In 2022, BIC partnered with the Foundation for Environmental Management and Campaign against Poverty (FEMAPO) to monitor the design and implementation of the Tanzania Roads to Inclusion and Socioeconomic Opportunities (RISE) Project, a US$300 million World Bank-funded initiative. The initial assessment identified gaps in stakeholder engagement, delays in the operationalization of grievance redress mechanisms (GRMs), limited responsiveness to civil society, and potential risks related to gender-based violence (GBV) and sexual exploitation, abuse, and harassment (SEA/H).
In 2025, following the approval of US $100 million Additional Financing (AF) to support climate-resilient infrastructure restoration after the El Niño floods and Cyclone Hidaya, BIC and FEMAPO conducted follow-up monitoring to assess progress in addressing these earlier concerns. The assessment reviewed child protection, GBV and SEA/H prevention and response measures, grievance redress mechanisms, community engagement, disability inclusion, and climate-resilient infrastructure design. Data collection included document reviews, stakeholder interviews, and direct observation of the 14-kilometer Mtili to Ifwagi road segment.
The project is funded by a US $300 million World Bank loan.
No cases of child SEA/H or GBV directly linked to the project were reported during community and stakeholder consultations. Health facilities interviewed also confirmed that no project-related SEA/H cases had been recorded.
Communities in Mufindi and Kilolo districts reported awareness-raising activities covering child labor, SEA/H, GBV, HIV/AIDS, and available reporting channels. These activities were conducted through community meetings, sensitization sessions, and public notices, including child-friendly Information, Education and Communication (IEC) materials.
Interviews with the Tanzania Rural and Urban Roads Agency (TARURA), project workers, and community members revealed that the project incorporated several preventive measures, including:
Despite this progress, interviews indicated that community members and civil society organizations (CSOs) were largely unaware that the Codes of Conduct were publicly available. TARURA confirmed that the Codes are translated into Swahili and are available at the district offices, but community members remain unaware, reducing their effectiveness in promoting community oversight and accountability.
Compared to the 2022 assessment, significant progress has been made in establishing functional GRMs. The project now operates a multi-tiered GRM structure spanning village, ward, district, regional, and PIU levels. Community members identified multiple reporting channels, including village leaders, RISE officers, TARURA offices, social safeguard officers, CSOs, police, and health facilities. Stakeholders reported that this decentralized approach has improved both accessibility and trust. The GRM has also incorporated referral pathways for GBV and SEA/H cases through police gender desks, health facilities, and community structures.
However, referral systems remain largely informal. Formal agreements between contractors, government authorities, health facilities, and service providers are needed to strengthen timely, coordinated, and survivor-centered responses. TARURA has established multiple confidential and anonymous reporting channels, including a toll-free hotline, a WhatsApp number, an email address, and suggestion boxes located at contractor offices. However, interviews revealed that many community members were unaware that these reporting channels existed. TARURA committed to strengthening community awareness through additional outreach and Information, Education, and Communication (IEC) materials highlighting the available confidential reporting mechanisms.
The project demonstrates a strong community-centered approach. Community consultations directly influenced road safety features, including pedestrian walkways, crossings, signage, and bus bays. Children were consulted on road safety needs, contributing to the placement of safe crossing points near schools. Community feedback also shaped measures to reduce speeding and improve pedestrian safety more broadly.
Construction of the 14 kilometer Mtili–Ifwagi segment connects agricultural communities in Mufindi District to Mafinga town and the regional trunk road network which has decreased travel times from several hours to under thirty minutes, while also reducing vehicle operating costs and transport fares. Community members reported that this transformation has significantly bolstered local trade in timber, tea and food products such as maize, beans, and wheat, and has improved access to essential social services including markets, schools and health facilities. By restoring and upgrading this road corridor, the project directly contributes to economic recovery, food security, and livelihood resilience, especially following the climate shocks that disrupted transport networks across the region.
The Additional Financing has supported a range of climate-resilient infrastructure improvements, including improved drainage systems, reinforced embankments, stronger bridges, and flood-resistant designs.
Persons with disabilities were consulted during infrastructure planning, and accessibility features such as smoother surfaces, wider shoulders, drainage improvements, and safer crossings have improved mobility. However, the absence of disability-disaggregated project data makes it difficult to fully assess the project’s impact on persons with disabilities.
CBRM groups are a key sustainability mechanism under the RISE project, designed to promote local ownership, create employment opportunities, and support rural road infrastructure in remaining functional after project completion. Through these groups, community members are trained to undertake routine maintenance activities, including clearing drainage systems, managing vegetation, addressing minor road defects, and reporting emerging infrastructure concerns. The approach strengthens community participation and accountability for public infrastructure, while providing livelihood opportunities, particularly for rural communities.
Despite their importance, the rollout of CBRM groups has faced several implementation challenges that may affect their long-term effectiveness and sustainability. Community members reported delays in establishing and operationalizing some groups, limiting their ability to participate in routine road maintenance activities. Interviews with the International Labour Organization (ILO) confirmed that CBRM groups in Mufindi will not be established until later in 2026, while discussions with TARURA revealed that formal agreements have so far been signed with 244 of the 302 identified groups in Morogoro, which is serving as the pilot area for the CBRM approach. TARURA indicated that lessons from this first phase will inform the broader rollout of CBRM groups across the remaining 23,000 kilometers of targeted roads.
Stakeholders identified two key barriers affecting implementation. First, difficulties accessing the e-procurement system due to high levels of illiteracy and limited internet connectivity in rural communities are restricting registration and participation. Second, the financial requirements associated with participation remain prohibitive for many unemployed community members. In addition to the TZS 100,000 registration fee and tender application fees ranging from TZS 10,000 to 30,000, district-level requirements include a TZS 50,000 community-based organization (CBO) registration fee and a TZS 130,000 business license fee. Collectively, these costs create a significant barrier to participation for many community members.
The World Bank should:
TARURA should:
