Governance and Social

Governance and Social

We believe that governance is central to development and the long-term reduction of poverty

We believe that governance is central to development

Governance and Social Sector

KPMG IDAS believes that governance is central to development and the long-term reduction of poverty. Drawing on our experience and the latest thinking, we seek an approach to governance informed by;

— An understanding of the political-economic context: we recognise that             governance is primarily a political process rather than a technical one.
— Building on existing foundations: governance institutions cannot be                 transplanted from other contexts as they need to facilitate relationships           between different holders of power within society.
— A results focus: we use theories of change or logic models to clarify results       from higher to lower levels, track progress against them and learn.


Our Programmes

1. Accountability in Tanzania Programme (AcT)

Tanzania is seeing a growing national movement of citizens demanding better quality education for their children, catalysed by one NGO’s assessment of numeracy and literacy. Village women are regaining access to land that had been allocated to outside developers as a result of a CSO-sponsored campaign to empower women to contest and change the decisions of people in power. These are some of the successes that have been gained by the £31 million DFID funded Accountability in Tanzania (AcT) programme.

AcT works with civil society organisations (CSOs) to empower citizens to hold government accountable for delivery of quality services and responsible management of public resources. Our unique approach is to provide sustained quality support to CSO partners, as well as grant-making in support of CSOs’ strategic plans rather than specific projects. Our team works with organisations which are medium-sized, autonomous, and which may already be achieving good results or have strong potential to do so. AcT’s support and close partnership approach enables the team to focus in on key areas of partners’ organisational development that support them to become, not only results-oriented and strategic, but also resilient to challenges and sustainable over time.

The net present value of AcT I was determined as £138 Million against a total spend of £36 Million. Following our successful completion of ACT I, We have been selected as the programme manager for the second phase, AcT 2 through a competitive process.

AcT has pioneered use of the ODI-developed Outcome Mapping tool, which helps CSOs track key areas of their organisational development, and in doing so become more effective and resilient agents of change.


Client Feedback

“AcT is a high-performing, unique and innovative governance and accountability programme.” - MTR, Dec 2012

An External Independent Review of Act carried out in April 2012 noted that, “The AcT management model is probably unique in DFID’s global support to Civil Society Organizations. It breaks new ground in approach and methods. … The programme … adds value to the quality of partners’ work [and] partners have demonstrable achievements to their name in the area of accountability. The programme management model … offers important learning opportunities.”

MTR CSO Feedback: “AcT is creative and brave and provides room for experimenting. They don‟t mind raising political issues. AcT makes it clear to you what they want, but they don‟t interfere in operational matters, i.e. what you can do, where you can work, who you should be working with, like other funders do. They encourage you to think about strategic approaches. Conversations with AcT are fun, realistic, honest about what can be achieved, which you don‟t get with other donors.”

MTR CSO Feedback: “AcT has definitely added value. Although it has been a pain, quite frankly, it is helping, it keeps you on your toes, it challenges us to think and be alert. Our M&E framework is now very outcome-focused, stakeholder mapping we had before, but not these very defined, specific stakeholders and behaviour changes for each of them, and understanding how to move all the stakeholders together within an agenda to achieve change - we didn't know this before.”


2. Human Development Innovation Fund (HDIF)

With DFID funding, we are implementing the Human Development Innovation Fund (HDIF) in partnership with Palladium. This is a £30 Million, 5-year fund designed to encourage innovation and support the scale up of promising approaches in the education, health and water and sanitation sectors, to achieve improvements in the quality and value for money of basic services.

HDIF is catalysing the development and testing of new models of service delivery, the use of new technologies, the involvement of new providers and the establishment of new partnerships, with a focus on the private sector and public-private partnerships.

Specifically IDAS setup the HDIF grants management systems and is currently providing technical assistance in the areas of grants management, financial management and internal controls to ensure that HDIF grantees deliver results effectively. In the latest annual review undertaken in February 2016, HDIF was rated A+.


3. Education Quality Improvement programme (EQUIP-T)

Education Quality Improvement Programme in Tanzania (EQUIP-Tanzania) is a four-year, £50 Million, UKAID–funded programme targeting better learning outcomes at basic education level, especially for girls in selected regions and districts of Tanzania.

The objective of the programme is to develop, implement and demonstrate best approaches to strengthen the quality of education in the seven regions ready for national scale-up.

We provide technical support to EQUIP -T in organizational development, public financial management, monitoring and evaluation, grant management and results management through outcome mapping.

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