Genesis: The making of a formidable Tanzanian grantmaker

When Tanzania achieved its independence in 1961, its leaders wanted to see the country chart its own path for growth, which is reflected in the Arusha Declaration and other agreements made at the time. The nation’s economy began to decline in the 1970s due to conflicts like the Kagera War. The World Bank viewed it favourably that Tanzanians and their leaders would come up with an alternative strategy for alleviating poverty and making significant improvements in the country’s economy, society, and the accessibility of basic services like healthcare, education, food production, and clean water.

Since the country could not have implemented such sweeping changes without the aid of our development partners, it opened doors for bilateral aid partners and international organisations to provide the much-needed development aid. Although aid was being delivered, it was being administered in a disjointed fashion throughout the country, creating a need for coordinating system entities such as FCS. Today, the 2025 vision, our country’s long-term plan, lays out precisely what we must achieve by that year. Tanzania’s progress toward the Sustainable Development Goals is made possible by the country’s recognition, legal registration, and authorisation of civil society organisations.

The initial vision of FCS Founding Members, including civil society leaders such as Mr Arnold Buluba and Mr Alais Morindat, was to create a citizen-centred institution that would coordinate the delivery of resources and training to small social groups and civil society organisations, enabling them to carry on their crucial work more effectively. Registered on September 24, 2002, FCS was formed after a year of discussions among the heads of various organisations. Under the leadership of Mr Stephen Matee, its first Executive Director, FCS’ mission was to collaborate with NGOs to facilitate access to resources, enhance educational capacity, foster critical thinking and expertise, and empower their communities to implement developmental projects wherever needed.

One difficulty the organisation ran into was resolving disagreements over fundamental values and specific policies. Every agency providing bilateral assistance follows the rules and regulations of the countries that provide funding. On the other hand, what the country truly needs is progress that is in keeping with its national vision, which places its people at the centre of all decision-making and ensures that they are treated fairly.

When donors were embedded in the organisation’s management, there was a tendency to prioritise their own goals above those the institution had laid out for them based on the citizens’ voices. This prompted the leadership to take the first steps toward establishing a truly locally-led and driven organisation, a milestone reached in 2009 when a fully-local board was put in place.

At some point, the fact that the organisation’s stance challenged most donors’ preconceptions about how development aid should be administered led to an exodus of partners, leaving FCS with a single donor, even though it needed funds. This experience demonstrates that economic might should not take precedence over local ownership.

Despite these challenges, FCS has achieved several key successes, highlighting its relevance and impact within the civil society sector: FCS has successfully extended its reach to small and medium-sized grassroots civil society organisations (CSOs), ensuring their voices are heard, and their needs are met. This has resulted in more than 5,500 CSOs being empowered to advocate for change and improve the lives of the communities they serve.

FCS has also played a crucial role in facilitating communication and collaboration between various stakeholders, includingCSOs, government agencies, and development partners (DPs). This facilitation and convening role has been essential for fostering cooperation and promoting collective action. In doing this, FCS has remained steadfast in addressing the unique needs of the communities it serves, ensuring that its interventions are tailored to local contexts and priorities.

Furthermore, FCS has earned a strong reputation for its work, building trust and credibility with both the government and DPs. This positive reputation has further enhanced its capacity to influence positive change at the local and national levels, demonstrating the organisation’s continued relevance and commitment to fostering a vibrant civil society in Tanzania.

The steadfastness and the guidance of purposeful, committed local leaders enabled FCS to navigate the tumultuous wave of conflicting and competing interests, thereafter earning the trust of a group of donors who funded the organisation’s first three strategic plans. Protecting FCS’s reputation and maintaining the satisfaction of its financial backers both required a commitment to transparency and accountability.

We learn, from this history, the importance of recognising that the context within which FCS and other civil society actors operate keeps shifting. Agility and the ability to adapt to the changing context will be key to our sustainability and internal resilience to the various shocks.