Introduction

Tanzania’s National Multisectoral Early Childhood Development Programme (NM-ECDP) 2021-2026 represents a strong national commitment to improving outcomes for children aged 0-8, with a robust framework and clear institutional mandates. However, as in many systems, a persistent gap exists between policy design and effective implementation. Baseline assessments in 2024 revealed that while coordination platforms existed, they were often procedural; sectors operated in silos; data were collected but not used for decision-making; and a deficit-based mindset prevailed. This case study examines how the Government of Tanzania, in partnership with Spark Health Africa and with funding from the Conrad N. Hilton Foundation, designed and delivered a Transformative Leadership and Culture Change initiative to address these systemic bottlenecks and operationalize its national ECD strategy.

Challenge

Tanzania Case: Key Pillars of the Government’s Response (The Intervention)
Translating a strong national ECD policy into effective, coordinated implementation at the subnational level.

Approach

The intervention focused on shifting leadership behaviours, team dynamics, and system-wide accountability, rather than solely providing technical inputs. The approach was built on two catalytic components implemented in four district councils (Bahi, Chamwino, Dodoma City, and Kongwa).

Critical Actions

  • Transformative Leadership Igniting Workshops:

We engaged multisectoral district ECD teams in a three-day immersive workshop on transformative leadership, data-driven decision-making, and behavioural finance for coordinated resource mobilisation. Senior government leadership participated in two days of targeted sessions to strengthen ownership and accountability.

  • Embedded Systems Coaching:

Our in-country Systems Transformation Coach instituted structured, on-the-job coaching integrated into existing government platforms. The coaching focused on six strategic objectives, including coordinated asset mapping, shared measurement systems, coordinated resource mobilisation, and implementation planning.

  • Operationalizing Collective Impact:

We facilitated a shift from siloed operations to coordinated action by encouraging trust-based resource-sharing and the development of single, integrated action plans.

  • Strengthening Data Use for Accountability:

We coached district teams to use existing data for planning and tracking performance against specific targets, moving from procedural meetings to joint problem-solving.

Cross-cutting Outcomes and Key Lessons

  • Leadership & Political Will:

The initiative successfully secured high-level leadership commitment. District Executive Directors demonstrated ownership by allocating local government funds to ECD activities, proving that when leaders champion ECD as a multisectoral priority, resources follow.

  • Systems Strengthening & Sustainability:

By embedding coaching into existing government platforms (like nutrition steering committees) and fostering trust-based resource-sharing (e.g., one sector providing fuel, another providing a vehicle), the initiative demonstrated how routine practices can be systematically woven into the fabric of government operations without creating parallel structures.

  • Data-Driven Accountability:

The initiative demonstrated that progress is uneven but possible. One district (Kongwa) developed a robust target-based culture, consistently reporting numerators and denominators with high precision, while others required more support. This highlights the need for sustained investment in data culture.

  • Collective Impact & Resource Optimization:

The intervention shifted mindsets from a deficit-based approach to optimizing existing resources. The practice of resource-sharing and joint planning reduced competition, enhanced coordination, and maximized the impact of limited public funds.

  • The Power of Coaching:

The combination of bringing together multisector teams in one space (for the first time) through training and subsequently during coaching sessions proved essential. While training shifted mindsets, coaching translated those shifts into sustained behavioural and process changes, making it a critical component for closing the implementation gap

Conclusion

Tanzania’s experience demonstrates that closing the implementation gap between policy and practice in ECD is not just possible but achievable with targeted investment in leadership, culture, and system behaviours. By focusing on transformative leadership development and embedded systems coaching, the government was able to replace silos with coordinated action and transform data into a tool for accountability. The next phase of operationalizing the NM-ECDP must build on this collaborative infrastructure, scaling and institutionalising these gains across all districts to ensure that policy design translates into sustained, high-quality outcomes for children.

Share This Story, Choose Your Platform!

Subscribe to our Newsletter

More Insights