UNITED REPUBLIC OF TANZANIA
PRESIDENT’S OFFICE
REGIONAL ADMINISTRATION AND LOCAL GOVERNMENT
ZERO DRAFT
UVINZA DISTRICT COUNCIL
STRATEGIC PLAN
2017/2018-2021/2022
District Executive Director
Uvinza District Council
P. Box 12
Uvinza
Tel:
Email:
Website:
MARCH, 2018
This Strategic Plan is based on the review of the previous Strategic Plan which ended in June 2016. It is designed to guide development process of the District for the coming five years. The Plan is divided into five chapters: Chapter one presents background information and the District profile. In this chapter details on mandates of the District Council, location, main economic activities, agro-ecological zones, population, climatic condition, administration structure, physical feature and issues of land and land uses have been presented. Chapter two provides situation analysis of the District Council whereby the report of the existing situation is presented. Among others, this report includes issues related to internal and external environment that have effects on the Council’s development process. These include the results of the analysis of Strengths, Weaknesses, Opportunities and Challenges; and that of stakeholders. In addition, the chapter presents the description on how various development policies and strategies affects or relate to the development process in the District. These policy and strategies include but not limited to: the Tanzania Development Vision 2025, and the Sustainable Development Goals.
Chapter three summarizes the performance review on the implementation of the previous 2011/2012- 2015/2016 strategic plan; where the major achievements and constraints which affected the implementation of the previous plan have been presented. Chapter four describes the Plan in which the vision, mission; strategic objectives, service areas, targets, strategies and performance indicators have been presented. The Chapter indicates that, the vision of Uvinza District council is “to be a competitive council with quality and sufficient socio-economic services to the community”. Whilst, its mission is “to facilitate the provision of high quality services in collaboration with other Development partners for sustainable development of the community” Chapter five; which is the last, presents the implementation, monitoring, evaluation, and review frameworks. The chapter indicates that, the District Executive Director (DED) who is the Chief Executive Officer of the Council shall be responsible and accountable for the implementation of the Plan. It further shows that the objective of monitoring and evaluation is to guarantee that, all planned activities are implemented and corrective actions are taken on time; as well as drawing valuable lessons for future programming.
CCHP Comprehensive Council Health Plan
COBET Complementary Basic Education
COWSOs Community Owned Water Supply Organizations
DWST District Water and Sanitation Tea
DMOs District Medical Officers
FBO Faith Based Organization
FGM Female Genital Mutilation
HIV/ AIDS Human Immune Virus/ Acquired Immune Deficient Syndrome
HRH Human Resource for Health
ICBAE Integrated Community Basic Adult Education
ICT Information and Communication Technology Unit
JICA Japan International Cooperation Agency
MVC Most Vulnerable Children
NGOs Non-Governmental Organizations
ODL Open and Distance Learning
OPRAS Open Performance Review Appraisal System
PBR Pupils Book Ratio
PEDP Primary Education Development Programme
RWSSP Rural Water Supply and Sanitation Programme
SACCOS Savings and Credit Cooperative Societies
SP Strategic Plan
SWOC Strengths, Weaknesses, Opportunities and Challenges
TB Tuberculosis
VICOBA Village Community Banks
Uvinza District Council is one of the newly established councils in Tanzania. It was gazzetted in September 2011 and officially started its activities in July 2013. In the first four years of its existence, the Council had no official plan which was systematically prepared under its mandate. It is my pleasure to acknowledge that this Strategic Plan for 2017/2018 - 2021/2022, has been prepared in accordance with the requirements of Act Number 9 of 1982 which requires Local Government Authorities (LGA’s) to prepare five years Strategic Plans to be used as guidelines during preparation of Medium Term Plan and Budget Expenditure Framework (MTEF). The Plan identifies priorities of service delivery and normal routine of annual reviews conducted by communities.
This Plan aims at fulfilling the District Council’s Vision of being “a competitive council with quality and sufficient socio-economic services to the community”. It emphasizes the improvement of services delivery to the communities of Uvinza District through effective and efficient use of resources. The Council will utilize her own resources and the support from Central Government and other development partners to implement development projects in all sectors. Implementation of these projects is expected to produce services that improve and increase socio-economic development of the communities. The Plan elaborates a number of key issues ranging from situation analysis of the District, vision statement and mission. It also defines organization objectives, targets and strategies that will enable attainment of the desired vision of the Council.
The Council would like to thank all those who have made the preparation of this Strategic Plan possible. Special appreciations go to the following; Hon……………… Member of Parliament for Uvinza District, Hon …………………., the District Commissioner for Uvinza District, Councilors, Ward and Village Executive Officers, Division Secretaries, leaders of various political parties, religious leaders, as well as civil society organizations. The Council extends acknowledgement to all Council technical staff led by Planning Monitoring and Statistics Department for their commitment and contribution to the successful completion of this task.
Last but not least, I extend my acknowledgement to the Central Government of Tanzania for the financial support. It is my sincere hope that this 2017/2018 - 2021/2022 Strategic Plan will inspire stakeholders and bring considerable achievements socially, economically and politically in our District.
Hon. (Councilor)
District Council Chairman
This is the first Strategic Plan for Uvinza District Council since its establishment in 2011. The previous strategic plan was customized from the then Kigoma District Council in 2013 following its split into Kigoma and Uvinza district councils. This new Strategic Plan covers the period between 2017/2018 and 2021/2022. The Plan is designed to enable the Council realize its Vision of being among “a competitive council with quality and sufficient socio-economic services to the community”. It is my expectation that the realization of this Vision will ultimately contribute to the achievement of the Tanzania Development Vision 2025 of transforming the economy into a middle income and semi-industrialized state by 2025. This is expected to be realized through the achievement of the following strategic objectives as envisaged in this Plan:
To achieve these Strategic Objectives, concerted efforts are needed from both Council’s Staff, Community members and other Development Stakeholders. Let me take this opportunity to request all concerned parties to do their best to support the realization our Vision.
District Executive Director
Under Article 148 of Local Government District Authorities Act of 1982, all Local Government Authorities; including Uvinza, are mandated to play three main functions, these are: maintenance of law, order, and good governance; promotion of economic and social welfare of the people in their areas of jurisdiction and, ensuring effective and equitable delivery of qualitative and quantitative services to the people within their areas of jurisdiction.
Apart from the three main functions, the Local Government Authorities Act, of 1982, stipulates that, all local governments are charged with other functions and duties as follows:
Uvinza District lies between latitudes …………………… South and longitudes …………………………… East of Greenwich Meridian. Its altitude stretches between 900 and 1,000 meters above sea level. The District headquarters is Lugufu, which is located 80 kilometers from Kigoma Town. The District borders with Democratic Republic of Congo on western side within Lake Tanganyika; Kaliua District (Tabora Region) in the East; Kasulu and Kigoma Districts in the North; and Katavi region on the southern side.
Figure 1: Location of Uvinza District
Administratively, Uvinza District Council has three divisions, namely; Uvinza, ………………….. These Divisions are divided into 16 Wards, 61 villages and 328 vitongoji .as shown in Table1.
Table 1: Administrative Units of Uvinza District Council
|
S/N |
Division |
Number of Wards |
Number of Villages |
Number of Vitongoji |
|
1 |
|
|
|
|
|
2 |
|
|
|
|
|
3 |
|
|
|
|
|
Total |
|
|
|
|
According to 2012 Population and Housing census, the population of Uvinza District was 351,990; out of which 173,635 were males and 178,355 were females. Currently (2017), it is estimated that the District has a total of 413,940 people. The average household size is 5.6 persons, with population growth rate of 4.1% per annum.
.
Uvinza District Council has three main ecological zones, namely northern highlands, Southern highlands and, the flat lake zone.
1.2.7.1 Southern Highland Zone
This zone rises from 1500 to 2500 meters above sea level. Because of its altitude, the zone is locally known as ‘Lubalisi highland’. The zone is characterized by cold weather with high rainfall of about 1500 to 2500 mm annually, and begins to fall in mid October through May. The dry spell is only two weeks duration between January/February, and the zone has only one village namely Lubalisi. The zone is characterized by sand clay acidic soils which are deficient of phosphorus and nitrogen. The main crops grown in this zone include cassava, bananas, tobacco, maize, Irish potatoes, pigeon peas and various fruits suited to cold conditions.
1.2.7.2 Central Zone
This zone lies between Northern Highlands and Miombo forests and is narrower than other zones. The zone stretches from 1500 m to 2500 m above sea level and receives rainfall of between 1200 and1500 mm which falls from October to May. The soils in this zone are acidic, particularly in slopes of Kandaga, Uvinza, Nguruka, kaseke, Luchugi and Nyanganga wards. Crops grown include maize, beans, cassava, peas, pineapples and oil palm.
1.2.7.3 Lake Zone
This zone covers the areas along Lake Tanganyika from Mwakizega to Kalya wards; rivers Maragalasi, Lugufu, Mkonkwa, Lagosa and Kampisa in Uvinza District. The zone rises between 800m - 1200m above sea level. Temperatures are generally high since it falls within the rift valley. Rainfall is between 1000mm and 1400mm; and its soils are mostly sandy clay soils which are relatively less fertile. The zone also covers the famous Mahale National Park which is rich in gorillas. Crops grown include oil palms, cassavas, beans and vegetables
Strategic planning is a process intended to assist an organization to identify and maintain an optimal alignment with the most important elements in its business and operating environment. Such operating environment consists of political, social, economic, technological, and climatic conditions. An organization failing to develop or review its strategic plan, more often than not, reduces its capacity to cope with its operating environment. In recognition of this fact, the preparation of this 2017/18-2021/2022 Strategic Plan is justified.
This Plan has been prepared after a review of the previous customization of the former Kigoma District Council plan, by taking stock of the achievements and constraints. Based on the previous implementation experience, the plan identifies the District’s capacity to deal with emerging issues in its business environment for the next five years. The Plan is in line with the second Five Years National Development Plan of 2016/2017–2020/2021. This plan embraces optimal use of the limited resources while exploiting the emerging development opportunities to realize the vision of the District.
The preparation of this Strategic Plan was largely done in a participatory manner. It started with capacity building sessions to thirteen Heads of Departments and six Heads of Units, who formed a District Planning Team. The sessions were intended to help the District Planning Team to gain common understanding in various strategic planning concepts and tools; in order to make it easy for them to practically develop a useful strategic plan. During the sessions, the Planning Team was introduced to various concepts and tools that enabled them generate information needed for the preparation of this Strategic Plan.
The capacity building sessions were carried out as planning workshops, which were used to generate data through rapid assessment methodology. These workshops took five days, whereas at the end of each day participants were asked to provide a certain output based on the concepts and tools they had learnt. At the end of the fifth day, the Planning Team managed to generate all the information needed for writing the Plan.
After the planning workshops, the workshop facilitators were given opportunity to write a draft plan to be shared among heads of units and departments for review and validation. The heads of units and departments provided their comments in one-week time, whereas the facilitators incorporated and produce second draft. The second draft was presented in a one day workshop with District - wide stakeholders, ranging from Councilors, Ward Executives, Other Government Entities in the District, Faith Based Organizations, Non-Governmental Organizations to Private sector. Thereafter, the draft was improved, circulated and presented to the respective Council’s Committee and to the Full Council for comments and approval.
This document is organized into five chapters. Chapter one is on the background information which gives a brief profile of the District and outlines the process through which this Strategic Plan was prepared. Situation analysis has been presented in chapter two. It covers the detailed analysis of internal and external environments in which the District Council undertakes its business. Chapter three provides a review of the implementation of the previous strategic plan, while chapter four presents the Plan - in which the Council’s vision, mission, core values, strategic objectives, targets, strategies and performance indicators for each target are presented. The last chapter describes the plan implementation, monitoring, evaluation, review framework and assumptions.
This part provides status of each of the 13 departments and six units of the Uvinza District Council (hereafter called service areas). Information from this section has been used as input for revising the Vision and Mission statements of the Council. In addition, the information was useful during the development of core values, setting targets and formulating strategies. Details of the baseline information including core functions of each service area are given in the following sub-sections.
Personnel and Administration is one of the 13 departments in Uvinza District Council. The Department performs the role of managing human resources at council level. The core functions of this Department are to: recruitment, confirm, and promote competent staff; plan, supervise and monitor staff training program which is coordinated by the unit of good governance; coordinate staff performance and appraisal through Open Performance Review and Appraisal System (OPRAS); coordinate preparations of quarterly and annual capacity building plan and implementation report; evaluate training program; prepare annual personnel emoluments; prepare quarterly training program; prepare annual staff establishment and, monitor staff ethics and good conduct. The current position of District staff against total staff requirements in various departments and units is shown in Table 2.
Table 2: Staffing Level
|
No. |
Departments/Unit |
Staff Needed |
Present Staff |
% |
Shortage |
% |
| 1
|
Personnel and Administration
|
141 |
64 |
45 |
77 |
55 |
|
2 |
Finance |
17 |
7 |
41 |
10 |
59 |
|
3 |
Planning statistic and Monitoring
|
4 |
1 |
25 |
3 |
75 |
|
4 |
Lands, Natural Resources
|
22 |
13 |
59 |
9 |
41 |
|
5 |
Community Developmwnt |
25 |
5 |
20 |
20 |
80 |
|
6 |
Education-Primary
|
1728 |
1172 |
68 |
556 |
32 |
|
7 |
Education-Secondary
|
456 |
248 |
54 |
208 |
46 |
|
8 |
Water |
29 |
10 |
34 |
19 |
66 |
|
9 |
Works
|
12 |
5 |
42 |
7 |
58 |
|
10 |
Livestock & Fishers
|
187 |
18 |
10 |
169 |
90 |
|
11 |
Agriculture, Cooperatives & Irrigation
|
68 |
24 |
35 |
44 |
65 |
|
12 |
Health |
732 |
79 |
11 |
653 |
89 |
|
13 |
Internal Audit
|
3 |
2 |
67 |
1 |
33 |
|
14 |
Legal |
3 |
1 |
33 |
2 |
67 |
|
15 |
Procurement and Supplies
|
5 |
2 |
40 |
3 |
60 |
|
16 |
Elections
|
2 |
0 |
0 |
2 |
100 |
|
17 |
Information & Technology
|
3 |
1 |
33 |
2 |
67 |
|
18 |
Beekeeping
|
6 |
1 |
17 |
5 |
83 |
|
19 |
. Environments
|
1 |
0 |
0 |
1 |
100 |
| Total
|
3444 |
1653 |
48 |
1791 |
52 |
|
Current implementation status of activities in the Department of Personnel and Administration
The core business of Agriculture, Irrigation, and Cooperatives Department is to: provide extension services, promote and support crops’ production; promote and support irrigation and mechanization; and promote cooperatives. As the name of the Department suggests, the Department is divided into three units, namely: Agriculture, Irrigation, and Cooperatives. The functions of these Units are as follows:
Agriculture unit is responsible for providing training to farmers in Good Agricultural Practices (GAP) and improved technology, collecting and analyzing agricultural data, advising farmers on GAP, encouraging adoption of good agricultural practices for farmers through Farmer Field School (FFS) and demonstration plots, plant protection through the use of pesticides and good crop husbandry, promoting crop productivity through the correct use of inputs, construct market infrastructures for crop produce to ensure the crop produce quality and standard control, promoting post harvest handling techniques and improved storage technologies, ensuring food security and nutrition at household level and District in general.
The irrigation and mechanization unit deals with the use of improved agriculture implements, construction of irrigation infrastructures, farm structures and maintenances, surveying and land use planning, it also deals with promoting production of horticultural crops.
Cooperatives unit is responsible for registering newly formed cooperatives, awareness creation and sensitization, providing trainings on cooperative principles, ethics and values, inspection and auditing of Cooperative societies’ activities adherence to cooperatives Act No. 6 of 2013, regulations and the policy governing their operation. The Department has a total of 23 staffs out of 89 staffs needed in the District. There is, therefore, a shortage of 66 staffs. The staffs at the Headquarters are also not adequately equipped with requisite working facilities particularly transport. The Department has no car out of three which are needed; and it has provided only 12 motor bikes to extension officers out of 80 which are needed to run the activities of the Department. There are also acute shortages in laptops, Extension kits, overcoats; gum boots; GPS; and tape measures.
The situation of agriculture, irrigation, and cooperatives in the District
Agriculture
Agriculture is the major economic activity in Uvinza District, with subsistence farming being the dominant. A significant number of people in the District use poor crop husbandry practices and farming methods such as hand hoe, while very few use improved tools like tractors for cultivation, with their limited use for planting and weeding. Most of the farmers can not follow the basic principles of agricultural production because more than 60% of villages in Uvinza District lack village extension officers (VAEOs) and this leads to low agricultural productivity.
The total arable land for agriculture in the District is 444,633 ha, but only 185,302 ha are being cultivated. The District has established four centers where people can hire tractors. There are only five (5) tractors in total for the whole District which can be hired by the farmers as indicated in Table 4.
Table 4. Centers for Tractor Hire in Uvinza District Council .
|
No. |
Center |
Number of Tractors |
|
1 |
Malagarasi |
2 |
|
2 |
Ilagala |
1 |
|
3 |
Kalya |
1 |
|
4 |
Lugufu |
1 |
|
Total |
5 |
|
Source:????
Agricultural Production
This section is mainly dealing with promotion of recommended husbandry practices for both cash and food crops through extension services delivery, agro-mechanization and availability and proper use of agro inputs. The aim is to increase production and productivity in order to enhance food security and generate income to farmers. Among the food crops grown in the District include maize, rice, bananas, yams, cassava, Magimbi, beans, peas, bambara nuts, groundnuts, sesame, and sunflower. Cash crops are rice,, oil palm, tobacco and coffee. Crop production has been increasing due to various efforts done by the department. During 2016/2017growing season, production levels for various food and cash crops were as shown in Table 4.
| Table 4: Production of Various Crops for Cropping Season 2016/2017 in Uvinza Council
|
||
| Crop
|
Area (Ha) |
Production (Tones) |
| Maize
|
58,256 |
215,430 |
| Paddy
|
36,553 |
164,489 |
| Plantains
|
5,900 |
15,895 |
| Sweet potatoes
|
25,080 |
261,360 |
| Cassava
|
64,463 |
213,846 |
| Yams
|
259 |
542 |
| Beans
|
34,718 |
48,602 |
| Pigeon pease
|
2,250 |
3,373 |
| Bambara nuts
|
2,354 |
1,718 |
| Palm oil
|
7,270 |
13,068 |
| Grand nuts
|
11,880 |
20,204 |
| Sesame
|
363 |
182 |
| Sunflower
|
379 |
799 |
| Tobacco
|
7,260 |
7,920 |
| Coffee
|
330 |
0 |
| Horticultural crops
|
829 |
10,748 |
| TOTAL
|
258,144 |
978,176 |
Source:????
Markets for Agricultural Products
a) Tobacco
Price of tobacco has steadily increased depending on its quality. Farmers are encouraged to observe proper tobacco management right from the field during harvesting, processing packaging, loading and unloading at the market. A kilogram of grade 1 costs 3500/=
Market for palm oil is relatively more available as compared to other crops such as maize, cassava and beans. Palm oil is therefore an important source of income to farmers. A litre of palm oil fetches between 1500/= and 2000/= .
The market for rice in Uvinza District Council is big and reliable, especially in Kalya, Buhingu,Igalula, Sunuka, Itebula, Mganza and Nguruka wards where rice is sold locally and out of the District as far as to the Democratic Republic of Congo, Burundi and Rwanda. A 100kg bag of unprocessed rice fetches from 35,000/= to 60,000/=.
Agricultural Inputs in the District
Uvinza District receives agricultural inputs from Central Government. While this has almost been the only source of input supply to the poor farmers, the amount of these subsidized inputs covers one acre only for each farmer. This is far below their requirements. Other challenges include cheating during distribution as well as Farmers’ inability to contribute for down payment.
Irrigation unit
This unit deals with the development of irrigation infrastructure, organizing farmers (water users) to get the water rights before they start irrigation. Also it explores the potential irrigation valleys in the district.
Uvinza District has a high potential area for irrigation, which can lead to a high and sustainable development of agriculture. Flow of permanent rivers in the district can easily make gravitational irrigation. There are about 17,920 Ha which are potential for irrigation of which, only 1,900 Ha (10.6%) are being irrigated through traditional schemes. The district is constructing two irrigation schemes namely Kashagulu and Mgambazi Irrigation schemes with a total of 403 Ha to be irrigated which is only 23 % of the potential irrigable land in the two schemes. Two more schemes which were under construction had were halted due to financial difficulties as summarized Table 6. The Council needs to tap this potential for sustainable agriculture in the District.
Table 6: Status of Implementación of Irrigación Schemes under Government Support
| S/N
|
Name of Scheme
|
Potential Area (Ha) |
Approved Area (Ha) |
Implementation Status
|
Remarks
|
| 1
|
Kashagulu
|
1200 |
400 |
Pending works include: water distribution points main canal of 600m, river bands and a culvert
|
All phase I works completed at 100%.
|
| 2
|
Mgambazi
|
1000 |
800 |
Construction of Distribution point completed at 90%.
Delays were encountered due to flooding of the valley. |
The project is under the supervision of zonal engineer from Tabora
|
| 3
|
Nyanganga
|
400 |
0 |
Construction of Distribution point, main channel of
300m done, but 200m more needed. construction of road to the scheme in progress |
The project was implemented under KIVIDEA support
|
| 4
|
Nkonkwa
|
320 |
320 |
Construction of Distribution point completed, main canal 520 m and intervening canals
No.1 of 3000 m and No.2 of 750 m. |
The project is under the supervision of zonal engineer from Tabora. It was halted in 2007 due to financial difficulties.
|
To date, the Council has identified 17 large and small valleys suitable for irrigation agriculture amounting to17,920 Ha in different villages as shown in Table 7.
Table 7: Valleys Suitable for Irrigation Agriculture in Uvinza District Council.
|
S/N |
Name of Valley
|
Location/ village
|
Size
(Ha) |
Water Source
|
Crops Cultivated
|
| 1
|
Kashagulu
|
Kashagulu
|
1,200 |
Kampisa
|
Rice, maize, oil palm, cassava
|
|
2 |
Kalya
|
Kalya
|
300 |
Mnyamasi
|
Rice, maize
|
|
3 |
Katobelo
|
Nkonkwa
|
320 |
Kabezi
|
Rice, maize, beans,
|
|
4 |
Mlela
|
Mlela
|
200 |
*
|
Rice
|
|
5 |
Kisabwai
|
Mgambazi
|
1,000 |
Rwegere
|
Rice, beans, maize
|
|
6 |
Bulimba
|
Rukoma
|
1000 |
Rwegere
|
Oil palm, rice, maize ,
|
|
7 |
Machazo
|
Ilagala
|
300 |
Malagarasi
|
Rice, maize
|
|
8 |
Nyanganga
|
Nyanganga
|
400 |
Mkuti, Nyanganga
|
Rice, sugar cane, maize
|
|
9 |
Biliani
|
Ilagala
|
1,000 |
Malagarasi
|
Rice, oil palm, maize, beans
|
|
10 |
Katato
|
Buhingu
|
100 |
Katato
|
Rice, maize, beans,
|
|
11 |
Luguvu
|
Sunuka
|
1,500 |
Luguvu
|
Rice, oil palm, beans
|
|
12 |
Kampita
|
Karago
|
300 |
|
Rice, sugar cane.
|
|
13 |
Nkanga
|
Songambele
|
100 |
Nkanga
|
Rice, maize
|
|
14 |
Kalenge
|
Kalenge
|
100 |
*
|
Rice, maize beans
|
|
15 |
Ruchugi
|
Basanza
|
4,000 |
Ruchugi
|
Rice, maize
|
|
16 |
Maragalasi
|
Maragalai
|
5,000 |
Maragalasi
|
Rice
|
|
17 |
Lufubu
|
Lufubu
|
800 |
Kampisa
|
Rice, beans, maize
|
|
18 |
Ibolelo
|
Lufubu
|
300 |
Kampisa
|
Rice and maize
|
|
|
Total
|
17,920 |
|
|
|
NB:Valleys with * have incomplete data on their sizes
Based on the guidelines on irrigation agriculture, the Council has embarked on mobilization of farmers to form their irrigators’ organizations for proper management of irrigation schemes. Already three organizations have been established in three schemes which are under construction as shown in Table 8.
Table 8: Status of Irrigators organizations in Uvinza District Council
| No
|
Name of Scheme
|
Name of Organization
|
Number of Members
|
Current Status
|
| 1
|
Kashagulu
|
Umoja wa Wakulima Kampisa (UWAKA)
|
800
|
Finalizing of registration procedures
|
| 2
|
Nyanganga
|
Umoja wa Umwagiliaji Kanani (UMUKA)
|
130
|
Finalizing of registration procedures
|
| 3
|
Mgambazi
|
Umoja wa Wakulima wa Umwagiliaji Amkeni Mgambazi
|
350
|
Finalizing of registration procedures
|
| Total Members
|
1280 |
|
||
This is a cross-cutting section in its operations as it deals not only with farmers but also with other sectors. In agriculture it deals with Agriculture Marketing Cooperative Societies (AMCOS) which are group of farmers dealing with cash crops marketing specifically tobacco. There are 2 cooperative societies dealing with livestock, and 3 for beekeepers. There are 20 registered SACCOS as illustrated Table 5.
Table 5: Number of SACCOS and Membership Status in Uvinza District
|
S/N |
Name of the Cooperative
|
Location |
Number of Members |
||
|
Females |
Males |
Total |
|||
|
1 |
Mahale SACCOS
|
Mahale
|
7 |
22 |
29 |
|
2 |
Kabogo Kirando SACCOS
|
Kirando
|
11 |
13 |
24 |
|
3 |
Nyota SACCOS
|
Sunuka
|
15 |
19 |
34 |
|
4 |
Mwangu SACCOS
|
Ilagala
|
18 |
23 |
41 |
|
5 |
Tumaini Group SACCOS
|
Uvinza
|
9 |
11 |
20 |
|
6 |
Nguruka SACCOS
|
Nguruka
|
11 |
13 |
24 |
|
7 |
Umoja SACCOS
|
Basanza
|
17 |
12 |
29 |
|
8 |
Jitihada SACCOS
|
Uvinza
|
11 |
14 |
25 |
|
9 |
Mwenge SACCOS
|
Sunuka
|
16 |
16 |
32 |
|
10 |
Lagosa SACCOS
|
Igalula
|
12 |
19 |
31 |
|
11 |
Bukebuke SACCOS
|
Mganza
|
14 |
18 |
32 |
|
12 |
Kandaga SACCOS
|
Kandaga
|
11 |
17 |
28 |
|
13 |
Harambee SACCOS
|
Nguruka
|
13 |
18 |
31 |
|
14 |
Rubugwe SACCOS
|
Buhingu
|
14 |
15 |
29 |
|
15 |
Mahale Youth SACCOS
|
Buhingu
|
25 |
27 |
52 |
|
16 |
Kigoma and Uvinza Drivers SACCOS
|
Uvinza
|
0 |
21 |
21 |
|
17 |
Upendo SACCOS
|
Kazuramimba
|
13 |
14 |
27 |
|
18 |
Imalamagambo SACCOS
|
Malagarasi
|
8 |
16 |
24 |
|
19 |
Uvinza Women SACCOS
|
Kazuramimba
|
51 |
0 |
51 |
|
20 |
Lake Tanganyika Women SACCOS
|
Ilagala
|
50 |
0 |
50 |
| Total
|
326 |
308 |
634 |
||
Major Issues to be addressed by the Department
Agriculture is faced by several problems which need to be addressed in the coming five years to enable the District move forward. These include:
Low investment in agriculture caused by limited funds for long term financing
Shortage of improved planting materials and high post harvesting losses. The district does not have reliable stockiest as well as infrastructure.
Unreliable markets for crops, especially non- traditional crops such as red palm oil, maize, beans and paddy.
Inadequate extension services (Shortage of staff, extension kits and transport facilities) and lack of regular training for both staff and farmers.
Poor crop husbandry practices since more than 60% villages do not have village extension officers (VAEOs).
Low and declining soil fertility (nutrients mining) due to inadequate use of fertilizers and thus low crop production.
Inadequate use of agriculture technologies such as draught animals, farm machinery and, improved seeds.
Poor communication and transport due to poor road networks in areas with high agricultural production (Lake Zone).
Undeveloped agricultural irrigation farming (no improved irrigation schemes) despite the high potential for gravity irrigation.
The department is divided into two main Sections which are Land and Natural Resources, while each section has subsections with specific and unique functions as compared to others. There are 5 subsections of Land, and 3 subsections of Natural Resources: Land, Town Planning, Surveying, Valuation, Cartography, Forest, Wildlife and Beekeeping. The current staffing situation in the Land and Natural Resources is as depicted in Table 10.
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2.1.3.2 The Land Unit
Uvinza District Council is the biggest producer of table salts. Researches have also revealed availability of various mineral deposits of Copper, Nickel, Platinum, Galena, Palladium and many more which are yet to be exploited.
There are 60 associations of beekeepers with a total membership of 1,590 (1,100 men and 490 women). From these associations, the Council has managed to facilitate establishment of three SACCOS of beekers namely Kazaraho – in Uvinza ward, Mfugezi – in Nguruka ward and Mwakila – in Ilagala ward. In collaboration with BSPK - the project dealing with improvement of beekeeping products under the financial support of the Belgian Technical Cooperation (BTC) the Council has facilitated the construction of three buildings to be used in processing and packaging of bee products in Nguruka, Uvinza and Ilagala wards.
Beekeeping
The District has one National Park called Mahale Mountain National Park as it under Tanzania National Park Authority and one Game controlled area called Luganzo. Also the District is bordered with Moyovosi – Kigosi Game reserve under Director of Wildlife in the Northern part. These provide venue for developing tourist attractions and tourist/local hunting activities.
Wild life: Separately from these forest reserves, Uvinza District is dominated with large Open area (Uvinza Open Area), Wetland area (Malagarasi - Moyovosi Ramsar site) and Game Controlled area ( Luganzo Game Controlled Area) found in Uvinza and Nguruka Divisions. Also is covered by large Lakes such as Lake Tanganyika (8,029km2), Lake Sagara and Nyamagoma in Nguruka Division; and perennial Rivers likes River Malagarasi, Ugalla and Lugufu. All these physical features make Uvinza District to be one of Mega biodiversity district in our Country. It is the district which posses’ large number of endangered wild animals likes Chimpanzee, Elephant and other Insects and birds.
In the afforestation programme 1,246,675 trees were planted in 2016/2017 by communities (JKT, Primary and Secondary Schools, NGOs, CBOs, KTU – Tobacco , and individuals). In addition, every village in the district has set aside a forest development
| Name of Forest
|
Size (Ha) |
| Mkuti Magharibi
|
12,850 |
| Uvinza
|
6,144 |
| Nkungwe Bay
|
5,508 |
| Ilunde
|
6,441 |
| Basanza
|
5,376 |
| Msitu wa Wilaya ya Uvinza
|
156,493 |
| Total
|
196,595 |
Table 9: Forest Coverage in Uvinza District Council
Forest: The district is endowed with abundant National Forest Reserves such as Lugufu (5,439Ha), Ilunde (5,997.50Ha), Basanza (12,850Ha), Mkuti East (35,612Ha), Uvinza wards (16,835Ha), Mpanda Line (35,612Ha) and Nkungwe Bay (5,957Ha). All these forests are under Central Government Authority as today they are under the management of Tanzania Forest Service Agency (TFS) and the District Council. The Dstrict Council owns and manages one forest reserve known as Rukunda – Kachambi (11,991.70Ha) forest reserve. The District is dominated by large grassland plain, Mountain forest, Equatorial river line forest especially around river Malagarasi, Ugalla and Masito Forest. In total, the Council has a forest land amounting to 196,595 Ha taking the government’s owned forests and the Kachambi – Rukunda forest rserve which is under its control as summarized in Table 9.
Uvinza District Council has numerous natural resources. The Natural resources Unit has three sectors which are Forest, Game (wild life) and Beekeeping. The Unit has a total of 10 staffs instead of 34 required for adequate management of utilization of natural resources in a sustainable way.
2.1.3.1 Natural resources
2.1.3.3 The situation of Land and natural resources in the District
The Department of Land and Natural Resources is constrained by the following:
2.1.3.4 Problems
There are four sections or units which form Water Department in Uvinza District council
| S/N
|
Staff Level
|
Required
|
Available
|
Shortage
|
| 1.
|
Water Resource Engineer
|
1 |
1 |
0 |
| 2.
|
Civil Engineer
|
1 |
1 |
0 |
| 3.
|
Enviromental Engineer
|
1 |
0 |
1 |
| 4.
|
Auto-Machanical Engineer
|
1 |
0 |
1 |
| 5.
|
Water Supply Technician
|
14 |
7 |
7 |
| 6.
|
Hydrogeology Technician
|
2 |
1 |
1 |
| 7.
|
Hydrology Technician
|
2 |
0 |
2 |
| 8.
|
Water Labaratory Techn
|
1 |
0 |
1 |
| 9.
|
Information Technology
|
1 |
0 |
1 |
| 10
|
Auto Electrical Technician
|
2 |
0 |
2 |
| 11.
|
Ass. Community Development Officer
|
2 |
0 |
2 |
|
|
Total Staff Requirement
|
28 |
10 |
18 |
Table 11: Staffing Position in the Department of Water in Uvinza District Council
The current staffing level as compared to the requirements by the Ministry of Water and Irrigation staffing standards for Water Department is as shown in Table 11
2.1.4.3 Departmental Staff
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|
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2.1.4.5 Major Issues of Concern in the Department
| S/N
|
Water supply Source
|
Number of Projects
|
Functioning Projects
|
Non Functioning
|
| 1
|
Gravity system
|
9
|
5
|
4
|
| 2
|
shallow wells (Hand pump)
|
104
|
89
|
15
|
| 3
|
Bore holes
|
10
|
10
|
0
|
| 4
|
Rain water harvesting tanks
|
40
|
40
|
0
|
| 5
|
protected Springs
|
3
|
2
|
1
|
Table 12: Water Infrastructure Situation in Uvinza District Council
Aquaculture is a substitute for over fishing in the Lake, and hence, it needs to be fully practiced. Nevertheless, fishing in Lake Tanganyika is still under-capacity as only 50% is utilized. Modern gears that are friendly to environment should be applied in line with fish processing facilities. Functions of Livestock and Fisheries Department are:
Uvinza District is also famous for the production of aquarium fish for export to European countries and elsewhere in the world markets. It produces about 10 tons (only?) per annum. There are only 2 Companies dealing with this kind of fishing (Name of the companies). The District is also potential for fish culture practices in the northern highlands in small scale level. This is due to their beliefs that fish culture cannot be commercialized; a fact calling for intensified efforts to raise awareness and encourage people to practice it at commercial scale as a complement to fish protein in remote areas.
According to 2011 Fisheries Frame survey, there are 8,096 full and part-time Artisan fishers using over 4,093 built canoes. Fish catches in 2015 was 66,195 tons, which fetched a total amount of Tshs. 64,722,337,301/=. There are different types of fishing vessels in Uvinza District such as 188 lift nets (Kipe), 94 ring nets,186 long line (Kawamba), 279 hand and line (Kachinga) and, 293 gillnet (Makila). The species abundantly caught are Sardines/Dagaa (Stolothrissa tanganyicae), Lates /Migebuka (Lates stappersii) and Kuhe (Boulengechromis microlepis).
Fishing industry plays an important role in the economy of the District. Fishing activities are mainly carried out in Lake Tanganyika and Small Water bodies of Lake Sagara, Nyamagoma, River Malagarasi, River Ugalla and River Luguvu and, Kandaga ponds.
Livestock services currently available in the district include 16 Cattle dips of which only 9 are working, 3 livestock markets, 2 Slaughter slabs, 1 veterinary centre (not working) and 1 holding ground centre at Uvinza. Currently, 167,355 cattle are dipped while 242,950 cattle are sprayed per month, where as that of 953 goats and 485 sheep are treated per month. in this case diseases like Anaplasmosis, Babesios, ECF , CBPP, CPBP, Lumpy skin Disease (LSD), Brucelosis, Rabies, FMD, Newcastle disease are currently disease of economic importance affecting farmers in the district. Generally, production and productivity of livestock in the district is still very low.
Uvinza district council is endowed with good natural resources which includes availability of good pasture land and water. Availability of natural food and water for livestock have attracted migration of pastoralists from the Lake Zone Regions that the district is now facing livestock overpopulation, invasion of protected area (water sources, forest) and reported cases of conflict between livestock keepers and other land users especially in rural areas. The district has a variety of livestock which includes cattle, goats, sheep, chicken and pigs as indicated in Table 13. Uvinza District is estimated to have 568,367 livestock of which 190,732 are Cattle, 78,483 are goats, 19,825 are sheep, 631 are pigs, 278,540 are poultry, while donkeys are156. Despite the existence of different varieties of livestock, the demand for its products (milk, meat) remains above its supply due to shifting mode of production by the farmers searching for lucrative pastoral areas.
2.1.5.2.1 Livestock Section
The key function of the SMS (Extension Services) in the District will be training and technical backstopping of Ward Livestock Extension Officers (WLEOs) and Village Livestock Extension Officers (VLEOs), enhancing their abilities to work with groups and to ensure the transfer of good practices between farmer groups in the District. He/she will also ensure the availability of relevant information through leaflets, research output summaries, market information etc at Ward Resource Centres. Promoting private sector so that it is involved in providing livestock extension, compiling monthly, quarterly, mid-year and annual livestock extension implementation reports and submitting them to the DLFDO and performing all other agricultural/livestock-related duties as may be directed by the DLFDO.
The key function of SMS (Veterinary Services/DVO) in the District are coordinating animal disease control measures and eradication in the District; supervising all veterinary public health and animal health services in the District; Supervising and controlling entry and exit of animals and animal products in the District; supervising the supply and distribution of veterinary inputs in the District; preparing short and long term animal disease control and eradication programmes; collecting, analysing, storing, distributing and using livestock diseases data and other information; Coordinating animal disease surveillance and diagnosis; Making sure all animal disease legislations are enforced working in close collaboration with V.I.Cs; Promoting private sector involvement in provision of veterinary services; Preparing monthly, quarterly, mid-year and annual reports on animal health services and animal diseases and performing any other duties as may be directed by the DLFDO.
The key function of the Dairy Services subsection in the District is promoting the private sector to invest in dairy farming and processing; coordinating all District dairy breeding according to national policies; planning and developing the means to improve both exotic and local dairy breeds; reviewing from time to time the dairy and dairy products market systems in the District; enforcing the Dairy Act at District level; preparing monthly, quarterly, mid-year and annual reports on dairying performance in the District and performing any other duties as may be directed by the DLFDO.
Specific responsibilities of SMS (Small stock) will include: promoting the private sector to invest in small stock farming and marketing; coordinating all District small stocks breeding according to national policies; planning and developing the means to improve both exotic and local small stock breeds; reviewing from time to time the small stocks marketing systems in the District; preparing monthly, quarterly, mid-year and annual reports on small stocks performance in the District and performing any other duties as may be directed by the DLFDO.
The role of the Fisheries Extension Services is to implement the Fisheries Policy; Act and Regulation; disseminate fisheries knowledge and skills from the experts to the fisher folk, aqua farmers as well as fish dealers; involves sharing information and experience within the fisher folk and other stakeholders in order to increase fish production and productivity.
This subsection collects and maintains the fisheries statistics data.
Fisheries Statistics
This is concerned with the implementation of Fisheries Policy, Act and Regulations, as well as to issue the fisheries licenses to all fishers, Owners of fishing vessels and fish dealers.
Achievement
Livestock production in Uvinza District is still low. Local breeds of cattle produces an average of 3-5 litres of milk per cow, while a dairy cow produces between 5 – 15 litres per day. The live weight of cattle is between 120-250 kg which is equivalent to 95 – 180 kg when slaughterd. Efforts are underway to improve the local breds using 43 Boran bulls that have already been purchased.
2.1.5.6 Livestock Quality and their Products
The Council has 3 open markets at Mwamila, Mpeta and Uvinza which are important meeting points between livestock keepers and businessmen.
Livestock markets
There are 3bore hole and 6 charco dams which are owned by livestock keepers around the former Uvinza ranch
b) Bore holes/charco dams
There are 15 cattle dips in the Council, out of which 8 are located in Uvinza Village and the remaining 7 are not functioning. The council needs 18 more dips to meet its requirements.
a) Cattle Dips
2.1.5.5 Livestock Infrastructure
Donkeys 230
Pigs 120
Ducks 15,453
Chicken 642,974
Sheep 39,154
Goats 189,396
Dairy catle 103
Catle (Local breeds) 254,952
Based on the 2013 Livestock census, Uvinza District Council has the following livestock:
2.1.5.4 Situation of Livestock and Fisheries in the District
The current strength of livestock and fisheries extension staff stands at 18 specialized in various fields against requirement of 140 staff. There is therefore a shortage of 122 extension officers in livestock and fisheries sectors which leads to inadequate extension services to fishers and livestock keepers.
2.1.5.3 Number of staffs
Fish farming is one of important activities in order to reduce dependence on fish from natural water and getting wide knowledge on how to raise fish in the pond, tank or cages so that incomes of the people increase as well as for home consumption
Aquaculture Section
This is involved in establishing effective mechanism for fisheries monitoring, surveillance control and enforcement. Also ensure compliance with conservation and management measure in order to reduce illegal fishing gears so as to maintain sustainability of fisheries resources.
Challenges/Issues of concern
Cleaning and Environmental department has two main units as follows:-
Plan and implement solid wastes collection and disposal mechanisms to improve level and standards of cleanliness in the district
Report to the Director of environment and the district executive director and director general on the implementation of this act.
Review by laws on environmental management and on sector specific activities related to the environment
Monitor the preparation, review and approval of environmental impact assessment for local investors
Prepare periodic reports on state of the local environments
Gather and manage information on the environment and utilization of natural resources in the district
Promote environmental conservation and cleanliness awareness campaigns in the district
Advice district environmental management committee on the matters related to environment
Ensure the enforcement of Environmental Management Act and its Regulations
Preparation and submission quarterly and annual environmental report
Preparation of annual and midterm environmental action plan
Carry out inspection in respect of environmental issues
Issue notices for rectifications of any breach of public and environmental standards
Safeguard and promote the environment conservation
Cause appropriate environmental impact assessment and audit for all activities as may be provided for under the Environmental Management Act, 2004
Take lawful, necessary and reasonable measures to prevent the occurrence of environmental degradation or pollution
This is a new Department established in May 2015 according to the Government requirements. The major roles and responsibilities of Cleaning and Environment Department include the following:-
.
Inadequate ambulances/ vans.
Shortage of wards and consultation rooms.
Lock of modern equipments
Poor information communication with Peripheral Health facilities inadequate.
Shortage of staff Quarters especially. Peripheral areas.
Shortage of Medical equipments and drugs.
Inadequate trained personnel.
Major Issues of Concern in the Department
|
S/N. |
Indicator |
2015 |
2016 |
2017 |
|
|
OP Attendance
|
50.7% |
62% |
47.3% |
|
|
ANC New attendance rate
|
32.3% |
7% |
92% |
|
|
Couple year protection
|
|
|
|
|
|
No of TB cases
|
145 |
127 |
|
|
|
Number of Malaria cases
|
|
|
|
|
|
Severe malnutrition rate
|
|
|
|
|
|
HIV/AIDS
|
112 |
107 |
96 |
|
|
Maternal Deaths
|
93/100,000 |
63/100,000 |
97/100,000 |
|
|
Neonatal deaths
|
6/1000 |
5.7/1000 |
1/1000 |
|
|
Under five years deaths
|
40.4/1000 |
5.2/1000 |
27/1000 |
|
|
Family planning users
|
24/100 |
18.3/100 |
19.4/100 |
|
|
Immunization Coverage
|
86.7% |
87.5% |
80% |
|
|
TT2 + above coverage
|
23.5% |
19% |
22.6% |
|
|
Nutrition status below 60%
|
4% |
5% |
3.9% |
|
|
Early booking of pregnant women
|
33.6% |
37.5% |
44% |
|
|
Diarrhea Diseases
|
|
|
|
|
|
Meningitis
|
|
|
|
|
|
Cholera
|
|
|
|
Table 15: Trends of Performance of Key Health Indicators in Uvinza District
Situation of health activities in the District
Others
Uncomplicated Malaria
Diarrhoea diseases
Pneumonia
Malaria
Anaemia
Severe Malnutrition
Tuberculosis
Poisoning
Prenatal & NNT conditions
The top causes of mortality in the district are:- ( Indicate cases/number/percentage of mortality resulting from each disease)
Schistosomiasis
Ear infection
Skin infection
UTI
Eye infection
Pneumonia
Diarrhoea Disease
Intestinal Worms
ARI
Malaria
Top ten causes of morbidity in the district are:-
Transport and communication infrastructure are not conducive for effective health services provision thus making it difficult to conduct routine supervision in all health facilities, difficulties in making referrals to patients, difficulties in making outreach to clinics and in cascading supervision. Also the Department is having poor health information system that affects proper collection of data. .
The following areas are earmarked to be privatized: security services, catering services, toilet facilities, cleanliness services, electricity Supply and laundry services
.
| Cadre
|
Required
|
Available
|
Shortage
|
|||
| Medical Doctor
|
5 |
1 |
4 |
|||
| Assistant Medical Officer
|
10 |
5 |
5 |
|||
| Radiographer Technologist
|
5 |
0 |
5 |
|||
| Clinical Officer
|
15 |
4 |
11 |
|||
| Clinical Assistant
|
0 |
2 |
-2 |
|||
| Assistant nursing officer
|
10 |
9 |
1 |
|||
| Nurses
|
65 |
13 |
52 |
|||
| Opthalmic nursing officer
|
5 |
0 |
5 |
|||
| Optometrist
|
5 |
0 |
5 |
|||
| Medical recorders
|
5 |
0 |
5 |
|||
| Medical Attendant
|
40 |
18 |
22 |
|||
| Health laboratory technologist
|
5 |
2 |
3 |
|||
| Assistant laboratory technologist
|
10 |
7 |
3 |
|||
| Pharmaceutical technologist
|
5 |
0 |
5 |
|||
| Assistant pharmaceutical technologist
|
5 |
0 |
5 |
|||
| Assistant dental officer
|
5 |
1 |
4 |
|||
| Dental therapist
|
5 |
0 |
5 |
|||
| Assistant social welfare officer
|
5 |
0 |
5 |
|||
| Community health workers/social welfare assistant
|
5 |
0 |
5 |
|||
| Assistant environmental health officer
|
5 |
0 |
5 |
|||
| Mortuary attendant
|
5 |
0 |
5 |
|||
| Dhobi
|
15 |
0 |
15 |
|||
| Security guard
|
10 |
0 |
10 |
|||
| Data clerck
|
5 |
0 |
5 |
|||
| Revenue collector
|
5 |
0 |
5 |
|||
| Health insurance expert
|
5 |
0 |
5 |
|||
| Accountant assistant
|
5 |
0 |
5 |
|||
| Total
|
265 |
62 |
203 |
|||
| Status of HRH at Dispensary Level 2015/2016
|
||||||
| Cadre
|
Required
|
Available
|
Shortage
|
|||
| Clinical officer
|
36 |
7 |
29 |
|||
| Clinical assistant
|
36 |
3 |
33 |
|||
| Nurse
|
144 |
23 |
121 |
|||
| Pharmaceutical assistant
|
36 |
0 |
36 |
|||
| Assist Nursing Officer
|
108 |
1 |
107 |
|||
| Lab assistant
|
36 |
2 |
34 |
|||
| Medical attendant
|
72 |
36 |
36 |
|||
| CHW/social welfare assistant
|
72 |
0 |
72 |
|||
| Security guard
|
72 |
0 |
72 |
|||
| Data clerck
|
36 |
0 |
36 |
|||
| Health insurance expert
|
36 |
0 |
36 |
|||
| Accountant assistant
|
36 |
0 |
36 |
|||
| Total
|
720 |
72 |
648 |
|||
|
|
|
|
|
|
|
|
Table 14: Staffing Situation in the Health Department in Uvinza District
The Council faces acute shortage of Health Staff. The current staffing level of Health Department is summarized in Table `14
b) Preventive services which include occupational health safety, food safety, institutions and premises inspections, solid and liquid waste management and chain management (Vaccines).
a) Curative Services The main functions of curative services section include diagnosis and treatment of communicable and non communicable diseases including laboratory tests, X-rays and HIV counseling. The section provides services for both inpatients and outpatients.
The Department is divided into two main sections:
The Department strives to ensure a health society by providing preventive, curative, rehabilitative, promotive and palliative services. There are 5 health centers all owned by the Government and 36 dispensaries out of which 33 are owned by government and 3 are owned by private institutions.
Insufficient funds to implement environmental protection, conservation and cleanliness activities,
Destruction of forests due to improper agricultural practices, bush fire, tree cutting for charcoal and timber.
Inadequate working tools and equipments such as solid wastes collection and disposal vehicles
Inadequate number of staff
Major Challenges/ Issues of Concern in the Department
Before establishment of this new department there was one solid waste collection point in Uvinza Village, there were no solid waste collection systems in place, there were no areas for district damping of both solid and waste water treatment sites, community awareness on environmental conservation and cleanliness was low, and many other activities aimed to address illegal mining, forest burning, and deforestation were not carried out systematically.
In terms of environmental conservation, the council has managed to facilitate planting of more than 1,400,000 trees in various areas in the District to fight climate change. Awareness raising on environmental conservation and protection in the community has been achieved in collaboration with other environmental stakeholders such as Jane Goodall Institute (JGI), Frankfurt Zoology, Tongwe Trust, TUUNGANE, Gombe and Mahale National Parks. Strict supervision and follow up on environmental sanitation and conservation issues, and efforts to prevent illegal mining and, water, land and air pollution in the district have been stepped up.
The Department of Cleanliness and Environment has introduced solid waste collection efforts through community initiatives, construction of solid wastes collection points, identification of district dumping area of 32 ha at Uvinza, and establishment of two hectares waste water treatment area (sewage lagoons).
Uncollected solid wastes in many parts of sub-urban areas and crude dumping methods of about 95% of wastes threatens health and well being of the people. Uvinza District produces 7,393 tons of solid wastes per day equal to 221,790 tonnes per month from 5 small towns namely Nguruka, Ilagala, Basanza, Kazuramimba. However, Uvinza District Council can manage to collect and dispose 205 tonnes of solid wastes per day; the rest of wastes remain uncollected in the streets causing public nuisance and breeding sites of vectors.
Situation of Solid Waste and Environmental Management in the District
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Table 14: Staffing Position of Cleanliness and Environment Department
2.1.9.2 Functions of Gender and Children Unit
2.1.9.3 Functions of social welfare Unit
2.1.9.4 Functions of the Youth Unit
2.1.9.5 Functions of the HIV/AIDS Unit
|
|
|
|
|
|
|
|
Though the department has achieved significant results since 2013/2014 when the Council started, it has not achieved all that is in the plans. This is largely attributed to the following limiting factors:
2.1.9.7 Major Issues of Concern in the Community Development Department
250 religious leaders out of 350 planned were reached with HIV education
Adult Education and Non Formal which is divided into three areas as follows
Primary education – for children aged 6 – 10 years who are obliged to be registered for standard one.
Pre-school education – for children aged 4 – 5 years old who are obliged to be registered for pre-school.
The primary education sector is mainly involved in the provision of basic education in three areas which are:
Primary education Department has the role to supervise provision of education in primary and post primary levels. The Department is also responsible for coordinating education programs and projects, implementation of Education policies, plans and programs, maintaining an education database and information for the Department, and disciplinary matters over officials.
The Council has 118 government primary schools and 1 non-government primary school.
Secondary Education Department has a major role to provide secondary education (ordinary and advanced level) to enable students acquire knowledge and skills for sustainable development. The core functions of the Department are:-
NB: Infrastructure for 2013/14 and 2014/5 includes schools from Simbo ward which was transferred to Kigoma district council during the end of 2014.
| Type Of Infrastructure
|
Year
|
|||
| 2013/14
|
2014/15
|
2015/16
|
2016/17
|
|
| Classrooms
|
812
|
774
|
721
|
730
|
| Teachers Houses
|
224
|
211
|
214
|
217
|
| Pit Latrines
|
926
|
770
|
775
|
787
|
| Teachers Pit Latrines
|
55
|
68
|
61
|
65
|
| Desks
|
13,650
|
12,136
|
12,384
|
23,319
|
| Tables
|
961
|
964
|
788
|
799
|
| Chairs
|
1,339
|
1490
|
888
|
981
|
| Kabati
|
296
|
308
|
220
|
250
|
| Shelves
|
42
|
52
|
48
|
56
|
| Tanks
|
8
|
10
|
30
|
33
|
| Head Teachers’ Office
|
77
|
77
|
120
|
148
|
| Teacher’s Office
|
50
|
55
|
58
|
60
|
VI. School Infrastructure
| Year
|
Number of Schools
|
Number of Pupils
|
%
|
||
| Boys
|
Girls
|
Total
|
|||
| 2014
|
128
|
6,737
|
6,705
|
13,442
|
|
| 2015
|
118
|
6,496
|
6,337
|
12,833
|
100
|
| 2016
|
118
|
9,391
|
9,214
|
18,605
|
100
|
| 2017
|
118
|
9,342
|
8,930
|
18,272
|
100
|
in Table 21
The Council has been successful in enrolling all children of school age into its primary schools as shown
V. Enrollment of Pupils in Standard One
| Year
|
Number of Schools
|
Number of Pupils
|
%
|
||
| Boys
|
Girls
|
Total
|
|||
| 2014
|
65
|
2,909
|
2,650
|
5,559
|
84.6
|
| 2015
|
86
|
3,575
|
3,653
|
7,228
|
86.4
|
| 2016
|
118
|
5,623
|
5,636
|
11,259
|
92.6
|
| 2017
|
118
|
5,214
|
5,263
|
10,477
|
100
|
Table 20: Status of Registration of Pre-primary Pupils
expected pupils were enrolled
Enrolment trend of pre-primary pupils id depicted in Table 20.It can be observed that in 2017 all
IV. Pre-Primary School Enrollment
| Year
|
Posted
|
Reported
|
%
|
Didn’t Report
|
%
|
||||||
| M
|
F
|
Total
|
M
|
F
|
Total
|
M
|
F
|
Total
|
|||
| 2014
|
104
|
33
|
137
|
104
|
31
|
135
|
98.5
|
0
|
2
|
2
|
1.5
|
| 2015
|
238
|
66
|
304
|
236
|
66
|
302
|
99.3
|
2
|
0
|
2
|
0.7
|
| 2016
|
0
|
0
|
0
|
0
|
0
|
0
|
0
|
0
|
0
|
0
|
0
|
| 2017
|
0
|
0
|
0
|
0
|
0
|
0
|
0
|
0
|
0
|
0
|
0
|
Table 19: Recruitment of Teachers ( 2013 – 2017)
The recruitment of teachers form the year 2013 – 2017 is as follows in Table 19.
III. Recruitment of Teachers
| Year
|
Number of Schools
|
Number of Pupils
|
||
| Boys
|
Girls
|
Total
|
||
| 2014
|
128
|
35,978
|
35,334
|
71,312
|
| 2015
|
118
|
35,627
|
34,588
|
70,215
|
| 2016
|
118
|
41,003
|
39,799
|
80,802
|
| 2017
|
118
|
44,075
|
42,934
|
87,009
|
Table 18: Number of Pupils from Pre –school to Std VII]
The number of pupils registered in primary schools has also been increasing as shown in the Table 18.
ii) Enrolment of Pupils
The academic performance has generally been improving as shown in Table 17
| Year
|
Pupils registered
|
Pupils attempted
|
Pupils passed
|
Percentage
|
||||||
| 2013
|
-
|
-
|
-
|
-
|
-
|
-
|
1,000
|
403
|
1,403
|
23
|
| 2014
|
2,788
|
2,893
|
5,681
|
2,674
|
2,777
|
5,451
|
1,255
|
656
|
1,881
|
34.6
|
| 2015
|
2,368
|
2,248
|
4,616
|
2,310
|
2,188
|
4,498
|
1,480
|
848
|
2,328
|
51.76
|
| 2016
|
2,641
|
2,449
|
5,090
|
2,598
|
2,440
|
5,038
|
1,879
|
1,083
|
2,962
|
59.15
|
| 2017
|
3,089
|
3,032
|
6,121
|
3,046
|
2,989
|
6,035
|
2,358
|
1,757
|
4,115
|
68.19
|
Table 17: Performance of Pupils in STD VII
The academic performance of pupils in Standard VII examinations for three consecutive years was as indicated in Table 17
i) Academic performance
Status of Primary Education Performance
| Table 16: Staffing Position in The Department of Primary Education
|
|
|||||||||
| A. At The Headquarters
|
|
|||||||||
| No.
|
Section
|
Requirement
|
Present
|
Shortage/Excess
|
||||||
|
1 |
District Education Officer
|
1 |
1 |
0 |
||||||
|
2 |
District Academic Officer
|
2 |
3 |
1 |
||||||
|
3 |
District Logistic Officer
|
2 |
2 |
0 |
||||||
|
4 |
District Adult Education Office
|
5 |
3 |
2 |
||||||
|
5 |
District Special Education Officer
|
1 |
2 |
1 |
||||||
|
6 |
District Sports Officer
|
1 |
1 |
0 |
||||||
|
7 |
District Cultural Afficer
|
1 |
1 |
0 |
||||||
|
|
Total
|
13 |
13 |
0 |
||||||
|
|
|
|
|
|
||||||
| B. At Wards and Schools Level
|
|
|||||||||
|
S/N |
Section |
Requirement |
Present |
Shortage/Excess |
|
|||||
|
1 |
Ward Education Officer
|
16 |
16 |
0 |
|
|||||
|
2 |
Teachers [Std I - Vii]
|
1,728 |
1,167 |
561 |
|
|||||
|
3 |
Teachers [Pre-School]
|
262 |
0 |
262 |
|
|||||
|
|
Total
|
2006 |
1183 |
823 |
|
|||||
|
|
|
|
|
|
|
|
|
|
|
|
Status of Secondary Education
The department has a total of 233 employed teachers against the requirements of 596 teachers. There are 18 registered secondary schools of which 16 are public schools and 2 non-government schools.
Source: NECTA 2014-2017
|
Year |
Students registered |
Students attempted |
Students passed I - IV |
Percentage % |
||||||
|
|
|
|
|
|||||||
|
|
BOYS
|
GIRLS
|
TOTAL
|
BOYS
|
GIRLS
|
TOTAL
|
BOYS
|
GIRLS
|
TOTAL
|
|
| 2014
|
|
|
|
|
|
|
|
|
|
|
| 2015
|
|
|
|
|
|
|
|
|
|
|
| 2016
|
32
|
12
|
44
|
32
|
12
|
44
|
32
|
12
|
44
|
100
|
| 2017
|
67
|
42
|
109
|
67
|
41
|
108
|
67
|
41
|
108
|
100
|
Table 22(b): Academic performance in form Advanced secondary education examinations (ACSEE) 2014-2017)
The academic performance for four years is indicated in Table 22(b)
Source: NECTA 2014-2017
|
Year |
Students registered |
Students attempted |
Students passed I - IV |
Percentage % |
||||||
|
|
|
|
|
|||||||
|
|
BOYS
|
GILS
|
TOTAL
|
BOYS
|
GIRLS
|
TOTAL
|
BOYS
|
GIRLS
|
TOTAL
|
|
| 2014
|
3639
|
1413
|
5047
|
383
|
125
|
508
|
187
|
114
|
301
|
62
|
| 2015
|
3032
|
1628
|
4659
|
503
|
349
|
852
|
352
|
198
|
550
|
65
|
| 2016
|
3714
|
1962
|
5676
|
549
|
237
|
786
|
442
|
194
|
636
|
81
|
| 2017
|
4804
|
2744
|
7548
|
569
|
288
|
857
|
418
|
172
|
590
|
68.8
|
Table 22 (a): Academic performance in form four secondary education examinations (CSEE) 2014-2017)
The academic performance for four years is indicated in Table 22(a)
| Year
|
Posted
|
Reported
|
%
|
||||
|
|
M
|
F
|
Total
|
M
|
F
|
Total
|
|
| 2014
|
82
|
30
|
112
|
68
|
26
|
94
|
84
|
| 2015
|
63
|
28
|
91
|
52
|
20
|
72
|
79
|
| 2016
|
0
|
0
|
0
|
0
|
0
|
0
|
0
|
| 2017
|
18
|
5
|
23
|
16
|
5
|
21
|
91
|
Table 23. Trend of Teacher recruitment of for 5 years 2013 – 2017 is as shown in Table 23
Enrollment of students in Advanced Public Secondary schools
Source: TSS 2014-2017
|
Year |
Number of schools |
Number of students |
% |
||
|
|
|
Boys |
Girls |
Total |
|
| 2014
|
18
|
3639
|
1413
|
5052
|
88
|
| 2015
|
18
|
3032
|
1628
|
4660
|
80
|
| 2016
|
18
|
3714
|
1962
|
5676
|
89
|
| 2017
|
18
|
4715
|
2659
|
7264
|
94
|
Enrollment of students in form one in Public Secondary schools
Source:TSS 2014-2017
|
Year |
Number of schools |
Number of students |
% |
||
|
|
|
Boys |
Girls |
Total |
|
| 2014
|
2
|
37
|
13
|
50
|
|
| 2015
|
2
|
137
|
92
|
229
|
|
| 2016
|
3
|
417
|
243
|
660
|
|
| 2017
|
3
|
627
|
438
|
1065
|
|
|
Year |
Number of schools |
Number of students |
% |
||
|
|
|
Boys |
Girls |
Total |
|
| 2014
|
16
|
1325
|
560
|
1885
|
86
|
| 2015
|
16
|
882
|
476
|
1358
|
84
|
| 2016
|
14
|
1273
|
690
|
1963
|
87
|
Among the activities performed by works Department include buildings construction and maintenance of plants and motor vehicle. Thus the the mains reles and responsibilities of works departments including the following:
2.1.12 Works
Source: TSS- 2017
|
Type of infrastructures |
year |
|||||||
|
|
2013/14 |
2014/15 |
2015/16 |
2016/17 |
||||
|
|
Required |
Available |
Required |
Available |
Required |
Available |
Required |
Available |
| Classrooms
|
130
|
142
|
130
|
142
|
140
|
138
|
236
|
163
|
| Teacher Houses
|
210
|
56
|
240
|
56
|
228
|
59
|
233
|
61
|
| Pit Latrines
|
217
|
160
|
217
|
160
|
252
|
160
|
458
|
205
|
| Teachers Pit Latrine
|
32
|
32
|
32
|
32
|
32
|
36
|
|
39
|
| Desk
|
|
|
|
|
|
|
|
|
| Tables
|
4573
|
4684
|
4301
|
4986
|
5381
|
5002
|
10,439
|
6652
|
| Chairs
|
4573
|
4684
|
4301
|
4760
|
5381
|
4809
|
10,439
|
6,652
|
| Cupboard
|
80
|
65
|
80
|
88
|
80
|
108
|
|
125
|
| Shelves
|
112
|
29
|
112
|
29
|
112
|
31
|
112
|
34
|
| Tanks
|
|
|
|
|
|
|
|
|
| Headmaster’s Offices
|
16
|
14
|
16
|
14
|
16
|
14
|
16
|
15
|
| Teacher’s Offices
|
48
|
18
|
48
|
18
|
48
|
18
|
48
|
18
|
Major Issues of Concern in the Department
Construction of DED’S office Against how many planned?
Completion of 5 classrooms Against how many planned?)
Rehabilitation of 4 class rooms Against how many planned?)
Construction of 48 toilets pits Against how many planned?)
Construction of market
Construction of 2 dormitories Against how many planned?)
Construction of business center
Construction of 4 dispensaries buildings Against how many planned?)
Construction of ward executive office
Construction of 2 teachers staff houses (Against how many planned?)
Construction of 17 class rooms of secondary school and primary school (Against how many which were planned?)
Situation of Works Departments
| S/N
|
Title
|
Required/Needed
|
Available
|
Shortage
|
| 1
|
Engineer
|
1
|
Nil
|
1
|
| 2
|
Technician
|
6
|
3
|
3
|
|
|
Total
|
7
|
3
|
4
|
Table 27:
The current status of departmental staff is as shown in Table
.
k). Identification of District opportunities for socioeconomic development
The Department has inadequate staff whereby there are two staff out of the needed four.
The Unit of Monitoring and evaluation has the core functions of: coordinating participatory monitoring & evaluation of development projects and coordinating preparations of quarterly and annual Council physical development implementation reports.
The Statistic unit is charges with the core functions of: collecting, processing, analyzing and disseminating data; and to coordinate preparations of various Council reports.
The Planning Unit has the core functions of coordinating participatory planning and budgeting from low level to high level and to coordinating implementation of development plans from village, ward and council level in collaboration with implementing Departments.
Core function of the Internal Audit Unit rests on Section 45 of the Local Government Financial Act No 9 of 1982 (revised 2000). The section states that, the Internal Auditor is the statutory Auditor of all Local Government revenues and Expenditures. In line with the core function, the Unit performs the following:
2.1.15 Internal Audit
Among the challenges facing the Department include tax payers’ evasion, difficulties involved in estimating income earned from some businesses; under or late release of recurrent and development funds from the Central Government and donors, low connectivity of internet hindering payment circle and report production because no manual payment is allowed; shortage of 10 Staff; inadequate working facilities and tools; and Inadequate IPSAS training.
| Financial year
|
Target
|
Actual collection
|
Percentage
|
| 2014/15
|
1,364,115,000 |
1,280,297,000 |
94 |
| 2015/16
|
1,475,829,000; |
1,374,081,000 |
93 |
| 2016/17
|
1,727,538,000 |
1,400,239,443 |
81 |
Table 29: Council Own Source Revenue Collection Trend (2014/15 – 2016/17)
Council revenue collection has been increasing though not in line with projections as indicated in Table 29.
Situation of Finance and Trade Activities in the District
Currently the Department has 7 staff out of 17 staff required by the department - making a shortage of 10 staff. .
The Final Account unit: has the function of preparing final accounts of all existing council’s accounts. This duty includes preparation of revenue, expenditure as well as assets and liabilities of the Council for a particular financial year.
The Salaries unit: has the main responsibility of preparing salaries for Councils’ Staff.
Expenditure unit: coordinates and processes legal payments, preparation of Council expenditure estimates, monthly, quarterly, and annual financial expenditure reports and, conduct internal audit control and keep financial records. The section uses Epicor system as payment software.
Revenue unit: coordinates collection of Council revenues, preparations of Council revenue estimates, quarterly and annual financial reports. The Council has started using electronic device system in collecting revenue from 2016/2017 and EPCOR system is already in use.
The Department has two main sections: Finance and Trade. The Finance Section is also subdivided into three sub-sections namely Revenue, Expenditure and .Final account section.
Coordinate council budget review.
Preparation of council financial statements/reports.
Preparation of council revenue and expenditure estimates.
Participate in M & E of development projects.
Safeguarding Council properties including fixed assets
Controlling legal payments of all District Council payees through Expenditure and Salaries sections.
Coordinating collection of council revenue from own source, government grants, development funds and donations from development partners.
Transactions and exchange of commodities are under the control of the Department of Finance and Trade. The main function of finance department is to maintain a good sound of council financial management system. Specific functions include:
The Procurement Management Unit manages all procurements and disposal by tender; it also supports functions of the Council’s Tender Board. In line with the core functions as stipulated in the Public Procurement Act No 7 of 2011 and its amendments of 2016, the Unit has the following activities to accomplish:
The main challenges facing the operations of the unit are: insufficient human resources where by the Unit has two staff instead of the required five auditors - leading to a shortage of three internal auditors; - Internal Audit Unit has a shortage of other resources; the unit has no motor vehicle. The planned procurement of one desk top, one printer, one photocopy machine and one scorner was not implemented due to shortage of funds. There is no professional development through Capacity building for enhanced competence and capability in audit work; budget constraints for example, the allocated budget for the Unit during the financial year 2015/2016 was TZS 37,748,000 comprising of both own sources and Treasury. However, only 9,970,000 which is equivalent to 26% of total budget was realized from Council own sources with a shortage of 27,778,000 (74%); shortage of office space; lack of transport facilities (no motor vehicle).
| Audit Area
|
Actual Performance ( %)
|
Remarks
|
|
|
|
|
| Financial management.
|
|
|
| Cash and Banking and final accounts for previous year
|
90
|
|
| Debtors and Creditors.
|
90
|
|
| Revenue collection
|
90
|
|
| cash and bank balances in lower levels
|
45
|
No transport and Allowances
|
| Disbursement of cash in lower levels
|
45
|
No transport and Allowances
|
| Income and Expenditure
|
99
|
|
| Presenting
|
99
|
|
| Budget control
|
50
|
|
|
|
|
|
| Procurement process and Contract Audit
|
|
|
| PMU/Tender Board Constituted
|
100
|
|
| Procurement Plan
|
100
|
|
| Stores and Inventories
|
100
|
|
| Outsourced revenue
|
100
|
|
| Tendering Arrangements
|
70
|
|
|
|
|
|
| Departmental Systems
|
|
|
| Personnel, Recruitment and Training
|
25
|
No HCIMS Password
|
| Cars Maintenance
|
50
|
|
| Information technology (iT) audit around computer/through comp
|
NILL
|
No EPCOR Password
|
|
|
|
|
| Project Audit
|
|
|
| CHF and User fees
|
60
|
No transport and Allowances
|
| Basket Funds & MMAM /BRN
|
50
|
No transport and Allowances
|
| Water/
COWSO |
98
|
|
| Development Grants LGDG &ASDP(DADPS), Irrigation schemes
|
15
|
|
| P4R/
|
NIL
|
|
|
|
|
|
| Multispectral and Aids Programmers
|
15
|
No transport and Allowances
|
| DASIP
|
50
|
No transport and Allowances
|
| Road Funds
|
50
|
No transport and Allowances
|
| MMEM
|
NILL
|
|
| MMES
|
45
|
No transport and Allowances
|
|
|
|
|
| Performance and Management Audit
|
|
|
| Transparency and Accountability
|
98
|
|
| HR Development
|
NILL
|
Inadequate staff
|
| Follow up of previously raised matters
|
98
|
|
| Unplanned Audits/Investigations Provision
|
98
|
|
Table 30: Planned Activities for 2016/17 and Actual Performance
The main activities planned to be audited by the Unit in 2016/17 are as indicated in Table 30. But due to human and financial resources, some areas were performed below 50%. The main challenges during the operations of the unit were: insufficient human resources and budget constraints (the Unit could not purchase fuel and service the Unit’s motor vehicle).
Situation of Audit Activities in the District
Lack of transport facility
Inadequate office space
Inadequate staff
inadequate funds to support PMU activities
inadequate working facilities such as printer and photocopy machine
However, in the course of implementing its roles, the unit faced the following challenges:
In the 2016/17 financial year PMU executed various activities in relation to works, goods, services and consultancy services as indicated in the Council annual procurement plan. The Unit managed all procurement activities by complying with the requirements of the Public Procurement Act and its regulations as amended in the 2016. The Unit also supported the functions of the Tender Board and its decisions, it prepared tender and contract documents, it prepared tender advertisements opportunities as well as the annual Council procurement plan.
Situation of procurement activities in the District
| S/No.
|
Staff level
|
Required
|
Available
|
Shortage
|
| 1.
|
Procurement officer
|
2
|
2
|
0
|
| 2.
|
Ass. Procurement officer
|
4
|
2
|
2
|
| Total staff level required
|
6
|
4
|
2
|
|
Table 31: Staffing Level in the Procurement Management Unit
Table 31.
According to Public Procurement Act (2011), Procurement Unit staffing levels are as shown in
The Legal Unit advises the District Executive Director on legal matters. It is responsible for all matters related to legal affairs facing the District Council. Its core functions are as given below:
2.1.17 Legal unit
Lack of warehouse and storage facilities
Most of the users are not aware/familiar with the PPA 2011 and its regulation 2013
Minimum participation in contract management by PMU staff.
Some of the limitations affecting the Unit include:
The legal Unit has one staff out of the required three. The staff shortage coupled with inadequate working facilities presents a serious setback on legal matters in the District
Information and Communication Technology (ICT) Unit in the Council is the implementing agent and operational focal point for the e-Government Strategy. Its major role is to ensure effective computerization of Council services for efficient implementation of projects in line with the overall national ICT strategy. The Unit is responsible for relevant ICT project implementation, user training and technical support services. All projects implemented in the Council shall follow the agreed government standards for development, maintenance and integration of systems within the National ICT strategic framework. Specific functions of the ICT Unit include:
.2.1.18 Information and Communication Technology Unit
Currently, Uvinza District Council has only one professional staff contrary the established requirements of at least four professional staff
| S/N.
|
System Available
|
Function of the System
|
User Department
|
| 1
|
LGRCIS (Local Government Revenue Collection Information System)
|
Electronic Own Source collections by using PoS
|
|
| 2
|
EPICOR
|
Electronic payments
|
|
| 3
|
HCMIS (Human Capital Management Information System) - LAWSON
|
Management and Control of all permanent and pensionable employee
|
|
| 4
|
PLANREP (Planning and Reporting)
|
Making annual budget – MTEF
|
|
| 5
|
FFARS (Financial Facility Accounting and Reporting)
|
Manage and Control receivable and payable at facility level
|
|
| 6
|
GOTHoMIS
|
Manage and Control day to day Hospital activities.
|
|
| 7
|
PSSN (Productive Social Safety)
|
Control and Manage poor house holds
|
|
| 8
|
BEMIS
|
Manage manipulations of Primary students information
|
|
| 9
|
PREM
|
Primary students and facilities information
|
|
| 10
|
WMIS (Water Management Information System)
|
District water information
|
|
All the systems are in use, although limited access is experienced (low speed and weak network signal). Currently Uvinza District Council is connected access the systems through VSAT technology
Uvinza District Council headquarter has no Internet connection and poor mobile services. Mobile network service provider like Vodacom, TIGO, Airtel companies they installed base station but we experience 2G capacity.
Local Area Network is installed in few offices which are DED office, DT, DPLO, DIA, HR, ICT, ACCOUNTANT, CASHIER, TRADE, PMU, DE and LAND. Offices which are not connected by LAN are District Chairperson office, Community Development, Water, Livestock, Natural Resource, and Health.
Key issues that ICT Unit is facing and wishes to address include:-
Major Limitations in the Department
Uvinza District has launched its own website which is accessible fromwww.uvinzadc.go.tz,it contains necessary information, events, announcements, photos, videos and other documents that are necessary to the citizens for Social and economic service delivery. Also we are connected to Government Mail Systems (GMS).
Committed and accountable leaders and staffs
The analysis of the Strengths, Weaknesses, Opportunities and Challenges (SWOC) of Uvinza District Council was done in a participatory manner involving District staff, particularly the Heads of Departments and Units. The aim of the SWOC analysis was to identify the existing strengths and opportunities that the District council can use to address the existing weaknesses and challenges. The identified strengths, weaknesses, opportunities and challenges are as follows:
Sustainable Development Goals are 17 global goals with 169 targets. These goals are somewhat in line with the core functions of Uvinza District Council of achieving delivery of quality services to communities in their District; services that will address climate, economic development and poverty related issues. This implies that, a closer follow up of funding for implementation of SDGs targets, will foster the implementation of the present Councils’ Strategic Plan.
Tanzania is a member of several regional development initiatives such as Southern Africa Development Community and East African Community. These regional initiatives are likely to offer several opportunities for Uvinza District. As it stands, Uvinza can fetch market for its agricultural products, but it can also attract investors from around member countries.
Basically, each Sector Ministry has sector policy used to guide operations of various issues within the sector. These sector policies among other things emphasize on implementation of various national priorities. There is no doubt that in order for such priorities to be implemented, Local Government Authorities like Uvinza District Council have important role to play. Following this fact, this Uvinza District Council Strategic Plan has designed in a way that, it captures local and national priorities indicated in various sectoral policies. The plan therefore focuses the District resources in addressing various national priorities without jeopardizing local priorities.
In efforts to realize the Tanzania Development Vision 2025, Tanzania Government formulated a Long Term Perspective Plan 2011/12-2025/26. This perspective plan is being implemented in a series of three Five Year Development Plans. The National five-year development plan of 2016/17-2020/21 is the second in the series of this perspective plan. The theme of this plan is “Nurturing Industrialization for Economic Transformation and Human Development”. It is expected that, some of the ways to realize this transformation include: fostering economic growth, enhancing forward and backward linkages between and within sectors, ensuring positive spill-over effects of skills development and technology innovation, reducing economic vulnerability, creating decent jobs and ensuring environmental sustainability. This Uvinza District Council Strategic Plan of 2017/18-2021/22 is by all means going to contribute to the realization of the transformation envisaged in the Second Five Years National Development Plan.
National stability, Peace and unity, good governance as well as the Tanzania’s good diplomatic relations are national and international features laying ground for human prosperity and development. These national qualities have been extended to Uvinza District, where residents and visitors are enjoying the peaceful atmosphere and good relationship. Such conditions attract and accelerate the process of attracting investors in the country. Apart from attracting investors, these conditions are likely to raise confidence of development partners and thus present an opportunity for concessional loans and grants to implement district priorities.
As a Local Government Authority, the Uvinza District Council will ensure the objectives of the 2015 ruling party’s manifesto are achieved in line with the peoples ‘expectations from their government.
Peace and security: To ensure the groups of people living under threat such as, those with albinism, the elderly, women and children are provided with adequate defense and security.
Employment among the youth: This is pursued by establishing small, medium and large scale industries so as to create jobs.
War on corruption: Adoption of a zero-tolerance stance against institutionalized corruption both in the public and private sectors;
Eliminating poverty – by improving productivity in agriculture sector, formalizing the informal sector by allocating small scale traders areas to conduct business and providing them with business licenses that will enable them to acquire loans and, enabling people living in rural areas obtain traditional title deeds.
The ruling party CCM’s election manifesto is in line with the National Development Vision 2025, in which it aims at bringing about sustainable development for Tanzanians. The Manifesto highlights education, energy, jobs creation, infrastructure and communication as major development concerns for the period 2015-2020. Four areas of Party’s priority are:
2.3.2 CCM 2015 Manifesto
Being responsible for service delivery in the country, the Uvinzai District Council serves as government vehicle in attaining the vision 2025 of reducing poverty among Tanzanians.
Be a nation with high quality of education at all levels; a nation which produces the quantity and quality of educated people sufficiently equipped with the requisite knowledge to solve the society's problems, meet the challenges of development and attain competitiveness at regional and global levels.
Be a nation whose people have a positive mindset and a culture which cherishes human development through hard work, professionalism, entrepreneurship, creativity, innovativeness and ingenuity and who have confidence in and high respect for all people irrespective of gender. The people must cultivate a community spirit; one which, however, is appropriately balanced with respect for individual initiative.
Attain self-reliance driven by the psychological liberation of the mindset and the people's sense of confidence in order to enable effective determination and ownership of the development agenda with the primary objective of satisfying the basic needs of all the people - men, women and children.
(d) A well educated and learning society: Tanzania envisages being a nation whose people are ingrained with a developmental mindset and competitive spirit. These attributes are driven by education and knowledge and are critical in enabling the nation to effectively utilize knowledge in mobilizing domestic resources for assuring the provision of people's basic needs and for attaining competitiveness in the regional and global economy. Tanzania would brace itself to attain creativity, innovativeness and a high level of quality education in order to respond to development challenges and effectively compete regionally and internationally, cognizant of the reality that competitive leadership in the 21st century will hinge on the level and quality of education and knowledge. To this effect, Tanzania should:
(c) Good governance: Tanzania cherishes good governance and the rule of law in the process of creating wealth and sharing benefits in society, and seeks to ensure that its people are empowered with the capacity to make their leaders and public servants accountable. By 2025, good governance should have permeated the national socio-economic structure thereby ensuring a culture of accountability, rewarding good performance and effectively curbing corruption and other vices in society
(b)Peace, stability and unity: A nation should enjoy peace, political stability, national unity and social cohesion in an environment of democracy, political and social tolerance. Although Tanzania has enjoyed national unity, peace and stability for a long time, these attributes must continue to be cultivated, nurtured and sustained as important pillars for the realization of the Vision.
(a) High Quality Livelihood: Ideally a nation's development should be people-centered, based on sustainable and shared growth free from abject poverty. For Tanzania, this development means the creation of wealth and its distribution in society must be equitable and free from inequalities, and all forms of social and political relations which inhibit empowerment and effective democratic and popular participation of social groups (men and women, boys and girls, the young and old and the able-bodied and disabled persons) in society are eliminated. In particular, by the year 2025, racial and gender imbalances will have been addressed such that economic activities will not be identifiable by gender or race.
Tanzania envisions that by 2025 will have attained a remarkable development from a least developed to a middle income country in the areas of high quality livelihood, peace, stability and unity, good governance, as well as educated and learning society; and a competitive economy capable of producing sustainable growth and shared benefits.
During the Local Government Election of 2014 there were eighteen election petitions raised against the District returning Officer, that the complaints demanded the court to declare that the election null and void for not being conducted fairly. After hearing, the court dismissed prayers of the petitioner. In General Election of 2015 one election petition was raised whereby the Parliamentary candidate for NCCR Mageuzi complained against the returning officer of Kigoma South Constituency that the election was not fair. After hearing, the court also dismissed prayers of the petitioner.
| Village Chairman
|
Vitongoji Chairman
|
Members of Village Council
|
Members of Village Council (Special Seats)
|
| 2
|
14
|
9
|
3
|
Table 33: Vacant Election Posts in Uvinza District Council
Despite the achievement, the Unit is facing challenges of inadequate staff (requirement is 3 but only 1 staff is available staff), lack of Election Office and its facilities and shortage of funds to conduct new elections so as to fill the gaps in some villages which is the issue of attention as indicated in Table 33.
Availability of natural resources – land, mineral deposits(salts, limestone, copper) lake Tanganyika, fivers wildlife etc
Availability of development partners to support development projects
Good climatic condition favorable for agriculture
Availability of arable land for agriculture, livestock and other investments
Existence of public and private institutions for District’s development
Availability of reliable water sources
3.2.3 Achievements in Agriculture Irrigation and Cooperatives
3.2.2 Achievements in Health Sector
3.2.1 Achievements in Human Resource and Administration
Performance review involved a critical assessment of the implementation of the previous strategic plan to measure outcome or impacts and longer term consequences of the interventions. For the period 2011/2012 to 2015/2016 Uvinza District council committed its financial, human and material resources in implementing its five year medium term strategic plan; the effect or the change resulting from the interventions from the previous strategic plan was assessed in 13 departments and 6 sections.The review of the implementation of the previous strategic plan identified remarkable achievements against targets set and some constraints.
2.5.4 Client based: we are client-driven entity in our daily conduct. We are sensitive and responsive to clients’ needs and high commitment to customer care.
2.5.4 Integrity: All Council Staff have the obligation to be trustworthy, sincere, fair and consistent in all their dealings. They are required to acknowledge persons dignity, and be thoughtful of people’s needs and support them in ways that protect their self esteem and dignity. They shall therefore spend their time and energy to ensure that people are well served, without having to be involved in any corruption
2.5.3 Commitment: In the course of service delivery, every Council staff shall demonstrate dedication and endurance for high quality service delivery to the community
We believe in the spirit of cooperation for effective achievement of our objectives. We shall therefore ensure we’re working at all times and in different activities as a team for high productivity with reasonable amount of resources.
2.5.2 Team Work:
2.5.1 Transparency: Council staff shall strive to be transparent in all their work and dealings, and shall stand ready for public scrutiny. Building of trust and doing the right thing shall be their daily priority for enhancing common understanding in all decisions they make.
The implementation of this Strategic Plan will be guided by four core values. These values will guide the District Councils’ internal conduct and the way it relates with outsiders. They will be the enduring beliefs of the District Council. These values are as follows:
2.5 CORE VALUES
| Stakeholder
|
Service offered
|
Stakeholder Expectations
|
Impact if Expectation not Met
|
| Community (Farm-ers, peasants and livestock keepers)
|
- Tax payer
- Producers of farm and livestock products. - Key participants in development process - Implementers of socio-economic projects |
- Inputs and Market support
- Efficient agricultural and livestock extension services |
- Low production and productivity
- Rampant poverty |
| Businessmen and Entrepreneurs
(Uvinza Lunches Association, Nyanza Salt Mine, Tobacco companies. |
- Distribution chain,
- Revenue through taxation, - Production of goods and services |
- Make maximum
profit - Win more customers - Expand their business - Conducive business environment - Reliable transport |
- Closure of their businesses - Loss of revenue - Poor quality goods and services - Increased Poverty & Unemployment |
| Central Government Ministries/agents
(PMO RALG Finance Ministry RS, TRA, TBA, SIDO, NHIF, TANESCO RWSSP) |
- Policies on socio-
economic development - support services in the area of - human resource - agriculture - livestock - Co – operatives - Commerce and - industries – Natural resources & environment |
- Value for money
- Observance of laws, policies, guidelines and regulations |
- Chaotic environment
- Legal and coercive action - Support withdrawal |
| Non- Governmental Organizations
(ThaminiUhai TUUNGANE, Engender Health) |
- Supporting the Government in the provision of services to the community
- Provide of employment opportunities - Supporting the Government in Community capacity building |
- Supportive government policies
-Community participation - Conducive working environment - Strong Coordination of development activities - Good Governance |
- Few development projects implemented
- Limited capacity building to community - Loss of council’s credibility and ownership of projects - Poor community participation - Inadequate services provisions |
| National And International Agencies:
World Lung Foundation, LIC, BTC, JGI, TASAF, TARURA, IMA World Health, WHO, EQUIP, JICA,KFW(German Cooperation), UNICEF, NHIF |
- Financial support
- Capacity building - Monitoring and evaluation of development projects |
- Clear policy guidelines
- Comprehensive plans - Good financial management - Conducive working environment |
- Uncoordinated plans.
- Duplication of activities, projects - Poor community participation. - Misunderstanding and mistrust. - Poor financial and technical support - Poor public image |
| Training/Research Institutions (LGTI, IRDP, Ardhi Institute, FTI)
|
- Provide Consultancy services
- Training in various problem areas - Conduct research on development challenges |
- Be involved in the District development agenda
- Use the skills, knowledge and other availed resources |
- Development stagnation
|
| Community-based Organizations (COWSO
Nyakitondo Youth Development, Mibos, |
- Community
Mobilization - Entry – point to the community |
- Good governance
- Financial, technical and social support - Support Policy guidelines |
- Poor service provision
- Poor community participation - Outdated practices in the community . |
| Financial Institutions (NMB, CRDB)
|
- Provision of savings and loans to the community
|
- Effective government policy support - Conducive environment
- Efficient Loan repayment |
- High unemployment rate
- Increased poverty |
| Council employees
|
- Technical and professional support to development process
|
-Conducive working environment
- Sufficient and timely payment of salaries - Availability of working tools |
-poor planning implementation and monitoring of projects
|
| Communication Companies -Halotel, Vodacom
|
-Provide communication services
|
Big number of users to cover costs
|
Limited development process
|
Table 34: Stakeholders’ Analysis
Stakeholders analysis for the District Council focused on analyzing individuals, groups of people, institutions or firms that have stake in the success of this Strategic Plan, either as implementers, facilitators or beneficiaries. The summary of the results of stakeholders’ analysis is given in Table 34
Inadequate infrastructure(transport, housing etc)
Unreliable, unqualified and unregistered service providers
Political interference and dominance of top-down approach
Shortage of funds
Prevalence of HIV/AIDS and other STI
Financial dependence on central government
High staff turnover
Harsh working environment
Unpredictable release of funds by the Government
2.3.4 Challenges
Under-utilization of natural resources
Poor revenue collection
Unplanned land uses leading to conflicts
Inadequate health facilities eg. District hospital
Inadequate transparency among stakeholders
Poor enforcement of by- laws at village level
Inadequate facilities and working tools/equipment.
Rapid deforestation
Inadequate office spaces at HQ and Village level.
2.3.3 Weakness
3.2.4 Achievements in Livestock Development and Fisheries
3.2.5 Achievements in Water Sector
3.2.7 Achievements in Secondary Education
3.2.6 Achievements in Primary Education
3.2.8 Achievements in Community Development Gender Youth and Children
3.2.9 Achievements in Planning Statistics and Monitoring
3.2.10 Achievements in Land and Natural Resources
3.2.11Achievements in Environment and Solid Waste Management
3.2.16 Election
3.2.15 Achievements in Beekeeping
3.2.14 Achievements in Legal issues
3.2.12 Achievements in Information, Communication, Technology and Public Relations
3.2.18 Trade and Finance
3.2.18 Trade and Finance
3.2.17 Internal Audit
3.2.19 Procurement Management Unit
Despite significant achievement noticed in the implementation of the previous strategic plan, there was existence of some hindrances which resulted to failure in achieving some formulated targets. The major impediments are summarised below.
Shortage of funds for Nursery establishment. Inadequate planting materials. No funds for trainings, monitoring and evaluation
Inadequacy of improved seeds, agro-inputs, storage facilities (warehouses), Access to market and marketing facilities, infrastructures (Farm roads)
To facilitate the provision of high quality service in collaboration with other development partners for sustainable development of the community.
To be a council that provides high quality services for sustainable development of the community
THE PLAN
CHAPTER FOUR
4.4.1 Strategic Objective 1
4.4 Strategic Plan Matrix
4.4.2 Strategic Objective 2
| Strategic Objective
|
Targets |
Strategies |
Performance Indicators
|
| C. Access to Quality and Equitable Social Services Delivery Improved
|
Number of Council Employees Increased from1,653 to 3,444 by June 2018
|
Seek permission to employ
Advertise vacancies -Interview and Recruit |
Presence of 1,791 New employee
|
|
|
Employees work performance incresaed from 75 to 100% by June 2018
|
Train Staff on ethics, rules and regulations
Fill OPRAS forms Departments/ Sections meetings Personnel data form Workers meetings |
Percentage increase of employs work performance
|
|
|
Increase the number of staff confirmed from 2100 to 4,500 by 2018
|
Fill OPRAS forms
Completion of probation period Involve parent Ministries Involve Circular-Establishment |
Number of staff confirmed
|
| C. Access to Quality and Equitable Social Services Delivery Improved
|
Increased number of operating suggestion boxes from 1 to 60 by 2018
|
Involve all LLG in the Council
Have Suggestion Boxes at their offices |
Number of suggestion boxes increased
|
|
|
Increase the number of employees promoted from 1,653 to 3,444 by 2018
|
Ensure the OPRAS system
Involve CMT to review Employees Involve Employment board |
Number of employs promoted
|
|
|
Supervised Council regulatory meetings:
20 Council meetings 140 Standing comm. Meetings 440 and 4500 VC meetings 60 CMT meetings by 2018 |
Involve CMT
Councilors |
Number of meetings conducted
|
|
|
1940 different furniture for the Wards and villages Hall of the Council purchased by 2018
|
Budget in CBG
Involve Suppliers in constructing Furniture |
Number of furniture and supporting documents purchased
|
|
|
14 Ward and 45 village Offices constructed by 2018
|
Involve village Government
Involve Ward leadership Involve the community |
Number of Wards and village offices contructed
|
|
|
Increased number of staff houses from 10 to 25 by 2018
|
Involve HoDs and supporting staff
|
Number of staff houses constructed
|
|
|
Establishment and use of claimant table by 2018
|
Claimant Forms
Customer care personnel |
Presence of Claimant table
Presence of qualified customer care personnel |
|
|
Improvement of records management system by 2018
|
Training of record management staff
Procurement of files shelves and file covers |
Presence of File shelves and files
Client satisfactory |
|
|
Commitment to client charter established by 2018
|
Involve Consultant for training HOD’s and supporting staff
Prepare of Client Charter |
Client Charter in place
Reduced Complaints |
4.4.3 Strategic Objective 3
| Strategic Objective
|
Targets
|
Strategies
|
Performance Indicators
|
| D. Quality and Quantity of Socio-Economic Services and Infrastructure Increased
|
Number of farmers trained on good agricultural practices (GAP) increased from 31,540 in 2017/2018 to 41540 by 2021/2022
|
Create awareness to village leaders, ward leaders, extension workers and the community on food crops farming through seminar/workshops, meeting posters and flying boards.
Facilitate the extension workers with working gears, transport facilities Employ new extension staff |
Number of farmers, village ward leaders and extension workers trained
|
|
|
Area under mechanization expended from 15,610 ha in 2017/2018 to 26,536 ha by 2021/2022
|
Create awareness to village leaders, ward leaders, extension workers and the community on improved farm machinery through seminar/workshops, meeting posters and flying boards.
Facilitate the extension workers with working gears |
Number of hectares under mechanization increased
|
|
|
Area under irrigation increased from 700 ha in 2017/2018 to 1500 ha by 2021/2022
|
Create awareness to village leaders, ward leaders, extension workers and the community (irrigator’s member) on irrigation farming through seminar/workshops, meeting posters and flying boards.
Facilitate the extension workers with working gears, transport facilities |
Number of farmers (irrigators), village ward leaders and extension workers trained
Number of hectares increased |
| D. Quality and Quantity of Socio-Economic Services and Infrastructure Increased
|
Area under Horticulture crops production increased from 1,172 ha in 2017/2018 to 1,465by 2021/2022
|
Create awareness to village leaders, ward leaders, extension workers, the community and private sector on horticulture farming through seminar/workshops, meeting posters and flying boards.
Facilitate the extension workers with working gears, transport facilities |
Number of hectares under horticulture crops increased
|
|
|
Area under food crop production increased from 283,884 year 2017/2018 to354,855 by 2021/2022
|
Create awareness to village leaders, ward leaders, extension workers and the community on maize production through seminar/workshops, meeting posters and flying boards.
Facilitate the extension workers with working gears, transport facilities |
Area under food crop production increased
|
|
|
Area under cash crop production increased from 16,160 year 2017/2018 to 20,200 by 2021/2022
|
Create awareness to village leaders, ward leaders, extension workers and the community on maize production through seminar/workshops, meeting posters and flying boards.
Facilitate the extension workers with working gears, transport facilities |
Area under cash crop production increased
|
| D. Quality and Quantity of Socio-Economic Services and Infrastructure Increased
|
Food crops production increased from 1,421,623 year 2017/2018 to 1,777,028 by 2021/2022
|
Create awareness to village leaders, ward leaders, extension workers and the community on maize production through seminar/workshops, meeting posters and flying boards.
Facilitate the extension workers with working gears, transport facilities |
Number of farmers, village ward leaders and extension workers trained
Number of tons produced |
|
|
Cash crops production increased from 21,542 year 2017/2018 to 1,777,028 by 2021/2022.
|
Create awareness to village leaders, ward leaders, extension workers and the community on maize production through seminar/workshops, meeting posters and flying boards.
Facilitate the extension workers with working gears, transport facilities |
Number of farmers, village ward leaders and extension workers trained
Number of tons produced |
|
|
Number of Cooperative societies members increased from 2,302 in 2017/2018 to 4,561 by 2021/2022
|
Create awareness to village leaders, group leaders and the community on how to formulate cooperatives society through seminar/workshops, meeting posters and flying boards.
|
Number of cooperative increased
|
| D. Quality and Quantity of Socio-Economic Services and Infrastructure Increased
|
Number of Cooperative societies increased from 63 in 2017/2018 to 80 by 2021/2022
|
Create awareness to village leaders, group leaders and the community on how to formulate cooperatives society through seminar/workshops, meeting posters and flying boards.
|
Number of cooperative increased
|
|
|
Number of cooperative personnel trained from 50 in 2017/2018 to 315 by 2021/2022
|
- Create awareness to cooperative leaders through seminar/workshops, meeting posters and flying boards
|
Number of trained personnel
|
|
|
Number of SACCOS increased from 13 in 2017/2018 to 20 by 2021/2022
|
- Create awareness to SACCOS leaders and members through seminar/workshops, meeting posters and flying boards
|
Number of SACCOS increased
|
E. Good Governance and Administrative Services Enhanced
4.4.5 Strategic Objective 5
| Strategic Objective
|
Targets
|
Strategies
|
Performance Indicators
|
| A. Services Improved and HIV/AIDS Infections Reduced
|
Seminars on HIV/AIDS Conducted to……… schools by 2020.
|
Involve health officers and development community officers in conducting sensitizing seminars to teachers.
|
Number of seminars on HIV/AIDS conducted
|
| B. National Anti-Corruption Implementation Strategy Enhanced and Sustained
|
Workshops on reducing corruption behaviors conducted to ………Schools by 2020
|
Involve Anticorruption units to facilitate education officials
WECS, HTs and Teachers. |
Number of workshops on anticorruption conducted.
Number of Anti-corruption clubs in primary increased. |
|
|
Anticorruption Clubs established in --------- Schools by 2020.
|
Engage Anticorruption to provide education
|
Number of Anticorruption clubs established
|
| E. Good Governance and Administrative Services Enhanced
|
Workshop on the impact of early pregnancies conducted to…… teachers by 2020.
|
Involve teachers in conducting Sensitize forums to pupils about early pregnancies.
|
Number of workshops on impact of early pregnancies conducted.
|
|
|
School Committee workshop conducted to ----------- by 2020.
|
Involve WECs and Head teachers, Education officials and school
Inspectors to facilitate workshops to school committees. |
Number of school committee meetings.
|
| C. Access to Quality and Equitable Social Services Delivery Improved
|
Increasing enrollment for standard one and pre-school pupils from ---------to --------- annually by 2020.
|
Involve village Governments through meetings
Involve school committees through seminars and meetings. Involve parents through meetings. Raise awareness of the community through announcement in various community assembly such as churches, mosque and market places |
Number of enrollment for standard one and pre-school pupils increased.
|
|
|
Increased number of classrooms in primary schools from --------to --------- by 2020.
|
Involve village governments and school committees through meetings.
Motivate the community on the construction of school infrastructures. Involving Works Depart through preparing of BoQs and sitting contractors |
Number of classrooms increased
|
| C. Access to Quality and Equitable Social Services Delivery Improved
|
Increased number of teacher houses in primary schools from ----------to --------- by 2020..
|
Involve village governments and school committees through meetings.
Motivate the community on the construction of school infrastructures. Involving Works Depart through preparing of BoQs and sitting contractors |
Number of teacher houses increased
|
|
|
Increased number of latrines in primary schools from-----------to ---------- by 2020.
|
Mobilise community members
Mobilise financial Resource |
Number of pit latrines increased
|
|
|
Increasing number of desks in primary schools from ---------to--------- by 2020.
|
Mobilise community members
Mobilise financial Resource |
Number of desks increased.
|
|
|
Increased number of tables in primary schools from ---------to ------------ by 2020.
|
Mobilise community members
Mobilise financial Resource |
Number of tables increased
|
|
|
Increased number of chairs in primary schools from--- ---------to -------- by 2020.
|
Mobilise community members
Mobilise financial Resource |
Number of chairs increased
|
|
|
Increased number of football grounds in primary schools from -----------to ---------- by 2020.
|
Mobilise community members
Mobilise financial Resource |
Number of football grounds increased
|
|
|
Increased Teacher –Pupil Ratio in primary schools from-------- to----------- by 2020.
|
Submit requests to the central government of the need for teachers in schools
Involve head teachers and WECs in conducting village general meetings for the community to motivate teachers. |
Number of teachers increased.
|
| C. Access to Quality and Equitable Social Services Delivery Improved
|
Increased number of schools inspected from---------to------------- by 2020.
|
Involve School inspectors in making inspection and supervision in schools.
Involve Education Staffs in supervision of schools. |
Number of schools inspected increased.
|
|
|
One vocational training centre constructed by 2020
|
Involve central governments in budgeting and allocating fund for construction of vocational centre.
|
Number of vocational centre constructed.
|
|
|
Illiteracy rate reduced from ---------to ----------- by 2020.
|
Involve village Government through sensitization.
|
Number of illiterate adults reduced.
|
|
|
Increase MUKEJA classes from ---------to ------------- by 2020.
|
Involve village Government
Involve Adult Education Committees Sensitize community |
Number of MUKEJA classes increased.
|
|
|
Statistical data centers established in -------schools by 2020
|
Involve head teachers, Ward Education Coordinators and District Officials on preparation of school Statistical data.
|
Number of statistical data centers established
|
|
|
UMITASHUMITA competition conducted once annually by 2020
|
Involve school committees , WECs, HTs , sport teachers, pupils and education stakeholders.
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Number of competition conducted
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E. Good Governance and Administrative Services Enhanced
4.4.6 Strategic Objective 1
| Strategic Objective
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Targets
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Strategies
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Performance Indicators
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4.4.7 Strategic Objective 1
| Strategic Objective
|
Targets
|
Strategies
|
Performance Indicators
|
| G. Management of Natural Resources and Environment Enhanced and Sustained
|
Degraded land area reduced from 30% to 20% by % by June 2022
|
Prepare and disseminate environmental guidelines on various simple technologies regarding proper land use practices
Develop and implement plans of controlling identified land degradation causes To capacitate village Environmental committee by providing training on village land use management |
Percentage of degraded land area reduced by 10%
Deforestation rate reduced Number of implemented plans Number of tree planted |
| G. Management of Natural Resources and Environment Enhanced and Sustained
|
02. Deforestation rate reduced from 40 0% to20 % by% by June 2022
|
Capacitate village environmental committee
Establish and support wards and villages tree nurseries Establish gardening and public centres for social services in district head quarter and 10 small tows Promote the use of efficient wood fuel stoves and improved charcoal kilns |
Deforestation rate reduced
Number of implemented plans Number of tree planted |
|
|
Standards of environmental cleanliness improves from 30% to 50% by June 2022
|
Construct 10 wastes collection bays in Uvinza, Basanza, Kazuramimba, Nguruka, Buhingu, Itebula, Sunuka, Kalya, Nyangabo and Mganza
|
Number of wastes collection centre constructed
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250000 tones Collected and disposed of solid wastes annually by 2020
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Mobilise community to dispose to dumping site
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Tones of solid wastes collected and properly disposed
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Community based solid wastes collection groups established in 10 sub urban centers by 2020
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Mobilise community members
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Number of groups established
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Demarcation and facing district damp area including tree plantation facilitated by 2012
|
Mobilise fund
|
Number of site demarcated
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|
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Procurement and distribution of solid wastes collection equipments and cleanliness tools facilitated by 2020
|
Mobilise fund
|
Number of solid waste equipment
|
| G. Management of Natural Resources and Environment Enhanced and Sustained
|
Government environmental policy, guidelines and by laws enhanced from 7 wards in 2017 to 16 wards by June 2022
|
Meetings with wards and village government leaders, environmental committees, and councilors on environmental policy, guidelines, and by laws
|
Number of meeting conducted
Number of villages, wards, and councilors contacted |
4.4.6.1 Result Area: Environmental and Cleansing
4.4.9 Strategic Objective 1
| Strategic Objective
|
Targets
|
Strategies
|
Performance Indicators
|
| C. Access to Quality and Equitable Social Services Delivery Improved
|
2345 Plots survey and mapping at Lugufu head quarter and 1898 plots surveyed and mapping at Nguruka, Uvinza, Kazuramimba and Ilagala
|
Developed town planner at Lugufu and those trading centers
Create awareness to community for developed CBO for sharing cost on surveying and mapping of plots at trading centers |
Number of plots surveyed
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|
|
Survey and mapping 13 villages boundaries out of 28 by the year 2022
|
Create awareness to village leaders and Ward during surveying and mapping village boundaries, Use agreed minutes for village divided, use influential and some political leaders, use other development partner working on that area, use previous approved village map as reference
|
Number of village boundaries approved.
|
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|
14 villages facilitate to development forest management, harvesting plan and by law created by the year 2022.
|
Enhance the community to share cost.
Facilitate the Village leaders to have village land forest reserved Build capacity to village manage forest. |
Number of Villages facilitated
|
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|
Bush fire incidence decreased from 23% to 65% by the year 2022
|
Conduct campaign on effect of bush fire through seminar, brochure, and media.
Developed District, Ward and Village task force to combat bush fire. Develop bush fire by law at village and district lever. |
Percentage decrease of bush fire incedence
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| C. Access to Quality and Equitable Social Services Delivery Improved
|
Decrease human wildlife conflict from 23% to 76% by the year 2022
|
Create awareness to community on how to defend dangerous wildlife animals, Developed and build capacity village groups to combat dangerous wildlife, Facilitate the community how to fill wildlife consolation form, developed WMA,
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Percentage decrease of human wildlife conflicts
|
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Number of beekeeper groups increased from 34 up to 78 by the year 2022
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Create awareness to beekeeper to form groups, Facilitate training on group formation and registration at district level,
|
Number of beekeeper group increased
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Number of beekeeper cooperative increased from 3 up to 10 by the 2012
|
Create awareness to beekeeper groups to form cooperative, conduct sensitization to beekeeper groups found on ward to form they own mobilized each ward produce honey to have cooperative.
|
Presence of beekeeper cooperative on each ward produces honey.
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Increased quantity and quality of bee product from tons 687 to 1345 tons by the year 2022
|
Create awareness beekeepers to use modern bee hives, Established queen rearing, Use collection center for processing, packing, and store.
|
Number of tons increased
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Increased beekeeping reserved from 12345 hectors to 25634 hectors by the year 2022
|
create awareness to each village leaders to set village land as bee reserve, Improve general land to be reserve land and use for bee keeping, use National and local forest reserve.
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Number of hectors inceased
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4.4.8.1 Result Area: Land and Natural Resources
C. Access to Quality and Equitable Social Services Delivery Improved
4.4.8 Strategic Objective 1
| Strategic Objective
|
Targets
|
Strategies
|
Performance Indicators
|
|
| A. Services Improved and HIV/AIDS Infections Reduced
|
|
Conduct stakeholders’ meeting, dialogues and cinema shows on the fight against HIV and AIDs.
|
Number of stakeholders participated in the meeting, dialogues and cinema shows.
Working reports. |
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Multi Sectoral Committees Strengthened towards the fight against HIV and AIDS from 40% to 80% by June 2022
|
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Number of MACs received and using HIV guidelines.
Working reports. Number of MACs members and Influential people participated. |
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Number of people capacitated with HIV/AIDS education increased from 40% to 80% by June 2022
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Number of youths reached.
Working reports. |
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| F. Social Welfare, Gender and Community Empowerment Improved
|
Capacity building on women and youths entrepreneurship groups enhanced from 40 to 80 % by June 2022
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Women and Youth entrepreneurship groups supported increased from 48 to 200 groups by June 2022
|
Facilitate provisions of soft loans to 152 women and youths entrepreneurship groups.
To facilitate payments of loans (returning the loans accordingly). |
Number of groups supported.
Sustainable projects supported in place. |
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Capacity building and supports to Most Vulnerable Clients enhanced from 40% to 80% by June 2022
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Working reports.
Number of MVCs and/or OVCs supported in place. |
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Community Development services enhanced from 40% to 80% by June 2022
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Paying statutory payments to CDOs timely.
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Number of CDOs supported in place.
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4.4.7.1 Result Area: Community Development Gender Youth and Children
4.4.10 Strategic Objective 1
| Strategic Objective
|
Targets
|
Strategies
|
Performance Indicators
|
| A. Services Improved and HIV/AIDS Infections Reduced
|
Healthy statutory for people living with HIV/AIDS improved from 0 to 20% by the year 2022
|
Train staff on HIV/AIDS through meeting, seminars and posters
|
Formation report
Training conducted |
| B. National Anti-Corruption Implementation Strategy Enhanced and Sustained
|
Anti-corruption campaign in livestock and fisheries community increased to 61 villages by the year 2022
|
Create awareness to leaders, training of village government, livestock community, fisheries community through seminar/workshops,
|
Number of member trained
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| C. Access to Quality and Equitable Social Services Delivery Improved
|
Working environment to fisheries extension staff improved from 9% to 80% by the year 2022
|
Employ new staff
Capacity building new and existing extension staffs Payment of statutory benefits Equip staff with working tools/equipment |
Number of fisheries extension staff employed and payed
|
| D. Quality and Quantity of Socio-Economic Services and Infrastructure Increased
|
Working environment to fisheries extension staff improved from 12% to 70% by the year 2022
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Employ new staff, Capacity building new and existing extension staffs, payment of statutory benefits, equip staff with working tools/ equipment
|
Number of fisheries extension staff employed.
|
| D. Quality and Quantity of Socio-Economic Services and Infrastructure Increased
|
Increased the number of dairy cattle in the district from 212 to 522 by 202
|
create awareness to leaders, livestock group and the community through seminar/ workshops, meeting posters and flying boards
|
Some 300 dairy cattle increased
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Increased in the number of dairy goats to 100 dairy goats by 2022
|
Create awareness to village leaders, livestock group and the community through seminar, meeting, posters and flying boards
|
Some 100 dairy goats increased
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Increased in the number of layers to about 1,000 layers by 2022
|
Create awareness to village leaders, livestock group and the community through seminar, meeting, posters and flying boards
|
Some 1,000 poultry in place
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Increased in beef production from 408 tons to 884 by 2022
|
Create awareness to village leaders, livestock group and the community through seminar, meeting, posters and flying boards
|
-Some 440 tons of beef increased
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Increased grazing lands from 41,951 hectares to 83,463 hectares by 2022
|
Create awareness to village leaders, livestock group and the community through seminar, meeting posters and flying boards
|
Some 41,512 hectares will be increased
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Reduced animal deaths caused by trypanosomiasis (tsetsefly) from 1250 herds in to 50 by 2022
|
Create awareness to village leaders, livestock group and the community through seminar/workshops, meeting posters and flying boards
|
1,250 deaths reduced
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Decrease animal death
deaths caused by tick born diseases from 2300 herds to 300 by 2022 |
Create awareness to village leaders, livestock group and the community through seminar/workshops, meeting posters and flying boards
|
Some 2,000 will be reduced
|
| D. Quality and Quantity of Socio-Economic Services and Infrastructure Increased
|
Increased the number of cattle vaccinated against CBPP from 53,843 animals to 195,900 by 2022
|
Create awareness to village leaders, livestock group and the community through seminar/workshops, meeting posters and flying boards
|
Some 142,057 herds of cattle vaccinated
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|
Increased number of cattle vaccinated against Foot and Mouth Disease to 195,900 cattle by 2022
|
Create awareness to village leaders, livestock group and the community through seminar/workshops, meeting posters and flying boards
|
Some 195,900 cattle will be vaccinated
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Increased number of chicken vaccinated against NCD from 5,000 to 237,500 by 2022
|
Create awareness to village leaders, livestock group and the community through seminar/workshops, meeting posters and flying boards
|
Some 232,500 will be vaccinated
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Increased number of dogs vaccinated against rabies from 440 dogs to 2500 by 2022
|
Create awareness to village leaders, livestock group and the community through seminar/ workshops, meeting posters and flying boards
|
Some 1760 dogs will be vaccinated
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|
Increased the number of cattle dips from 7 in to 15 by 2022
|
Create awareness to village leaders, livestock group and the community through seminar/ workshops, meeting posters and flying boards
|
8 cattle dip built
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Increased number of slaughter slabs to 8 by 2022
|
Create awareness to village leaders, livestock group and the community through seminar/ workshops, meeting posters and flying boards
|
8 slaughter slabs built
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|
Increased number of cattle markets from 4 to 7 by 2022
|
Create awareness to village leaders, livestock group and the community through seminar/ workshops, meeting posters and flying boards
|
3 cattle market established
|
| D. Quality and Quantity of Socio-Economic Services and Infrastructure Increased
|
Increased number animal clinics to 2 by 2022
|
Create awareness to village leaders, livestock group and the community through seminar/ workshops, meeting posters and flying boards
|
2 animal clinic built
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|
|
Increased the amount of fish harvested from 30,000 tons in to 65,000 by 2022
|
Motivate and
educate fishers on importance of data collect. Equip data collection and storage facilities Produce simple method for data collection. Produce data base for Fishers and fishing vessels. Introduce Catch Assessment Survey (CAS) method of data collection to other landing sites. |
Some 35,000 tones of harvested fish recorded.
|
|
|
Training on sustainable fisheries to fishers and fish mongers from 1800 to 8,000 by 2022
|
Prepare training manuals
Prepare training guide lines Involve village Government and BMUs. |
Some 6,200 fish dealers trained.
|
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|
Increase the number of drying racks from 400 to 2,600 by 2022
|
Involve village government and beneficiaries on cost sharing.
Educate Fishermen on importance of hygiene for fishery product. Equip and distribute drying facilities in form of revolving fund. Use fisheries law and legislation to control the quality of fishery products. |
Some 2,200 drying racks increased.
|
| D. Quality and Quantity of Socio-Economic Services and Infrastructure Increased
|
Increase the number of smoking kilns from 21 in 2012 to 56 by 2022.
|
Involve village
Government and beneficiaries on cost sharing. Fishermen on importance of hygiene for fishery product. Facilitate construction. Use fisheries law and legislation to control the quality of fishery products |
Some 35 smoking kilns increased
|
|
|
Increase the number of Beach Management Committees from 13 to 30 by 2022
|
BMU establishment trough fisheries criteria.
Involve village Gvt on sensitization (internal and external meeting). Involve fisheries stakeholders on sensitization meeting. Training of established BMU on fisheries management. |
Some 17 Beach Management Units Increased.
|
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|
Increase Council revenues out of fishing license from Tshs. 60,000,000 in 100,000,000 by 2022
|
Sensitize village government on revenue collection.
Sensitize, use and motivate BMU on revenue collection. Prepare District data base on fishers, Fish mongers and fishing vessels. Purchase of patrol boat Register all fishing vessels by painting registration mark. Conduct District patrol on non-licenced vessels. |
Some Tsh40, 000,000/= annual collection increase.
|
|
|
Improve the quality of fishery product by constructing 5 fish landing stations by 2022
|
Identify villages for construction.
Sensitize village gvt and stake holders through meeting on land availability and project importance. Prepare project document to attract donors. |
5 fish receiving landing constructed.
|
| D. Quality and Quantity of Socio-Economic Services and Infrastructure Increased
|
To have 3 Cooperatives among fishers by 2022
|
Prepare training guide lines.
Conduct sensitization on establishment of Cooperatives through meeting Prepare legislation document. Facilitate registration procedures |
Some 3 fish cooperatives formulated.
|
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To reduce operational cost on use of kerosene in fishing practices of Tsh 2,000,000/= /Month to 0 month/ month by 2022.
|
Conduct sensitization to fishers on alternative light energy source (solar energy)
Prepare document to attract donors. Procure solar facilities. Install system in revolving fund concept. Train stakeholders on basic maintenance. |
Operational cost reduced by Tsh 2,000,000/= /Month /vessel
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Increase the number of fish ponds from 45 in to 120 by 2022
|
Sensitize village Gvt and farmers on fish farming.
Identify arable land for fish farming. Educate farmers on site selection, pond management and food formulation. Prepare training manual. Establish District hatchery centre Involve village Gvt on availability of land for hatchery centre. Train farmers on sustainable aquaculture |
Some 85 fish ponds increased
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|
Reduce conflict between farmers and livestock keepers from 40% to 10% by 2022
|
Create awareness to village leaders and government,
Involve livestock group and the community Use of participatory Land Use planning methods Branding of cattle |
Resolution of conflict by 30%
|
4.4.9.1 Result Area: Livestock and Fisheries Development
4.4.12 Strategic Objective 1
| Strategic Objective
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Targets
|
Strategies
|
Performance Indicators
|
| C. Access to Quality and Equitable Social Services Delivery Improved
|
Number of WDC and village council members with knowledge on improved O&OD planning methodology improved from 425 to 1525 by June 2022
|
Conduct training on improved O&OD at ward and village levels
Providence of O&OD guidelines at Village and Ward levels. |
Number of people trained
Training reports on O&OD at wards and village levels. |
|
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Increased number of projects initiated by community themselves from 131 projects to 568 projects by June 2022
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Encourage community initiatives at village level
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Number of projects initiated by community themselves
|
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Annual plans and budget prepared each financial year according to guidelines from respective authorities by June 2022
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Coordinate preparation of District plans and budget each financial year to all departments and unit sections
|
Presence of District annual plans and budget
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District statistics and profiles improved from 40% to 91% by June 2022
|
Coordinate collection and compilation of District statistics
Update District social and economic profiles |
Presence of compiled district data
Presence of District social and economic profile |
|
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Supportive monitoring and evaluation of Development projects improved from 55% to 92 % by June 2022
|
Coordinate monitoring and evaluation of development projects each quarter in the financial year
|
Presence of M&E reports
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Quarterly reports timely prepared and submitted to respective authorities on yearly basis by June 2022
|
Involve WEOs and Other Departments/ Sections in timely report preparation & submission
|
Presence of quarterly reports prepared
|
| C. Access to Quality and Equitable Social Services Delivery Improved
|
Working environment to planning, statistics and monitoring staffs improved from 55% to 92% by June 2022
|
Facilitate of staffs with working gears and equipments
Enable statutory payments according to rules and regulation |
Presence of enough working gears and equipment in the department
|
4.4.10.1 Result Area: Planning Statistics and Monitoring
4.4.13 Strategic Objective 1
| Strategic Objective
|
Targets
|
Strategies
|
Performance Indicators
|
| A. Services Improved and HIV/AIDS Infections Reduced
|
Positive HIV/AIDS production groups increased from 2 in 2013/ 14 to 10 by 2022
|
Conduct awareness meeting to Departmental water staff Conduct public meeting for awareness raising on voluntary testing to 10 Departmental staff To conduct 4 awareness raising meetings on the fight HIV – AIDS to water departmental staff
|
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| C. Access to Quality and Equitable Social Services Delivery Improved
|
Percentage of people accessing safe drinking water increased from 44% to 85% by the year 2022
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| C. Access to Quality and Equitable Social Services Delivery Improved
|
Forty (40) Water user entities formed and registered by the year 2022
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Departmental water staff and COWSO’s Leader working capacity improved from 45% to 65 % by the year 2022.
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Follow up and supportive supervision improved from 45% to 65 % by the year 2022
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Percentage increase of supportive suoervision
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4.4.12.1 Result Area: Water
4.4.14 Strategic Objective 1
| Strategic Objective
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Targets
|
Strategies
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Performance Indicators
|
| A. Services Improved and HIV/AIDS Infections Reduced
|
PMU staff Sensitized on voluntary testing in HIV and AIDS by the year 2022
|
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Number of PMU staff Sensitized
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| E. Good Governance and Administrative Services Enhanced
|
Procurement plan and procedure improved by the year 2022
|
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| C. Access to Quality and Equitable Social Services Delivery Improved
|
Documentation system improved from 55% to 85% by the year 2022
|
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Percentage of documentation system improved
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| Percentage Payment for suppliers improved by the year 2022
|
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Percentage Payment for suppliers improved
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4.4.13.1 Result Area: Procurement Management Unit
4.4.15 Strategic Objective 1
| Strategic Objective
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Targets
|
Strategies
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Performance Indicators
|
| E. Good Governance and Administrative Services Enhanced
E. Good Governance and Administrative Services Enhanced |
Independence, assurance and consultancy Improved from 60% to 90% by 2017 to 2019.
|
Advise accounting officer to reallocate special vehicle for easier monitoring, supervision and evaluation of projects for value for money
|
Percentage independence, assurance and consultancy improved
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Auditing of primary schools increased from 13 to 45 by 2020
|
Ensure professional staff are employed
|
Number of increased audited primary schools
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Auditing of village executive officer offices increased from 10 to 61by 2020
|
Ensure professional staff are employed
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Number of increased audited village executive officer offices
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Auditing of health facilities increased from 13 to 42 by 2020
|
Ensure professional staff are employed
|
Number of increased audited of health facilities
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Auditing of Projects implemented by, LGDG, Irrigations schemes, and Multispectral program Project funds increased from 16 to 40 by 2020
|
Ensure professional staff are employed
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Number of increased audited Projects implemented by, LGDG, Irrigations schemes, and Multispectral program Project funds
|
|
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8 bank accounts owned by Council Accounting officer improved from 60% to 100%
|
Advise and requesting the higher authorities to reimburse funds for the unit as per ceiling budgeted
|
Percentage bank accounts owned by Council Accounting officer improved
|
4.4.14.1 Result Area: Internal Audit
4.4.17 Strategic Objective 1
| Strategic Objective
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Targets
|
Strategies
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Performance Indicators
|
|
| E. Good Governance and Administrative Services Enhanced
|
|
Brochures
Meetings with Political Parties Mass media |
Participation of citizen in elections to all levels
|
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Conduct local government and General Election to 1 constituency, 16 wards and 61 villages by 2022
|
Involve all political parties and politicians
entertainment groups to sensitize community National electoral commission and other stakeholders |
Number of constituency, wards and villages general election conducted
|
4.4.16.1 Result Area: Election
E. Good Governance and Administrative Services Enhanced
4.4.16 Strategic Objective 1
| Strategic Objective
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Targets
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Strategies
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Performance Indicators
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4.4.15.1 Result Area: Information Communication Technology and Public Relation
4.4.18 Strategic Objective 1
| Strategic Objective
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Targets
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Strategies
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Performance Indicators
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4.4.17.1 Result Area: Beekeeping
4.4.19 Strategic Objective 1
| Strategic Objective
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Targets
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Strategies
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Performance Indicators
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4.4.18.1 Result Area: Health
Therefore, monitoring implementation of the plan shall be a continuous process. Its objectives shall include the following:
The strategic plan monitoring shall provide essential feedback mechanisms within the adaptive management framework to keep the strategic plan dynamic and responsive to changing conditions. Monitoring shall provide the public and partners with information on the progress and results of the strategic plan implementation. Monitoring of the Uvinza District Council strategic plan will include both simple observation of the results of plan activities and more rigorous and systematic data collection, to provide a basis for periodic evaluation of the plan.
| No
|
Strategic
Objective |
Target
|
Strategies
|
Activity
|
Budget |
||||
| 2016/2017
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2017/2018
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2018/2019
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2019/2020
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2020/2021
|
|||||
| 1
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A:
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1.
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1.1
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1.2
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1.3
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B:
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2.
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2.1
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2.2
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Table 35: Example of implementation plan: Result Area: x
For the successful coordination of all Strategic areas, the Planning Statistics and Monitoring department is dedicated to coordinate and provide oversight on the implementation, monitoring and evaluation of the strategic plan. Thus, the respective departments and Units/Sections shall be responsible for the day to day operation of the Strategic Planed activities with a helping hand from the key stakeholders from within and outside the District Council. Table 35 shall guide the format of the implementation plan and cumulative budget.
The implementation of this plan shall be the responsibility of all stakeholders of the District Council. The District Executive Director (DED) who is the Chief Executive Officer of the District Council shall be responsible and accountable for the implementation of the Uvinza District Council (2017/2018 – 2021/2022) Strategic Plan. DED will be an overseer for the strategic plan implementation, monitoring and evaluation process and reporting. DED with the support of the District management team shall regularly report to the respective District Council meetings with regards to the Plan implementation and its overall performance.
| Strategic Objective
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Targets
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Strategies
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Performance Indicators
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4.4.19.1 Result Area: Legal
The successful achievement of the Uvinza District Council 2017/2018 - 2021/2022 Strategic Plan depends on the existence of the following major assumptions which need close monitoring and timely responded by Council management.
The elusive nature of the future planned activities for Uvinza District Council results to its exposed to the likelihood of unforeseen events that might affect the implementation of this strategic plan. Working towards achieving the Vision, Mission, Strategic objectives and set targets the District Council needs an integrated organization-wide approach to manage uncertainty. In managing risks adopting an organization-wide approach to risk management shall be a continuous, pro-active and systematic process to managing risks which also implies a significant change in District Council’s management culture at all levels. The following matrix provide critical analysis on risks identified in Uvinza district council, description of risk, category of risk likelihood of risk, impact of risk and risk mitigation.
Plan review shall be conducted in order a plan to remain focused in realizing the District Council core missions, strategic objectives, targets and therefore stay the course to the vision. Plan reviews shall be triggered by the results of evaluation activities. That is, plan reviews are meant to be responsive to the shortcomings in the course of plan implementation. There shall be minor plan reviews annually, medium plan reviews after two and half years and a major Plan review after five years.
During evaluation, performance indicators or evidence that shows the extent of the strategic plan implementation progress will be developed. These will be a base to determine success or failure of the plan. Moreover, these will help in collecting useful data and in search for required evaluation tools and information sources. Performance indicators as a unit of success will be both quantitative (Number of people served with a particular service and number of services delivered) and qualitative (such as positive or negative feedback, problems, complaints, and comments).
Understanding whether the Plan implementation is achieving desired impact in fulfilling the Council vision and mission.
Assessing the reasons given with regards to success or failure in achieving implementation targets
Establishing whether the District Council is mobilizing adequate resources and the use of such scarce resources is justifiable.
Specifically, the evaluation of the Uvinza District Council Strategic Plan (2017/2018 - 2021/2022) shall largely aim at:
In order to assess the plan performance, there shall be annual plan evaluation exercises for the entire plan period. Match activity funding with plan implementation, evaluation and review. It is recommended that the evaluation exercises are conducted at the end of the financial year. Two types of evaluations are further recommended. These are interim evaluation to be conducted after two and half years and to be carried out by internal evaluators. The second type of evaluation to be carried at the end of the planned period using external evaluators with the assistance from internal evaluators. These reports, including the quarterly ones, shall form the basic inputs of updating and rolling over the planned but unexecuted activities of the Strategic Plan activities.
A part from reporting at the various District Council Committees, there shall be one internal review meeting which will be conducted annually, bringing together the representative of all internal stakeholders to review the strategic plan implementation process. Once in two years, these meetings will also involve external stakeholders. These meetings together with the discussions in various committees will provide opportunities to enhance awareness and ownership of the strategic plan.
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Strategic objective
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Planned activities
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Planned budget
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Actual expenditure
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Planned targets
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Achievements
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Remedial action
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Table 36: Example of quarterly progress report
Monitoring reports shall be prepared quarterly, semi-annually and annually and shall be presented by the Head of the planning statistics and monitoring department to the organs representing Uvinza District Council Community including the District Management Team and the District Full Council. Presentations shall be done in order that the progress reports presented are adequately informative, precise and therefore credible. Table 36 shall guide the format of the progress reports.
Uvinza - Lugufu Area
Sanduku la Posta: P.O Box 12 UVINZA
Simu ya Mezani: 0282988503
Simu: 0757894484
Barua Pepe: ded@uvinzadc.go.tz
Haki Miliki©2017 Halmashauri ya Wilaya ya Uvinza . Haki zote zimehifadhiwa.
