhen suchthingsarepurchasedabroad.However,suchexemptionsareonlyofferedtoNGOsthatareregisteredasnot-for-profit.SomeexpertsmentionedexamplesofNGOs,whichregisteredascompaniestoavoidthepowerofofficialstoderegisterNGOs,iftheyconductsensitiveactivities.SeveralSEsnotethatbusinessregistration,licensesandtaxinTanzaniaiscumbersomeandincludesmanyfeestogovernmentagencies.ForeignSEsshouldalsobeawarethatlandispublic,butleasableandthattherearerestrictionsonforeignownershipsofland.Table 2. Regulations and their relevance to SEs

Examplesofregulation SErelevanceNon governmental organizations act no 24/2002SocietiesActTheCo-operativeSocietiesActTheTrustees’IncorporationActCompaniesAct

LawsgoverningregistrationofSE.

IncomeTaxActrevisededition(2008)Sect.64 Stipulates how charitable organizations canmakeuseoftaxincentivesandexemptions

10Ujamaameansextendedfamily,brotherhoodandwasusedtodescribeAfricansocialism.Amongotherthings,thepolicywasusedtopromotecollectiveproductionformsespeciallyinruralareasinthepost-independenceera.11www.tzonline.org/pdf/theTanzaniadevelopmentvision.pdf12UNDP/RepublicofTanzania(2014):“TanzaniaHumanDevelopmentReport2014,EconomicTransformationforHumanDevelopment”13TanzaniaAssociationofNon-GovernmentalOrganizations(2013):”ReviewingTanzania’snon-profitlegislativeregimeandneedforanewregulatoryframework“

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Public-privatecollaborationOnpaper,thereisawillingnessfromthegovernmenttoengagewiththeprivatesector.TheNationalPublic-PrivatePartnerships(PPP)policyof2009pointtoPPPsasviablemeanstoaddressconstraintsoffinancing,managementandmaintenanceofpublicgoodsandservices.However,asmentioned,theculture in thepublic sectorhasnot allowed thesepartnerships tobe implemented in larger scale.Public-PrivatePartnershipsdoexistinseveralcaseslikewithCCBRT,whichislargelyanSEmodel.Intotal, theWorld Bank database lists 27 PPP projects thatwere implemented in Tanzania in 1990-2014.14Mostwerelargescaleprojectsintheelectricityandtelecommunicationssector.IntheWASHsector,PPPsarealmostnon-existent,withanunsuccessfulattempttoprivatizewatersupplyinDaresSalaam in 2003. In the health sector, PPPs are more common and the level of public-privatecollaborationhasbeenincreasingexponentiallysince2007.Forexample,theMinistryofHealthandSocialWelfare has developed Service Level Agreementwith a number of non-public stakeholders,includingthemainFaithbasedorganizationandtheAssociationofPrivateHealthFacilitiesinTanzania.FINANCINGGrantfundingAsnoted,TanzaniaremainsalargerecipientofdonorsupportanddespitereductionindirectfundingmanyorganizationsandSEsstillrelyondonorfundingforprogramsorselltheirservicestodonors.Forcompanies, grants are often harder to access due to unwillingness to support private enterprises.Someexpertsnotethatthecommercialmarketforimpactinvestorsischallengedbygrantsanddonorfunding,sinceSEscomparedealswithfreemoney.Table 3. Examples of grant funding Examplesofgrants FocusTheInformationSocietyandICTSectorDevelopmentProjectinTanzania

Theproject runsan innovation fundwhichprovidesgrants to socialinnovators.

UnitedStatesAmbassadorscommunitygrants

TheprogramprovidesgrantstocommunityorganizationsinTanzaniathatareinvolvedinprojectsbenefittingruralandurbancommunities.SomeSEtypemodelshavebeensupported.

HumanDevelopmentInnovationFund(HDIF)

HDIFisachallengefundforsocialinnovationsineducation,healthandWASHsectors.

TonyElumeluFoundation The foundation runs an entrepreneurship program which providesseedfinancingtoearly-stageenterprises,includingSEmodels.

Wateraid Financeopportunitiesforselectedsanitationcompanies.TheTanzaniaSocialEntrepreneurshipNetworkForum

TheTanzaniaSocialEntrepreneurshipNetworkForumprovidesgrantsfrom various sources through an online platform. The grants comefrominternationalorganizationsthatusuallyfocusonaspecifictargetgroup.AccordingtotheChairman,“fundsarenotfullyutilizedduetothelackofawarenessoftheSEs.”

Off-Grid:ElectricOff-Grid:Electric isanexampleofanSEwhichhas leveragedpublicandprivatefinancing.US-AidinitiativePowerAfricahassupportedthecompany“grow,improve,andattractsubstantialprivatecapital investment. USAID’s Development Innovation Ventures (DIV), an innovation fund within

14http://ppi.worldbank.org/snapshots/country/tanzania

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USAID’sU.S.GlobalDevelopment Lab, investedan initial$100,000 in2013 topilotoperations inTanzania. The company also received $200,000 in funding in 2013 from the Overseas PrivateInvestmentCorporation’sU.S.-AfricaCleanEnergyFinance(ACEF)Program.ACEFsupportallowedOff-Grid:Electrictoupgradesoftware,andoptimizehardwaredesignandsupplychainmanagement.Theseeffortswerecriticalforthecompanytobetterserveitsexistingcustomerbasewhileallowingit to scale quickly. Between2013and2014, the number of homes receiving electricity fromOff-Grid:Electricjumpedfrom1,000tonearly30,000.Thecompanybuiltonitsearlysuccessbyrefiningtheirsalesmodelwithinitialpublicsectorsupportandraised$7millioninprivateequityledbyU.S.investorsSolarCity,VulcanCapital,andOmidyarNetwork.DIV investedanother$1million in late2014andinearly2015thecompanysecuredanother$16millioninequityfinancingledbySolarCity,Zouk Capital, and Vulcan Capital, as well as an additional $7 million loan from the IFC and itspartners.Together,theseeventsculminatedinthe2015launchoftheMillionSolarHomesInitiativewithanewpartner, theGovernmentofTanzania.Theeffort seeks toprovideaffordableoff-gridenergytoonemillionTanzanianhouseholds,whilecreating15,000jobsbytheendof2017.”SourceUSAid15

CommercialfundingAccessingcreditisextremelydifficultinTanzania.Tanzanianbanksareextremelyriskaverseandareoftenunwillingtoinvestinstart-uporearly-stageenterprises.Interestratesarehighatabout14-16%andthedemandsforcollateralarestrict.Collateralrequirementscanbemorethantheloanamount.ThesituationisevenworseforSEs,sincetheyarelargelyviewedasNGOswithlittleornofocusonfinancialreturns.Micro-financeoccasionallyprovideloanstoNGOsandcertainSEprojects,butthiswilloftenbeataveryhighinterestrate,evenabovetheratechargedbybanks.TheimpactinvestmentmarketisnascentinTanzania,butitisontherise.TherehavebeendisbursedatleastUSD227millionincapitalinthecountry.16Overall,however,Tanzaniaisconsideredtobethethird country after Kenya andUganda in terms of impact investing activity. There are 129 impactinvestmentvehiclesand92impactinvestors(non-DFI)inTanzania,whichissimilartothenumbersforKenya, but the level of deals and investment is much lower in Tanzania. Some impact investorshowever look towards Tanzania citing a crowded market in Kenya. Financial services, energy,agricultureandhousingattractthemostcapital,whilehealthcaresurprisinglyseesfewinvestmentsdespitebeingafocussectorforprivateengagement.Generally,impactinvestorsarechallengedbythelevelofinformalityamongTanzanianenterprises,whichmakesduediligencehardandpointtoalackofmaturedeals.17ConsumerfinanceAccesstoformal financialserviceshas increasedsignificantly inTanzaniareaching57%in2013.18Amajorityoftheseservicesareprovidedbynon-bankinginstitutionssuchasMFIs.However,thesetypeof institutions rarelyhaveproductswhichare relevant for the service sectors studied.Asa resultsconsumerfinanceisamajorbottle-neckforSEsinTanzania.SomeSEshaveincludedmicro-financing,loansorsavinggroupsintheirprograms.19AsinothercountriesenergyservicesarepushinginnovationwithSEssuchasMKopa,SolarMoneyandOff-gridElectricsemployingdifferentsequencedorpay-as-you-gofinancingschemes.AlsoseetheWaterandsanitationprofileforexamplesoffinancingschemesinsanitation.

15Textisdirectlyfromwebsite(shortened)toprovidedetailedexampleoffundingstructureforlargescaleSEs.www.usaid.gov/powerafrica/newsletter/aug2015/solar-powered-homes-tanzania16GlobalImpactInvestingNetwork(2015):“TheLandscapeForImpactInvestingInEastAfrica”17GlobalImpactInvestingNetwork(2015):“TheLandscapeForImpactInvestingInEastAfrica”18ShareResearchConsortium(2015):“DevelopingmicrofinanceforsanitationinTanzania”19Example:http://wsscc.org/2015/05/15/global-sanitation-fund-programme-in-tanzania/

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INFRASTRUCTUREANDHUMANCAPITALInfrastructureInfrastructureremainsachallengeinTanzaniainbothurbanandruralareas.Theelectricitygriddoesnotreachmanyruralareasand isofpoorquality. Inaddition, it isdifficult forprivateoperatorstomakeuseofthegrid,limitingthemtooff-gridsolutions.Thesameistrueforthewaterinfrastructure,which is limited outside the urban areas. When it comes to sanitation, infrastructure remains aprobleminbothurbanandruralareas.The continued expansion of themobile infrastructuremakes it possible to develop new businessmodels, both in terms of transmitting data and usingmobilemoney as a payment infrastructure.However,costremainsanissuewhenitcomestodatausage.Therearecurrentlynewsolutionsonthewaytotrytosolvethis.OnecompanyiscurrentlytestingasystemtoprovidelowcostinternetinruralareasbyusingIPtechnology.20ThiscouldopenupalargepotentialinprovidingICT-basedsolutionstoBoPneeds.Mobilemoney isof increased importanceand is thebankingmethodof choice for thecommonTanzanian.32%ofthepopulationusemobilebankingexclusivelyandonly2%haveanactivetraditionalbankaccount.21ServingtheBoPinTanzaniameanscopingwithavastgeography,dispersedruralpopulationandpoortransportation infrastructure. For SEs thismeanshigh costs and challenging logisticswhen scaling.Oftenisitnecessarytodecentralizedistribution,inventoryanddifferentservicefunctionsduetolargedistances.SkilledstaffAccesstoskilledstaffisachallengeforallsectorsinTanzaniabecauseofthepooreducationsystemand lowproductivityamongtheworkforce.There isalsoa lackofspecializededucationtoprovidetechnical knowledge about operations in the given sector. There is, for example, no specializededucationtoenablepeopletoworkintheWASHsector.Inthehealthsector,governmentstatisticsasreflected in the 2009– 2015Health Sector Strategic Plan III (2008) indicate that there is an acuteshortageofstaffandonly35%oftherequiredpersonnelisinplacetoprovidehealthservices.WithlowrecognitioninthepublictheSEsectorisstillnotwellknownasanindependentcareerchoice.Several socialentrepreneurs interviewedhadan ICTbackgroundandwereusing ICT technology toprovidesolutionsforsocialchallenges.TheseinterviewsreflectthattherearepocketsofSEawarenessthataredrawingskilledprofessionals.SeveralSEsandexpertshowevernotethatitisastruggletofindexperiencedlocalstaffformiddleandseniormanagementpositions.ComparedtoforexampleKenya,lessdiasporaisreturningandfeweraregainingcompetenciesabroad.OftenwageexpectationsarealsoaproblemforSEstosupport.NotablydifferentSEfocusedcoursesarebeginningtoemerge.AttheUniversityofDaresSalaam,anSEcourseisforexampleofferedasanoptionalclassintheProjectManagementMastersprogram.MSTCDCTrainingCentreThecenterisdevelopingaBachelordegreeandahigherdiplomafornon-profitstudiestodevelopacadreofpeoplewhocanestablishSEs.TheprogramshavealreadybeenaccreditedbytheTanzaniaCommissionforUniversities(TCU).ThefirstintakeunderthisprogramwillstartinJuly2015.The

20BlueTown21Economidesy,N.,&Jeziorskiz,P.(2015):“MobileMoneyinTanzania”

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fundamental modules include, among others, Aid and Development, Principles of not-for-profitsector,SEskills,PovertyandInequality,ProjectImplementation,PublicAdvocacy,EthicsandSupplychain.Furthermore,theMSTCDCTrainingCenterisalsoplanningondevelopingaMaster’sdegreeinsocialeconomy,whichwillalsohaveanSEmodule.INFORMATIONANDNETWORKSCapacitybuildingSEs in Tanzania are offered a range of training and incubations options, both specifically on SEpossibilitiesandongeneralbusinessoperation.TrueMaishaTrainingCompanyforexampleconductsa5-daySEtraining,whereparticipantsconceptualizeinnovativebusinessideas,whiletheparastataltraining organization, SIDO, in collaboration with the ILO, offers technical training. Most supportentitiesfocusonearlystageventuresandneedsofthese,withlittlefocusonscalingSEs.TanzaniaisalsohometoanumberofSEincubators.ThemainplayerinthemarketisBUNI(seebelow).OtherincubatorsincludeLivingLabsReach,whichpromotessocialinnovationinruralregionsthroughtheuseoftechnology,andVillageCompanyinArusha,whichhas10SEcompaniesinvariousstagesofdevelopment.Furthermore,ReachforChangerunsanannualSEstartupcompetition.SomeSEsalsorunincubatorprograms.Apps&GirlsaimstobridgethegendergapinICTthroughmakingschoolvisitsandpromotingITsocialsolutions.N-labsaimsatpromotingsocialentrepreneurshipamongyouthattheageof9-19years.Severalnewtechnologyhubshavealsoopenedrecently,which indicatesanincreasedfocusonlocallydevelopedtech-basedenablingtechnologies.Table 4. Examples of capacity building for SEs Type ExamplesUniversitybasedincubators

• The University of Dar es Salaam Entrepreneurship Centre (UDEC) has anincubation program that was launched in 2009. The program targetedbusinessserviceprovidersatthestart-upstage.Amongtheservicesofferedwereofficespace,training,counselingandcoaching,networkingwithclientsandanopportunitytodeliverUDECprograms.

Privatesectorbasedincubators

• Another SE incubator is KINU group, which focuses on ICT, but alsoencouragespeoplefromotherdisciplinestobecomeactivemembers.

• There is alsoVillageCompany incubatoroperatedbyVillage InternationalAfrica.ThisisheadquarteredinArusha.Theincubatorhas10companiesinvariousstagesofdevelopment.Ithasplanstoreach100companiesinthenearfuture.

Publicsectorbasedincubators

• BUNIisbasedinDaresSalaamandfundedbyTANZICT,abilateralprojectbetween the government of Finland and Tanzania. The hub has been inoperationforalmostfouryearssinceOctober2011,andisthebiggestinthecountry with 400 registered members. BUNI operates four programs: aninternshipprogramaimedatuniversitystudents;amentorshipprogramthathelps students develop an SE business model; an innovation outreachprogram aimed at universities where mentoring, career guidance, andcapacitybuildingisofferedandafabricationlabwhereentrepreneursinventtheirideas.

Competitionorchallenges

• AnSEcompetitioninTanzaniaisrunbyReachforChange.Thecompetitionhas been successful so far. For instance, the prize winner started an SEorganizationcalledApps&Girls.Reach forChangealsohasan incubationprogramtoensurethattheoneswhogettheprizeawardreceivementorshipandtraining.

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• EnablisandseveralotherentitieshavealsoruncompetitionsinTanzania.

ResearchandDataSEs are rarely subject to scientific scrutiny in the academic community in Tanzania. According toexpertsinterviewedthelackofwell-documentedresearchandcasesdelaysthedevelopmentofthesector.AvailableresearchatthecountrylevelincludesMori&Fulgence(2009)whichfocusesontheEnablingEnvironmentforSocialEntrepreneurshipinTanzania.IntermsofBoPmarketdataSEslargelyhavetogeneratetheirownresearch.Availabledatavariesforeachserviceandalsoacrosssubsectors(seehealthandwaterandsanitationprofilesforexamples).CoordinationandadvocacyTheSocialEntrepreneurshipNetworkForumisorganizedonamonthlybasis.AmongthemembersaretheInnovationhubs(KINU,BUNI,N-Lab);evenimpactinvestorsReachforChangeparticipateinthisforum.TheexistenceofafocusednetworkisuniqueforEastAfrica,whereevenKenyaislackinganoperationalSEnetwork.Inadditiontothisnetwork,thereareanumberofsectorspecificnetworksthatadvocateformembersinsectorswithasocialimpact.Theydonotpromotesocialentrepreneurshipassuch,butareratherfocusedoncreatingopportunitieswithintheirrespectivesectors.Table 5. Examples of networks relevant to SEs Sector ExampleEducation

• Tanzania Education Network/Mtandao wa Elimu Tanzania (TEN/MET) is anationalnetworkofover150nationalNGOsandCBOs, internationalNGOsand district networks throughout Tanzania that are concerned with thepromotionofeducation.ItscoreaimistoworkandlinkwithotheractorsinCivilSocietyOrganizations(CSOs),tosupportlocalgroups,suchasCommunityBasedOrganizations(CBOs),FaithBasedOrganizations(FBOs),andNGOs,tocarry out their advocacy work with an informed collective voice and toinfluencepoliciesforbasicqualityeducationforallinTanzania.

Health • The AfricanMedical and Research Foundation (AMREF) is an independentnon-profit, non-governmental organization (NGO) whose mission is toimprovethehealthofdisadvantagedpeopleinAfricaasameansforthemtoescapepovertyand improve thequalityof their lives.AMREFhas someSErelevantactivities.

Energy • TanzaniaRenewableEnergyAssociation(TAREA), formerlyTASEA(TanzaniaSolar Energy Association) is a non-profit making, non-governmentalorganizationthatbringstogetheractorsintherenewableenergysectorstopromotetheaccessibilityanduseofrenewableenergyinTanzania.

WaterandSanitation

• TheAssociationof TanzanianWater Suppliers (ATAWAS) is amembership-basedassociationoperatinginTanzania.ATAWASwasestablishedinOctober2002 as a Non-Governmental Organization. The Association has membersfrom water suppliers, from regional and district headquarters, individualmembersandothersectors inwater industrysuchaswaterandsanitation

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service vendors,manufacturers of water supplymaterials, water boreholedrillers,waterandsanitationengineeringservicesandtraininginstitutionsinwaterandsanitation.Theorganizationsupportsthewaterindustrythroughinformationsharing,knowledgemanagementandadvocacy.

EnablingSEsMicroFinance

• TheSocialEntrepreneurshipNetworkForumisorganizedonamonthlybasis.Thenetworkdiscussesandadvocatesforsocialentrepreneurshipissues.

• Tanzania Association of Microfinance Institutions provides services to themicrofinanceinstitutionsandclientsofmicrofinanceservices.Itisaplatformforallmicrofinancestakeholderswhichallowsthemtomeetanddiscusstheirconcerns and interests, network and collaborate for the purpose ofdevelopingthemicrofinancesectorinthecountry.

OUTLOOKSEshavetherightmindsettoworkinchallengingTanzanianmarkets.SupportingSEsdevelopandscaleisneededtoleveragepotential.Relativelygoodsupportinfrastructureisimportantfirststep.ServicestatusandSEopportunity:InsmallnumbersSEsarepresentacrossthefourserviceareaswithoftensmalllocalprojects.AsinothercountriesFBOSspanwideineducationandhealth,whilenewertypesofSEsarepresenttoalimiteddegree.InenergyinnovativeSEsarebeginningtopickupandaredriversofbothinnovationandscale.Itisimportanttonotethatprofileonlypaintsahalfpicture,sincemoreSEtypeorganizationcanbefoundinsectorsbeyondthescopeofthisstudyandaddtotheSElandscapeinTanzania.However,evenwithabroadperspective,SEsarenotrecognizedwidelyasanindependenttypeoforganization.SeveralexpertshoweverpointtowardsSEsmodelsasanecessaryapproachtodrivechange.Businesschallenges linkedtovastgeography, lowpurchasingpowerandlack of BoP awareness and demand,means private service solutions are developing slowly. In theshort-runhybridmodelsare thereforean interestingalternative todonorprojectsand slowpublicimprovements. An example is the sanitation sector, which will require patience, innovation anddemandcreation–threequalitiesofSEs.Ecosystemstrengths/weaknesses:TheecosystemforSEsinTanzaniaisfragmented.Ontheonehand,TanzaniaisbehindEastAfricanpeersonprivatesectorengagementandhostsachallengingbusinessenvironment. On the other hand, Tanzania has a number of impact investors looking for deals,incubatorsandSEscourses,whichmatchesorexceedsothercountries.Akeyfocusshouldbetoensurethat these supportentitieshelp local companies copewith the structuralbarriers inTanzania.Thefollowingareexamplesofpossibleareasofintervention.Potentialareasforintervention:

• Leverageexistinginitiatives:Inallsectorsstudiedthereisstrongdonorpresenceandmanycivilsocietyprojectsbeingcompleted.ManyofthesespendresourcesonBoPeducationanddemandcreation,butfacechallengesonsustainability.SupportingsomeofthesetransferintoSEmodels(asTanzanianTrainingCentreforInternationalHealth)orlinkingSEswithprojectscouldenhancemarketlinksandbringdowndemandcreationscostsforSEs.

• Support implementation: In several sectors relevantpoliciesorpolitical aspirationsare inplace,butimplementationisnothappening.ThehealthsectorisfurthestandcouldbeagoodtestsectortosupportpublicstakeholdersonintegratingandsupportingSEmodelstoexpandservicedelivery.

• Partnerships:Tanzanialacksgoodcases,whichcanillustratethelarge-scalepotentialofSEs.Theexampleof1millionsolarlightsshowsanewdevelopment,wheredonorsareincluding

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SEsinenergysectorworkandlinkingwithbothgovernmentandprivateinvestment.Thistypeof partnershipswill be necessary to drive change. Experiences from this project shouldbemonitoredclosely.

• Larger players and regional links: Larger players need tobemore strategically involved indevelopmentoftheservicedeliverychainsinTanzania,sincebusinessbarriersareoftentoolargeforsmallorganizationsandlinksareneededacrosstheservicedeliverychains.Smallerplayers can link into service delivery chains and also benefit. Tanzania is the only countrystudiedthatlinksintoboththesouthernandeasternregionalmarkets.BeingadualmemberofEAC22andSADC23forexamplemeansSouthAfricancompaniesaremoreactiveherethaninotherneighboringcountries.LeveragingtheEastandSouthlinkaswellasengaginglargerlocalplayers in SE typemodelswill be important todevelophigh-impact SEmodels. SupportingstrongSEstoreplicateacrossbordersandlearningfrombestpracticeinKenya,UgandaandRwandaisalso importanttobringTanzaniauptospeed.Developingsupportprogramsandknowledge sharingmechanismswitha regionalperspective can facilitate this typeof crossborderlearning.

BIBLIOGRAPHYAllen,L.K.,Hetherington,E.,Manyama,M.,Hatfield,J.M.,andvanMarle,G.(2010):“Usingthesocial

entrepreneurship approach to generate innovative and sustainable malaria diagnosisinterventionsinTanzania:acasestudy”,MalariaJournal,9:42.

Economidesy,N.,&Jeziorskiz,P.(2015):“MobileMoneyinTanzania”GlobalImpactInvestingNetwork(2015):“TheLandscapeForImpactInvestingInEastAfrica,Tanzania”Katemba,S.:“RegistrationofNGOsinTanzaniaaccordingtotheNGOActNo.24/2002asamendedby

Actno.11/2005”,MinistryofCommunityDevelopment,GenderandChildren.MincaLiving(2013):“ExploringtheDynamicsofSocialEnterprisesinTanzania”,LondonMori&Fulgence(2009):“SocialentrepreneurshipinTanzania:AssessmentofEnablingEnviron-ment”,

2ndEMESInternationalConferenceonSocialEnterprise,Trento(Italy)-July1-4,2009.Tanzania Association ofNon-GovernmentalOrganizations (2013): ”Reviewing Tanzania’s non-profit

legislativeregimeandneedforanewregulatoryframework“UNDP/Republic of Tanzania (2014): “Tanzania Human Development Report 2014, Economic

TransformationforHumanDevelopment”WHO(2014):“CountryCooperationStrategyBrief”http://ppi.worldbank.org/snapshots/country/tanzaniaINTERVIEWSMathew,PopulationServiceInternational(PSI),June11,2015BeatriceMgaya,CEO,SocialActionTrustFund(SATF),June12,2015BenedictTesha,CommunityManager,KINUGroup,June17,2015BillLightfoot,ManagingDirector,VillageInternationalAfrica,June19,2015DeborahTien,AcceleratingInnovationandSocialEnterprise(AISE),June11,2015EliaYobu,Programmeofficer,UniversityofDaresSalaamEntrepreneurshipCentre,June5,2015EliasNgomuo,ProjectCoordinator,WorldVisionDaresSalaam,June19,2015Erick Crispin, Chairman, Social Entrepreneurship Network Forum (SENF) and CEO, True MaishaConsultancy,June9,2015IanTarimo,Founder,TanzaniaAspirationInitiative(TAI),June15,2015JumanneMtambalike,CommunityandBuniManager,BuniInnovationHub,June12,2015Kengera,Lecturer,UniversityofDaresSalaam,June20,2015

22EastAfricanCommunity23SouthernAfricanDevelopmentCommunity

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OmarBakari,DirectorGeneral,SmallIndustriesDevelopmentOrganization(SIDO),June10,2015PeterNyanda,CountryDirector,ReachforChange,June25,2015ShimimanaNtuyabaliwe,GeneralManager,PRIDE,June19,2015SumaKarees,Principal,TCDC,June15,2015WilhelmOddo,Partner,AppsandGirls,June11,2015Additionalsectorinterviewshavebeencompletedandfeedintothecountryprofile.