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Govt urged to increase efforts to find missing journalist   With the disappearance of Azory Gwanda, a journalist reporting for Mwananchi newspaper entering the third week with no sign of his whereabouts, the Media Council of Tanzania (MCT) and four other civic organizations have strongly appealed to the Government to double efforts to find the missing scribe.
Four civic organizations to hold joint press conference on missing journalist   Four civic organizations will hold a joint press conference on Saturday December 9, 2017, following the disappearance of a journalist working for Mwananchi newspaper, Azory Gwanda.
MCT pleads with security organs to safely deliver missing journalist The Media Council of Tanzania (MCT) has urged security organs to ensure that journalist Azory Gwanda who is reported to have disappeared for over two weeks is found safe and sound.
Taxation and Revenue Collection category reinstated in EJAT Taxation and Revenue Collection has been reinstated as category to be competed in the ninth edition of the Excellence in Journalism Awards Tanzania (EJAT) 2017.


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1.0 Background

The Media Council of Tanzania (MCT) is a voluntary, independent and non-statutory organization established to create an environment that enables a strong and ethical media that contributes towards a more democratic and just society. The MCT was formed by the media fraternity as an industry self-regulatory body. It envisions a democratic Tanzania with a free, responsible and effective media.

MCT was established in June 1995, but started formal operations in 1997 after being registered and managing to garner necessary resources to set up a secretariat.

In 2012, MCT embarked on a comprehensive four-year (2012-2015)Programme Strategy. The Strategy encompasses all MCT activities in an integrated and systematic manner.

1.1 The Programme Strategy objectives are:

  1. To enable media perform its duties freely and effectively and the public enjoy freedom of expression and access to information;
  2. To foster media quality and ensure highest standards so that media effectively fulfils its roles;
  3. To establish and promote self regulation in the media so as to improve accountability and build public trust;
  4. To enhance ethical practice thus ensuring media efficacy and credibility; and
  5. To empower media industry and stakeholders to make informed decisions.

The Programme implementation is now coming to an end the MCT requires the services of a Consultant to conduct an end of programme evaluation to better understand the achievements and challenges of the past 4 years. The exercise should also include a needs assessment survey among MCT’s stakeholders. The evaluation and survey will inform the finalization of the design of a new strategy.

1.2 Strategy components and activities

There are four programme components of the Strategy includinga support programme unit under the Executive Secretary, responsible for overall coordination, monitoring, institutional capacity building and governance.

1.2.1 Regulation and Standards Unit

The main role of this unit is to:

Engage with policy makers and the government to effect constitutional, legislative and policy changes so as to broaden and operationalise guarantees encompassing the right to information,media freedom, and editorial independence.

The unit also undertakes to engage with media houses, managers and journalists to develop a culture of peer oversight, self-regulation, promoting editorial independence, documenting press violations and carrying out advocacy against such violation. It also undertakes activities to award media excellence, as well as engaging schools of journalism and relevant authorities to improve on training, curricula and delivery.

1.2.2 Ethics and Arbitration

This unit works on:

Promoting media professionalism and social accountability through engaging with the media outlets and editors to popularize and enforce the Code of Ethics and through public encounters and debates to encourage public to demand responsible conduct from media.

It pro-actively monitors media conduct and gives feedback to industry stakeholders, engages with editors to address professional and ethical transgressions and provides and facilitates a mechanism for coaching and mentoring young journalists.

It also receives complaints brought forward by members of the public and conducts mediation and arbitration.

1.2.3 Publication, Research and Documentation

The main role of the unit is to:

Conduct policy analysis and facilitate research and studies on various aspects of freedom of expression and the Tanzanian media with a view to building a bodyof knowledge on theory, conduct, trends and patterns of the media industry.

It also publishes research findings, manuals, an authoritative annual State of the Media Report, professional journalScribes and Council newslettersMedia Watch and Barazani.

The unit also oversees quality and user friendly information resource centres in Zanzibar and Dar es Salaam

1.2.4 Institutional Monitoring , Capacity Building and Governance

This is the Executive Secretary’s Office and it provides strategic direction and leadership through interpretation of the Programme Strategy, policies, oversight of annual and subsequent plans and provides sound advice to the Governing Board.

It also overseesprogrammatic and institutional monitoring including external reviews, evaluations and audit and sets standards and ensures quality of management, documentation and reporting.

The unit is equally responsible for public relations work to maintain and further enhance the positive image of the Council before members, stakeholders, partners, government and development partners.

In addition, it oversees a plan to build MCT’s own office premises and an income generating centre.

2.0 Objectives of the consultancy

The overall objective of the consultancy is threefold:

  1. to evaluate the implementation of the MCT 2012-2015 Programme Strategy
  2. to identify needs and prioritiesregarding the MCT’sfuture mandate based on MCT’s stakeholders’ views and the context situation.
  3. to make recommendations for MCT’s future programme strategy based on the results from the strategy evaluation and needs assessment


3.0 Evaluation areas

  • Relevance of the programme strategy and its results:

3.1 Assumptions and premises:

Using all relevant documents,the consultant will assess the validity of the assumptions and premises that formed the basis for the design and implementation of the Programme Strategy to determine their continued relevance. The consultant will particularly assess to what extent the situation analysis of the media landscape, which was part of the Strategy document, is still valid.

3.2 Stakeholder analysis:

In order toadequately assess MCT’s position and relevance a stakeholder analysis should be conducted. Stakeholders to be considered for the analysis are media outlets, professional journalists associations including press clubs and editors’ forum and schools of journalism, as well as strategic and implementation partners (e.g. from Government, other non-profit organisations).  

3.3 Synergy and comparative advantage:

The enabling environment will also be assessed to determine ownership and support by stakeholders. The consultant will analyse how challenges of the media sector are tackled by other actors and how MCT relates to other initiatives, and the importance of the programme nation-wide. The study will attempt to identify areas where MCT is most effective and what it should leave to other players or let them take lead.

  • Effectiveness:

3..1 Implementation:

The implementation of the Programme Strategy components and activities will be reviewed in order to take stock of the quantitative and qualitative achievements, compare them with what was planned (outputs, outcomes and goal), and ascertain the effectiveness of the interventions, relevance of the results for stakeholders and whether they might be relevant in future programme design.


3..2 Planning, monitoring and review:

The consultant shall also evaluate the monitoring and evaluation regime at MCT. The consultant will examine the instruments for planning activities and monitoring implementation and their adequacy. This will include annual work plans and budgets, quarterly plans, semi-annual and special reports on progress, audit reports and activity reports.


  • Efficiency:

3..1 Inputs:

The evaluation will examine the adequacy of inputs for the delivery of outputs and the timeliness of the delivery of such inputs. As regards financing, the evaluation will compare the proposed annual budgets with actual disbursements, timeliness of disbursement of funds, and absorptive capacity of MCT. The evaluation will also assess budget levels to see whether they were appropriate and realistic considering the environment and needs.

3.2 Approach:

The evaluation will also consider aspects of efficiency of the approaches and strategies applied by the MCT to implement its programme strategy and to achieve results.



  • Impact: What positive or negative changes have MCT’s activities led to with regard to its mandate? Have there been any unintended effects (negative or positive) on beneficiaries or the media and policy environment?


  • Sustainability: The evaluator will assess continued viability of MCT considering its funding sources and effectiveness of interventions. Further, MCT’s sustainability should be assessed against the risks (financial, political, internal) it faces and is likely to face in the short term, as well as its efforts to put in place measures intended to lead to more financial self-sustainability.
  • Forward looking needs and priority assessment:


The evaluation will include a needs and priority assessment of MCT’s stakeholders (as identified in the stakeholder assessment) to establish the current stakeholder priorities in terms of issues the MCT should pursue and types and levels of interventions.

Context (MCT internal and external): The needs and priority assessment for MCT’s mandate should further be made considering the context MCT works in. This includes the overall country context (political, economic, social), the media-specific as well as organizational context of MCT’s.

Cross-cutting topics: Aspects of gender and social inclusion should be well considered and analyzed during the evaluation.

  • Recommendations:

3.1 Based on the evaluation findings as well as the needs and priority assessment, the consultants will make recommendations for the design of MCT’s future strategy. The recommendations should in particular give room to the following aspects:

  • Relevance:What should MCT’s core mandate be – its “unique selling proposition” – so that it continues being a relevant organization. In particular, how to handle the area of social media.
  • Effectiveness: What are the approaches and strategies MCT should continue or start adopting in order to increase its effectiveness?
  • Efficiency: How can MCT implement its strategy in order to use its resources in a cost-efficient manner?
  • Sustainability:How to increase MCT’s financial sustainability and independence; this should in particular be based on analyzing the potential for domestic funding for the MCT (based on the stakeholder consultations)
  1. 4.0 Scope of the consultancy
  • Timeframe: The mandate will be carried out between November 20th 2015 and March 31st 2016
  • Geographical scope: The main part of the review will be undertaken in Tanzania in Dar Es Salaam. A part of the desk review can be undertaken from the consultants’ home base.
  • Organisational set-up for the mandate: The Embassy of Switzerland, as one of the co-donors of the MCT, is financing this mandate and is responsible for the contracting and payment of the consultants in consultation with the other donors and the MCT secretariat. The contractors report to the Embassy of Switzerland regarding the deadlines for the deliverables as well as the final operational and financial reporting. The MCT secretariat is responsible for providing organizational and logistical support to the consultancy team where necessary during the entire evaluation process; this includes but is not limited to the following:

4.1 Provide systematic documentation to the external evaluator about MCT’s operations, objectives, and implementation.

4.2 Provide the evaluators with contacts of stakeholders

4.3 Brief the evaluators on the MCT approach and how the organization has been evolving through the implementing period.

4.4 Provide feedback as well as practical and strategic advice to the evaluators throughout the evaluation period.

4.5 Provide information to relevant MCT partners about the evaluation process before, during and after the process to adequately inform them and ask for their cooperation.

4.6 Provide inputs to the consultant’s inception and draft report


5.0 Main Tasks of the Consultants

The consultants shall undertake, but not be limited to, the following tasks in order to reach the main objectives of the assignment:

  • Meet with MCT Secretariat and donors to discuss the review exercise, the methodology and approach to be used;
  • Carry out a thorough desk‐review of relevant context and programme documents including programme log‐frame, work plans, progress reports, budgets and other relevant documents, a range of which will be agreed upon and made available prior to the implementation of the study;
  • Hold discussions with the Secretariat on the relevance of the design of Programme Strategy, its operations, management and governance structure, administrative and financial procedures, usefulness, impact, challenges and long-term sustainability;
  • Present the end of strategy evaluation design (rationale, methodology) in an inception report and possibly a meeting ;
  • Develop a Sampling Design and Data Collection & Management Protocol that is standardized for area under study;
  • Conduct necessary pre-testing of data collection tools, collect data, analyze and interpret study findings;
  • Carry out individual interviews and possibly focus group discussions with a range of MCT’s stakeholders regarding their assessment of MCT’s past strategy and their views on the needs and priorities for MCT’s mandate in the coming years.
  • Develop and submit the first draft of the evaluation report and present it to MCT and Development Partners.
  • Submit the final end of Programme Evaluation report integrating MCT’s and DPs’ comments, 5hard copies and a soft copy on CD-ROM. The raw data, the data‐base which has been cleaned (both qualitative and quantitative, including original field notes for in‐depth interviews and focus group discussions, as well as recorded audio material), and data collection tools used in the evaluation should be submitted as integral components of the report.
  1. 6.0 Deliverables




Inception report detailing the evaluation design, methodology, tools, work plan that includes task description for consultants, and budget.

1 week after signing of the contract


Draft End of Programme Evaluation report.

29 Jan. 2016


Final End of Programme Evaluation report.

10 Feb. 2016


Copies of original and cleaned data sets including field notes, audio tapes, and transcribed material.

28 Feb. 2016

  • Requirements for the report:
    • Language: English
    • Executive summary not exceeding 2 pages
    • Main report
    • Must-elements of the main report:
      • Description of applied methodology
      • Context description including stakeholder mapping
      • Evaluation findings according to evaluation areas
      • Conclusion of the review and recommendations for future strategy design with particular consideration of aspects as outlined under 3.1

7.0 Team composition and responsibilities

The evaluation team will comprise of at least 2 specialists to undertake this consultancy, including a team leader and other supporting member(s) with various specializations. The lead consultant is expected to provide a team of international and local consultants not affiliated or representing MCT or any other stakeholder in any way. In terms of team composition, the consultants are expected to have the following key qualifications:

  1. Evaluation specialist(s) with expertise in evaluation methodologies, including results based management, outcome mapping, tracing and qualitative analysis
  2. Evaluation specialist(s) with expertise in comprehensive organizational assessments  including financial management and internal control
  3. Excellent research and analytical skills, particularly in qualitative methodologies
  4. Senior media specialist with documented excellent understanding and experience of media dynamics in local (Tanzanian), regional and global contexts
  5. Significant experience working in developing countries, including in Eastern Africa
  6. Expertise in the Tanzanian context
  7. Excellent writing skills in English
  8. The team should include at least one consultant with fluency in kiswahili
  9. Previous experience of similar assignments;

Deadline for application

Interested candidates should send in their application, including proposed budget, no later than 22nd November 2015 to the email address: This email address is being protected from spambots. You need JavaScript enabled to view it.


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