1. Raleigh Tanzania
PO Box 729
Morogoro
Tanzania
E-mail:admin@raleightanzania.org
www.raleighinternational.org
Expedition Report for Sally Pearce on the Raleigh Expedition to Tanzania in June - September
2014 as a volunteer manager in the role of Project Manager.
This report outlines Sally’s involvement in the Raleigh International expedition to Tanzania and her
contributions to the community development, environmental protection, adventure projects and/or
work at the expedition operations centre (known as fieldbase); and the learning gained from the
time, energy and commitment Sally gave to the 13 week expedition.
About Raleigh International
Raleigh International is a sustainable development charity. We harness the passion and energy of
young people to effect positive change in sustainable development. Our programmes focus on
providing access to safe water and sanitation, protecting vulnerable environments and building
resilient communities.
Our work is delivered through young people and is a collaboration between local communities,
partners and volunteers from a wide range of backgrounds, nationalities and life stages. We
operate in partnership with communities, non-governmental organisations and governments in
Borneo, Costa Rica, Nicaragua, India and Tanzania. Since our foundation as a charity in 1984,
Raleigh volunteers have become a global community of more than 36,000 people committed to
building a sustainable future.
We support people on transformational journeys that develop crucial personal and professional
skills, values and attitudes, through the achievement of expedition challenges in a positive act of
international service.
Raleigh International volunteers have first answered Raleigh's call to action, they to complete the
selected process; they have fundraised towards our charitable objectives, then they take part in the
intensive overseas expedition itself.
Expedition Overview
This expedition undertook a number of community, environmental and adventure projects. 20
volunteer managers in project and fieldbase roles, led the 57 venturers (17-24 year olds) during the
expedition.
Prior to the commencement of the first phase the volunteer managers participated in and then led
an induction programme consisting of theoretical and practical exercises designed to prepare
themselves and the venturers for the rigours of the expedition. This training included basic first
aid, expedition communication and protocols, navigation, outdoor skills and camp craft, kit and
equipment training, risk and impact assessments and emergency procedures, cross-cultural
awareness and project briefings. Additionally, all project managers undertook planning visits to
their various project sites to become familiar with these areas, the stakeholders and to organise the
finer detail of their allocated projects. They also compiled and reviewed a casualty evacuation plan
to cater for any eventuality and visited local hospitals to assess their capabilities for dealing with
emergency and non-emergency evacuations. At the same time the fieldbase team continued

2. preparation of the complex administrative and logistical needs of the expedition and carried out
their own casualty evacuation plan practice to ensure they were ready to offer emergency support
and guidance when needed.
Projects Overview
The following projects were undertaken on this expedition:
Community Development - In general, Raleigh International volunteers work alongside the local
community and project partners on sustainable development projects that enable access to basic
services. Projects are often in remote, rural and poor and marginalised communities. Living and
working so close to local people is also a great opportunity to learn and share about each other's
culture, traditions, languages and lives.
The community projects this programme have been focussed on improving access to sanitation
and community resilience, through the construction of an Early Childhood Development centre and
sanitation blocks at a school. Alongside these activities the groups carried out awareness raising
campaigns on sanitation and health with local youth groups and engaged in peer-to-peer education
of IT skills.
Environmental Conservation - In general, Raleigh International venturers carry out conservation
work, mostly in areas not accessible to tourists, that increases access to or protects the
environment, supports research, or raises awareness.
The environmental projects have been based on raising awareness of the sustainable use of
natural resources and ensuring food security through household and community horticulture
techniques.
Adventure - Raleigh expedition adventure projects are designed as the most physically
challenging phase of an expedition. It is often found to be the hardest and consequently most
personally rewarding element of the expedition. The groups make wilderness campsites overnight,
carrying and cooking their own food and water.
The groups learn that they are capable of exceeding their own expectations of both mental and
physical stamina. The scope for personal development, discovery, environmental awareness and
cultural experience can be very powerful. The Raleigh trek is a challenge for the whole team to
work and support one another whilst experiencingsome incredible landscapes. Its focus is the
team’s journey rather than the destination.
Sally Pearce‘s Expedition
Sally was a Project Manager on the expedition, performing the role of safety supervisor, facilitator,
counsellor, and instructor, with overall responsibility for the projects and expedition success. They
empowered the Venturer teams to make all the decisions affecting their working targets, living
arrangements, and effective day to day life.
Expedition Learning & Development
The expedition is based on an experiential and reflective learning methodology that is a powerful
way of developing leadership skills, knowledge, awareness and capabilities.
On each expedition project, a small team of volunteer managers worked alongside 10-14
venturers, in remote locations with basic living conditions. The teams were equipped to be self-
sufficient for three week phases. They had to take responsibility for their own personal equipment
as well as all the tools, food, and communication equipment. While on project the teams were
expected to carry out regular site risk assessments and maintain daily communications with
Fieldbase.

3. In addition, volunteer managers empowered venturers to undertake the role of group leader on a
rotational basis during each phase. The 'day leaders' were responsible for motivating, organising
and leading the group during that day’s activities. This often involved liaising with project partners
or community leaders about what had to be achieved on that particular day and then ensuring that
the team met those targets.
Fieldbase volunteer managers formed the organisational hub of the expedition. They needed a
dynamic and flexible approach towards living and working together to ensure the smooth running
of the expedition. Supporting the Country Director and Country Operations Manager fieldbase
volunteers worked together to deliver the day-to-day administration and financial management; the
routine and emergency communications with the project groups; the food, equipment and transport
logistics; medical co-ordination; and the corporate communication and photographic needs of the
expedition.
As described above, all roles on expedition were challenging and demanding. Volunteer managers
were selected to participate based on their existing competences, attitudes and experience.
However, the expedition also provided ample opportunity for volunteers to develop their skills set
further in a number of areas. These are summarised below:
 Leadership
 Team and project management
 Facilitation and coaching
 Interpersonal communication
 Intercultural communication and cultural awareness
 Problem solving, creativity and innovation
 Mental, physical and emotional adaptability
 Mental resilience and ‘can do’ approach
 Awareness of self and others
 Active citizenship
 Reflective learning and critical thinking skills
 Crisis and risk management
Sally very quickly became a key member of the expedition fieldbase team, taking a lead role on the
logistics team, thanks to her incredible energy and organisational ability. She was always seeking
to help out in anyway possible, an attribute that was very much appreciated during a busy and
demanding expedition. Sally's experienc of working with young people became invaluable in
dealing with complex behavioural needs on project sites, and she was able to support a number of
VMs through deploying to a site to provide personal management to them. It has been a pleasure
having Sally on expedition and something I hope she will consider again in a management role
soon.
Sally has made a valued and positive contribution to an extraordinary expedition and now joins our
alumni of like-minded people who share the common Raleigh experience. Thank you for
committing your time and energy volunteering in a Raleigh expedition.
Michael Combellack
Country Operations Manager
Raleigh Tanzania