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UVINZA DISTRICT COUNCIL
UVINZA DISTRICT COUNCIL

Jamhuri ya Muungano wa Tanzania Ofisi ya Rais Tawala za Mikoa na Serikali za Mitaa Halmashauri ya Wilaya ya Uvinza

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Mpango Mkakati



 

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





 

EXECUTIVE SUMMARY

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.

 

 

 

LIST OF ABBREVIATIONS AND ACRONYM

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

 

TABLE OF CONTENTS

LIST OF TABLES

 

 

 

Statement of the District Council Chairman

 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

 

 

 

 

 

 

 

 

 

 

Statement of the District Executive Director

 

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:

  • A. Services Improved and HIV/AIDS Infections Reduced
  • B. National Anti-Corruption Implementation Strategy Enhanced and Sustained
  • C. Access to Quality and Equitable Social Services Delivery Improved
  • D. Quality and Quantity of Socio-Economic Services and Infrastructure Increased
  • E. Good Governance and Administrative Services Enhanced
  • F. Social Welfare, Gender and Community Empowerment Improved
  • G. Management of Natural Resources and Environment Enhanced and Sustained
  • H. Local Economic Development Coordination Enhanced
  • I. Emergency and Disaster Management Improved

 

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.

 

  • Arch. Weja L. Ng’olo

District Executive Director

 

 



CHAPTER ONE

BACKGROUND INFORMATION AND BRIEF DISTRICT PROFILE

 

1.1 BACKGROUND INFORMATION

1.1.1 Mandate and Functions of Uvinza District Council

Uvinza District Council was established following the split of former Kigoma District Council into two district councils namely Kigoma and Uvinza. It was announced a District Council through Government Gazette No 237 on 9 September 2011, and officially started its functions on 1st July, 2013. The Council is among eight District Councils in Kigoma Region, alongside with Kigoma Ujiji Municipal Council, Kigoma District Council, Kasulu District Council, Kasulu Town Council, Kakonko District Council, Kibondo District Council and Buhigwe District Council.

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:

  • Formulation, coordination and supervision of the implementation of all plans for economic, industrial and social development in their areas of jurisdiction.
  • Monitoring and controlling the performance of duties and functions of the council and its staff.
  • Ensuring the collection and proper utilization of the revenues of the council.
  • Making by-laws applicable throughout their areas of jurisdiction, and considering and improving by-laws made by village councils within their areas of jurisdiction.
  • Ensuring, regulating and coordinating development plans, projects and programmes of villages and township authorities within their areas of jurisdiction.
  • Regulating and monitoring the collection and utilization of revenue of village councils and township authorities.
  • Subject to the laws in force, doing all such acts and things as may be done by a people's government.
  • Making by-laws applicable throughout its areas of jurisdiction, and considering and improving by-laws made by village councils within their areas of jurisdiction.
  • Ensuring, regulating and coordinating development plans, projects and programmes of villages and township authorities within their areas of jurisdiction.
  • Regulating and monitoring the collection and utilization of revenue of village councils and township authorities.
  • Subject to the laws in force, doing all such acts and things as may be done by a people's government.

1.2 BRIEF DISTRICT PROFILE

1.2.1 Geographical Location

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  

1.2.2 Land Area and Land Uses

The District occupies an area of 10,178 square kilometers. The main land uses in the District are: agriculture, livestock keeping, national parks and forest reserve. The arable land is about …………….. grazing areas occupies an area of …………………  

1.2.3 Administration 

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

 

 

 

 

 

1.2.4 Population  

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. 

1.2.5 Physical Features  ………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………..

 

1.2.6 Rainfall and Temperature

………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………….  

.

1.2.7 Ecological Zones

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

   

1.2.8 Main Economic Activities

Almost 95 percent of people in Uvinza District Council are involved in agriculture. They cultivate food crops such as maize, cassava, rice, and beans. Cash crops grown include oil palm, tobacco and groundnuts. Other economic activities are livestock keeping, fishery and small businesses.  

 

1.3 RATIONALE, PROCESS AND STRUCTURE OF THE DOCUMENT

 

1.3.1 Rationale for the 2017/18-2021/22 Strategic Plan

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.

 

1.3.2 Process of Preparing the 2017/2018-2021/2022 Uvinza Strategic Plan

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.

 

1.3.3 Structure of the document

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.

CHAPTER TWO

SITUATION ANALYSIS

2.1 ANALYSIS OF INTERNAL ENVIRONMENT

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.

 

2.1.1 Personnel and Administration

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

2.1.2 Agriculture, Irrigation, and Cooperatives

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/= 

  • Palm oil

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/= .

  • Rice

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



         

  •  
  •     Cooperatives Unit

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:

  •  Critical shortage of extension workers, out of 89 required staff there are only 23.
  • Input supply especially in remote rural areas where they are either not readily available or relatively expensive.

 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. 

    2.1.3 Land and Natural Resources

  •   Generally, the Department has the following Roles and Responsibilities:
  • Surveying and measuring the boundaries of the villages to have approved map.
  • Prepare Land use plans
  • Surveying and measuring the farms and settlement in villages, small town, head quarter and other trading center.
  • Build capacity and awareness to Community leaders on various policies, regulation, and acts governing land and natural resource in Uvinza District Council.
  • Solve land conflicts
  • Collect land rents
  • Sensitization of community to participate in contributes and share cost of developing title deeded and CCROs in land they own.
  • Coordination of all activities related to land and Natural Resource in the district.
  • Coordination of national festivals related to natural resource such as Tree    planting day, World Environment day, World wetland day, and Inserting beehives day.
  • Prepare town plans to be approved at  regional and ministerial level
  • Surveying and mapping the reserve found in our district.
  • Undertake property valuation and any project activities that need to be             compensated before implementation.
  • Facilitate community to prepare management, harvesting plan and by – law for their village/community land forest reserves.
  • Protect community from dangerous wildlife animals such as hippopotamus, lion, tiger, elephant, crocodile and buffalo.
  • Facilitate the community to fill form for wildlife consolation.
  • Sensitized and encourage the village to established village beekeeping reserve
  • Facilitate formation of beekeeper groups and cooperative Societies.

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.

  •         Table 10:   Staffing Position in Land  and Natural Resources Department 
  •  

    • No.
    • Section
    • Required
    • Present 
    • Shortage
    • Remarks
    • 1
    • Land
    • 3
    • 1
    • 2
    • Some  sections   (Valuation and Cartography) have no staffs at all 
    • 2
    • Town plan
    • 2
    • 1
    • 1
    • 3
    • Surveyor
    • 6
    • 1
    • 5
    • 4
    • Value
    • 2
    • 0
    • 2
    • 5
    • Cartographer
    • 2
    • 0
    • 2
    • 6
    • Forest
    • 16
    • 5
    • 11
    • 7
    • Wildlife
    • 9
    • 4
    • 5
    • 8
    • Beekeeping
    • 9
    • 1
    • 8
    • Total
    • 49
    • 13
    • 36

    •  
  • 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


    • Roles and Responsibilities of Land Unit are specifically as follows:
    • Land. Roles and responsibilities of this sub section include the following:
    • Coordination of all activities related to management of land 
    • Build capacity of village leaders on various policies, regulations and acts which are related to land management.
    • Sensitization of community participation in cost-sharing in processing title deeds and CCROs on land they own.
    • Preparation of all budgets for the section
    • Coordinate all sub-sections under land section.
    • Town planning: The roles and responsibilities of this sub section include: 
    • Prepare town plans from small towns, trading centers and headquarters for approval at Regional and Ministrial level.
    • Prepare plans for farms, industry, and investment centers.
    • Prepare plans to upgrade squatter settlements in small towns and trading centers.
    • Survey: The roles and responsibilities of this sector include the following:
    • Surveying and mapping the boundaries of villages 
    • Surveying and mapping the farms and settlement in villages, small town, headquarters and other trading centers.
    •  Coordination of interventions done by Civil Society Organizations.
    • Identification, Demarcation, and inserting of sign boards and pillars in boundaries of reserves, villages, district, farms or settlement areas.
    •  
    • Cartography: The roles and responsibilities of this sector include the following:
    • Taking point details on actual ground and prepare drawing maps for town planner/ surveyor.
    • Prepare village maps for forests, rivers, and lakes as they needed.
    • Prepare various drawings for government and private buildings.
    • Valuation : The roles and responsibilities of this sector include the following:
    • Undertake valuation activities for any project needed to be compensated before implementation.
    • Build capacity to community on policies, regulations, act and procedures for valuation.
    •  
  • 2.1.3.3 The situation of Land and natural resources in the District 


    • Surveying and mapping of 115 plots at Lugufu headquarters and 347 plots at Uvinza and Nguruka trading centers
    • 8 Town plans have been prepared and approved at ministerial level
    • 5 Villages have been surveyed and mapped their boundaries waiting for approval by the ministry.
    • 3 beekeeping cooperatives have been established at Nguruka (Mfungezi), Uvinza (Kazaroho) and Ilagala (Mwakila).
    • 3 honey processing centers have been constructed under support from BTC Project at Nguruka, Uvinza and Ilagala.
    • 5 villages have been facilitated to prepare their Forest Management plans (Harvesting Plans) and the By – laws to managed them.  Approvals have been achieved at ward level.
    • 56 title deeds have been prepared and approved at western land commissioner level.
    • 4 patrols have been conducted to eradicated illegal harvesting, cultivation and established settlements in the forest reserve.
    • 35 dangerous wild animals (crocodiles) have been killed at Nyamagoma Lake in Mtegowanoti and Kalya ward along Lake Tanganyika.
    • 5 village forest maps have been drawn and approved at Village and ward levels.
  • The Department of Land and Natural Resources is constrained by the following:

    2.1.3.4 Problems


    • Shortage of staffs. The department requires 49 staffs,  but there are only 13.
    • Insufficient   working gears and transport facilities The departments urgently needs 2 vehicles, 2 Guns, 234 fire ammunitions, and 16 motorcycles.
    • Illegal immigration of livestock keepers in the district.
    • Inadequate budget to facilitate implementation of planned activities 
    • Established human activities close to game reserve resulting to conflict with wildlife.
    • Climate change
    • Lack of funds to facilitate construction of beekeeping processing centers.
  • Water


    • 2.1.4.1 Roles and responsibility of water Department.
    • According to Regulation No. 200 of LGA (2009) and the National Water Policy (NAWAPO) of 2002; Water Department deals with provision of clean, safe and adequate water supply services to the rural population within reasonable walking distance not exceeding 400m from the household.   The following are daily duties of Water Department:
      • Initiate water projects according to topographical situation and preparation of water sector strategic and action plans;
      • Designing/redesign of water projects
      • Supervision, Monitoring and evaluation of construction projects
      • Rehabilitation and construction of water projects
      • Updating of water points and submitting to Ministry of Water and Irrigation
      • Preparation of budgets for projects’ implementation
      • Preparation of Cash flow and Procurement plans
      • Preparation of reports and submitting them to the relevant organizations
      • Establishment/ Formation  of water user entities and strengthening them
    •  
    • 2.1.4.2 Departmental Sections and their responsibilities
  •  There are four sections or units which form Water Department in Uvinza District council


    • i. Design and Planning unit
    • ii. Operation and Maintenance unit
    • iii. Construction unit
    • iv. Statistics and registration unit
    • Table 10: Departmental Sections and their responsibilities
    • 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

      • Section/Unit 
      • Duties/Responsibilities
      •  
      • 1.Design  and Planning Unit
      •  
      •   - Designing/redesign of water projects.
      •   - Initiate water projects according to topographical situation
      •      and preparation of water sector strategic and action plans.
      •   - Advise on all matters concerning  water sector
      •   - Preparation of reports (Weekly, Monthly, Quarterly and
      •     Annual report).
      • -  Preparation of Design and planning annual running costs
      •    - Preparation of annual Design plans
      •  
      • 2. Preparation and Maintenance unit 
      • -  Rehabilitation and construction of water projects.
      •  - Ensure sustainability of service.
      • -  Preparation of reports (Weekly, Monthly, quarterly and
      •    Annual report).
      •  - Preparation of O& M annual running cost
      •  
      •  
      • 3. Construction unit
      •  
      • - Construction of water projects
      •       - Supervision, Monitoring and evaluation of projects under
      •     construction.
      • - Advise on all construction matters in  water sector
      •  - Preparation of reports (Weekly, Monthly, Quarterly and
      •     Annual report).
      • - Preparation of Monitoring, supervision and Evaluation
      •    annual budget
      •  
      • 4. Statistics and Registration unit
      •  - Establishment/Formation of water-user entities and
      •    strengthening them.
      • - Updating of water points and submitting to the Ministry of
      •    Water and Irrigation.

      •                 2.1.4.4 The situation of Water Supply in Uvinza District 
    • 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   

      Water availability and accessibility in rural areas is still a big challenge in Uvinza District. Based on the current Council’s estimates, clean and safe water is accessible to 145,021 people, out of 402,834 which is only   36% of the population. Water supply services are done through 104 shallow wells; 10 bore holes; 9 schemes of gravity water;  7 water pump projects; 3 water springs and, 40 rain water harvesting schemes as summarized in Table 12. Some of the water projects in rural areas are not functioning for various reasons including tear and wear. The Rural Water Supply and Sanitation Programme (RWSSP) is working on maintenance and repair of the relevant infrastructures.


      • Inadequate working facilities and tools such as cars, motorcycles, laptops, GPS, office chairs, printers, and  scanners
      • Shortage of staffs 
      • Unavailability of local competent contractors leading to delayed implementation and   completion of water projects
      • Delayed disbursement of funds by Central Government for timely payment to contractors and  for facilitation and monitoring of ongoing projects.
      • Low coverage of COWSOs
    • 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 Livestock and Fisheries


      • To translate national livestock, fisheries and other policies, strategies, guidelines and legislation in line with the District livestock and fisheries situation;
      • Ensuring preparation of DADPs that are responsive to client needs and that are prepared in a participatory and inclusive manner;
      • Facilitating research-extension liaison; and to promote a pro-active and consistent working relationship that involves farmers, farmer groups/forums, District Core Team staff, ward and village staff and Council officials;
      • Developing a directory of livestock/livestock service providers including NGOs, CBOs and commercial service providers and engage with them through facilitating and enhancing their ability to contract service provision from the District;
      • To take prime responsibility for administering the fast track and coupon contracting system, ensuring that modalities are followed and timely decisions made, while engaging in the tendering and awarding of the other forms of contracts;
      • Ensuring, through developing a categorized directory, dissemination of useful research findings to prospective groups/clients in the District;
      • Fostering links and collaboration with institutions and agencies which deal with cross sectoral and cross-cutting issues in the District e.g. natural resources, gender, environment, Regional Facilitation Agencies (RFAs) on HIV/AIDS etc in order to ensure that these issues are incorporated/mainstreamed in work plans for sustained livestock and fisheries development;
      • Coordinating and advising on all livestock and fisheries activities undertaken in the District by both public and private service providers. Monitor, coordinate and report the threat or occurrence of migratory pests or livestock notifiable diseases to the responsible zonal, regional and national officers and departments in this regard;
      • Compiling monthly, quarterly and annual progress reports and budgets for District livestock and fisheries activities and accordingly submit these to the Council and respective Regional, Zonal, and National officers, Departments and the ASDP Secretariat;
      • Collaborating with all government departments and the LGA officials in recommending, developing and promoting the enforcement of livestock legislation;
      • Preparing and submitting annual staff performance reports;
      • Evaluating District livestock and fisheries inputs needs, availability and distribution;
      • Carrying out any other livestock and fisheries activities as assigned by the Council Director.
    •  Livestock and Fisheries Department is divided into two section


      • Livestock Section
      • Fisheries  Section
    •              2.1.5.2.1 Livestock Section

                      


      • Extension Services
    • 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.


      • Veterinary Services
    • 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.


      • Dairy and Small Stock 
    • 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.


      • Small stock
    • 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.


      • Meat, Hides and Skin
      • Specific responsibilities of SMS (Meat, Hides and Skin) will include: promoting the private sector to invest in commercial meat and leather industry;  grading animals and meat cuts for market and export purposes;  preparing monthly, quarterly, mid-year and annual reports on meat production and markets;  enforcing the Meat Act in the District;  Monitoring production, collection, preservation and marketing of quality hides and skins;  providing technical advice on the use of hides and skins packages;  Promoting value addition to hides and skins in rural areas;   conducting training sessions for all stakeholders in the hides and skins in the District; enforcing the Hides and Skins Act; preparing monthly, quarterly, mid-year and annual reports on hides and skins quality and markets;  promoting and encouraging the use of improved livestock market infrastructures; reviewing from time to time the market systems in the District and performing any other duties as may be directed by the DLFDO.
      •  
      • Pastoral System
      • Specific responsibilities of Pastrol System include:  promoting the private sector to invest in commercial livestock farming;  coordinating all environmental issues in relation to livestock production systems;  evaluating and monitoring grazing lands demarcation, use and development in the district;  coordinating livestock water use and conservation of rangelands water sources; determining District requirements for pasture seeds, production and distribution to various livestock stakeholders; enforcing the Grazing land and Animal Feed Resources Act;  promoting and encourage traditional animal feeds conservation; educating livestock farmers on proper use of rangelands and other animal feeds; determining the livestock carrying capacity of the district according to available rangelands; collecting data on availability and distribution of animal feeds and feed additives in the District; promoting and encourage use of improved crop residues, by-products and other in commercial animal feeds;  resolving conflicts between commercial feeds users and processors and between livestock farmers and other land users;  preparing monthly, quarterly, mid-year and annual reports on rangelands utilization and condition and Performing any other duties as may be directed by the DLFDO.
      • Identification, Registration and Information
      • Specific responsibilities of Identification, Registration and Information include: working with livestock researchers to improve the District livestock species; organizing in collaboration with other institutions to introduce genetic improvement in the District herd; registering and supervising all private veterinary practices in the District; preparing and coordinating livestock population surveys and census;  preparing monthly, quarterly, mid-year and annual reports on all livestock valuable information;  collecting and analyzing livestock data and making estimates of possible number of animals and amount of animal products for various uses and performing any other duty as may be directed by the DLFDO.
      • Ward Livestock Extension Officer  (WLEO)
      • WLEOs have the following specific responsibilities: compiling and submitting to the Ward Development Committee (WDC) a comprehensive Ward Livestock Development Plan (WLDP) from available village plans and ensuring the inclusion of same in the Ward Development Plan (WDP);  supporting VLEOs administratively and technically and making close follow-ups on their performance in implementing extension activities as demanded at farmer level to ensure increased productivity, effective and maximum livestock extension impact; promoting and guiding VLEOs and actively participating in identifying, encouraging, forming and working with livestock farmers’ groups, associations and forums;  cooperating and collaborating with researchers to plan and guide implementation of on-farm trials and demonstrations at field level; collaborating, cooperating and interacting with all other extension providers in the field, whether NGOs, CBOs or the private sector, to harmonize extension issues and maximize resource utilization and impact; as part of the WFT, organising participatory meetings with VLEOs, livestock farmers and farmer groups to appraise and analyse problems and opportunities in the community and to assess the performance of the extension programme and seek for ways to improve; Assisting and facilitating the establishment of the WARC and promoting its utilization by all clients in the ward; compiling and submitting ward implementation reports to the District as required, on a monthly, quarterly, semiannual and annual basis; and  performing any other duties as may be directed by the DLFDO.
      • Village Livestock Extension Officer (VLEO)
      • The VLEO or an equivalent independent adviser will report to the WLEO and will have the principal role of promoting, supervising and supporting all livestock development activities in the village or cluster of villages.
      •  
      • 2.1.5.2.2 Fisheries Section  
      • Fisheries Extension Services
    • 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.


      • License Section
    • 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.


      • Monitoring, Surveillance Control Section
    • 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.


      • a)   Construction of 2 latrines at Mpeta and Mwamila Livestock Markets.
      • b)  Establishment of 5 Beach Management Units in Chagu, Itebula, Mtegowanoti
      •       Malagarasi and Kasisi villages.
      • c) Establishment of 15 COCOBA groups in Kashagulu, Sibwesa, Kalya, Tambusha,
      •     Igalula, Buhingu, Katumbi and Rukoma villages
      • d)  Establishment of 62 ponds for fish farming in Mpeta, Songambele, Ruchugi,
      •       Mwamila and Kazuramimba villages
      • Two operations against illegal fishing conducted where 32 beach seine, 11              monofilament, 33 undersize gillnet, 32 mosquito nets and 4 canoes  were trapped in         three wards of Kalya, Buhingu and Igalula.
      •            f)  Establishment of acre demonstration plot one (Plot No. 39) in Uvinza Ranch.
      •            g)  Vaccination of 2200 cattle, 4405 chicken, 332 dogs against CBPP, Fowl pox, New
      •                  Castle and Rabies in Ruchugi, Uvinza Ranchi, Kazuramimba, Nguruka, Mwakizega,
      •                  Basanza, Mwamila and Kalenge
    • Challenges/Issues of concern


      • a)  Inadequate number of staffs. The council needs 122 staff to function optimally.     
      • b). Lack of working tools and transport facilities (1 vehicles, 4 Boats and 20 motorcycle).
      •  c). Illegal migration of livestock and livestock keepers in the district.
      •  d). Inadequate budget to facilitate implementation of planned development activities.
      •  e). Presence of pirates in Lake Tanganyika.
      •  f). Climate change
      •  g). Lack of funds to facilitate construction of livestock infrastructure.
      •  h). Conflict between pastoralist and other land users, particularly farmers.
      •  i). Absence of small to medium livestock processing industries for meat, milk and leather
      •  j). Absence of fish fingering center for motivating aquaculture industry in rural areas.
      •  k). Inadequate number of livestock and fisheries extension staffs.
      •  l). Lack of working tools and facilities.
    • 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:-

      2.1.7 Department of Cleanliness and Environment (Solid Waste and Environmental   Management?)

       


      • Cleaning Section deals with
      • Buildings cleanliness
      • Open space cleanliness, roads and drainage
      • Transportation, Sorting and modern solid wastes disposal (Sanitary Land Fill)
      • Environmental Section  deals with
      • Control of land, water, air and sound pollution
      • Environmental beautification
      • Greening through planting of tree and gardening
      • Environmental impact assessment
      • The Department of Cleanliness and Environment has currently 2 staff out of 7 that are required to facilitate the departmental activities in the Council as shown in Table 14.
    • 2.1.9 Community Development, Social Welfare and Youth

      .

      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.

      2.1.8 Health

      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 

      • Categories                  
      • Present
      • Required
      • Deficit
      • Head of department
      • 1
      • 0
      • 0
      • Health Officer (Cleansing officer)
      • 1
      • 0
      • 0
      • Health Officer (Solid waste supervisor)
      • 0
      • 1
      • 1
      • Health Officer (Dump site supervisor)
      • 0
      • 1
      • 1
      • Environmental   Conservation  Officer
      • 0
      • 1
      • 1
      • Environmental Officer (Beautifications officer)
      • 0
      • 1
      • 1
      • Environmental Officer (EIA officer)
      • 0
      • 1
      • 1
      • Total                      
      • 2
      • 5
      • 5

      Table 14:  Staffing Position of Cleanliness and Environment Department


      • Community development is a cross cutting Department.  The main role of the Department is to mobilize the community and development partners so as to improve living standards of the community. The Department’s approach is based on hard working spirit, working together and utilization of available local resources for betterment of the community.
      • Generally, the Department has the following Roles and Responsibilities:
      • Sensitization on importance of community participation in development  programs and projects such as  water, roads, agriculture, education and health.
      • Community capacity building in policies of the departments as well as policy implementation. These policies include those of Community Development, Youth, Children, Women, Water, Agriculture, Forestry, and the like.
      • Coordination of all activities related to Gender, Women, Children and Youths.
      • Coordination of national festivals.
      • Coordination of interventions related to Community Sensitizations     (Uraghabishi) in the Council.
      • Coordination of interventions done by stakeholders and Civil Society Organizations (NGO’s, FBO’s and CBO’s).
      • Provision of certificates of registration and or recognition to Civil Society Organizations at Council level.
      • Coordination of Gender Mainstreaming aspects into development planning and implementation.
      • Enforcement of laws, by-laws and policies related to child, marriage, old age, very poor families as well as people living with disabilities.
      • Coordination of all interventions related to the fight against HIV and AIDs done by all departments and stakeholders.
      • Capacity building on women and youths entrepreneurship groups through provision of soft loans and training in value addition. 
      • Coordination of all interventions related to Orphans and Vulnerable Children (OVCs and MVCs) at the Council level.
      • The Department is divided into five sections namely Research and Planning, Gender and Children, Social Welfare, Youth as well as HIV/AIDS. The functions of each of these Units are as follows:
      • 2.1.9.1 Functions of Research and Planning Unit 
      • To facilitate the community to form economic groups and assist group members in     formulation of group constitution, project write-ups, minutes as well as report writing.
      • Data collection, conduct various development researches and  trainings  to the        community
      • Mobilize and sensitize community members to participate in planning and                    implementation of self help projects.
      • Coordination of interventions done by Civil Society Organizations.
      • Coordination of Youth Development Funds as well as provision of soft loans to youth entrepreneurship groups and repayment of the loans
    • 2.1.9.2 Functions of Gender and Children Unit 


      • To ensure all Council sectors consider gender issues when preparing strategic and     annual plans.
      • Coordination of Gender issues in planning and implementation on developmental programme and projects.
      • Capacity building on women entrepreneurship groups notably Village community Banks, Community Cooperative Banks and other Income Generating Groups
      • To provide training in gender issues to economic groups.
      • To co-ordinate loans provided by the Council and Central government to women        economic groups and the repayment of loans (WDF)  
      • Coordination of national women’s day
    • 2.1.9.3 Functions of social welfare Unit


      • To identify special groups and attach them with service provider.
      • To identify most vulnerable children and find alternative support from  different donors
      • To mobilize special groups to establish economic groups, e.g. widows, elders.
      • To provide counselling to clients especially families with conflicts
      • To assist  special vulnerable groups access their rights such as the such as old age, people living with disabilities and very poor families
      • Coordination of interventions related to Orphans and Vulnerable Children (OVCs and MVCs).
      • Coordination of African Child Day and Old Age Day.
      • Coordinate enforcement of laws, by-laws and policies related to child, marriage, old ages, very poor families as well as people living with disabilities.
    • 2.1.9.4 Functions of the Youth Unit 


      • To plan and facilitate various trainings to youth groups.
      • To facilitate and coordinate loans provided by the District council and the Central Government
      • To identify youth groups and expose them available investment opportunities
    • 2.1.9.5 Functions of the HIV/AIDS Unit


      •  
      • Coordination of Multi-sectoral AIDs Committees at Council, ward and village levels (CMAC, WMACs and VMACs).
      • Coordination of all interventions related to the fight against HIV and AIDs done by all departments and stakeholders
      •  To plan  interventions of combating HIV/AIDS
      • Making sure by-laws, laws and policies on HIV are adhered to by stakeholders accordingly
      • Making sure that people living with HIV and AIDs do get their necessary requirements accordingly
      •  To prepare and submit implementation reports/budgets to TACAIDS/Region and            PMO-RALG
      • The Department has a total of five staff out 21 needed by the Department to perform its functions. Table 15: 
      •  
      • Staffing Position - Department of Community Development Uvinza DC
        • Requirement
        • Available
        • Shortage
        • Remarks
        • 21
        • 5
        • 16
        • 3 CDOs are at HQ and 2 at ward level. There are 16 wards, thus   2 more CDOs at HQ and 14 at ward level.

        •   
          • Situation of Community Development Activities in the District
        • Community Development Department has managed to achieve the following in    collaboration with other departments, Civil Society Organizations as well as other stakeholders.
        • 404 IGA groups out of 680 planned were formed, registered and are in place (146 women groups; 65 youth groups, 182 mixed groups and 11 men groups.
        • 70% of the registered groups were reached with entrepreneurship trainings. Such trainings are in progress because they are continuous interventions.
        • TZS. 146,000,000/= is provided to 48 women and youth entrepreneurship groups as soft loans. TZS 42,570,600/= is repaid back remaining with TZS 118,029,400/= unreturned. Sensitization and follow up is in progress for groups’ sustainability and loans repayments.
        • Self help projects and community initiated projects are in place (eg. Basanza and     Mwakizega Secondary schools, Mazungwe Dispensary, Village Government office of Malagarasi village, just to mention a few. This is due to community sensitizations made.
        • Gender sensitivity has improved in the community. Most plans, projects and   programs of the government and stakeholders are currently gender sensitive. 
        • Uvinza Non-Government Organizations Network is registered and is in place.
        •  29 CSOs/NGOs are in place in the council working in collaboration with the Government/Council.
        •  185 OVCs (119 male, 66 female) out of 300 planned were supported with scholastic materials and fees.
        • 8 PLHIV Clubs out of 14 planned were formed and are in place doing IGA.
        • 8,100 school youths (4800 male, 3300 female) out of 8,500 planned were reached and capacitated in life skills education, behavioral change and HIV education.
        • 8,500 out of school youths (5100 male, 3400 female) out of 8,900 planned were reached and capacitated in life skills education, behavioral change and HIV education.
      • 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


        • Insufficient number of Community Development Officers especially at community level 
        • Insufficient working gears such as Vehicles. Community Development Department should have a Car for better performance of planned activities and effective and efficient community service delivery.
        • Inadequate financial resources. Annual funds budgeted for the department is very minimal and what is released is also very minimal. 
      • 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.

        2.1.10 Primary Education


        • COBET –Complimentary Basic Education in Tanzania [MEMKWA], which is for the children aged 11 – 13 years for stage I, and 14 – 18 years for stage II.
        • Adult education and non Formal - also involves the Integrated Community Based Adult Education (ICBAE) classes, which is for adults.
        • Vocational Centres in primary schools.
      • The Council has 118 government primary schools and 1 non-government primary school.


        • There are1,196 staff  working at the District headquarters, wards, and schools and this makes  a shortage of 823 as shown in Table 16.
      • 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:-

        2.1.11 Secondary Education

         

         

              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














        • Interpret and monitor the implementation of Ministry of Education, Technical and    Vocational Education policy, rules and regulations that guide secondary education delivery.
        • Represent Ministry of Education, at all levels on issues related to Secondary Education.
        • Advice the Council’s Executive Director on Secondary Education issues.
      • 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. 


        • Academic Performance
      •          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)


        • Recruitment of teachers
      •  

        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


        • Source: DSEO’s Office (2014-2017)                                                                                                                    
        •  
        • Total Enrollment of students in  in ordinary Secondary schools for four years as indicated in table Number 24
        •  
        •   Table 24: Total enrollment of students in Ordinary Secondary schools – 2014-2017
      •  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

        • Table 25: 
      • 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


        • Table 25: 
      • 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

        • School infrastructure
        • Table 26: Basic school infrastructures in Secondary schools
      • 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

        • Preparation of drawings of various construction activities
        • Approve building plan
        • Preparation of building or construction contract
        • Supervision of building plan and construction process
        • Preparation of contract agreements and payment for contractors
      • Planning, Monitoring and Statistics has main role of coordinating district development activities and thus, the functions of the Department are: 

          2.1.13 Planning, Statistics, Monitoring and Evaluation

        Among the challenges facing this Department include lack of transport, lack of car for supervision, fuel, and allowances.

         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

         .


        • a). Coordination of all District plans from lower levels to District level
        • b). Coordination of preparation District action plan and annual cash flow plans.
        • c). Collection of different social and economic data, analyze and compile them for District and other
        •    stakeholders use.
        • d). Coordination of preparation of District quarterly, semiannual and annual reports
        • e). Coordination of monitoring and evaluation of District development projects
        • f). Coordination of reviews of District strategic plans and District annual plans
        • g). Preparation of District profiles (Investment profile and Social profiles)
        • h). Identification of District opportunities for social and economic development in the District
        • i). Coordination of project write-ups with the intention of finding funds from internal and external        
        •     stakeholders.
        • j). Coordination of public private partnership projects in the District
      • k). Identification of District opportunities for socioeconomic development


        • Based on its core functions, the Department is made up of three units, namely Planning, Statistics and Monitoring and Evaluation. Details of the functions of these Units are given below:
      • 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.


        • Limiting factors for effective performance of the Planning Department include the following:
        •     i). Insufficient number of staff
        •     ii). Insufficient working facilities such as Vehicles
        •     iii). Inadequate financial resources limited annual budget
      • 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:

        2.1.14 Finance and Trade


        • Promoting appropriate council ethics (policies, and code of conduct complete appropriate applicable  within the council
        • Ensuring effective organizational performance and accountability
        • Communicating risk and control information to appropriate areas of the organization
        • Coordinating the activities of communicating information among council , Accounting officer ,external auditor and management
        • Provides selective consultancy activities within the Council which supports the development of internal control and risk management, where such assistance does not        compromise the primary role of the internal audit and its independence.
      • 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: 

                         2.1.16 Procurement Management Unit

        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 


        • Manage all procurement and disposal by tender activities of the procuring entity except and adjudication and award of contract
        • Support the functioning of the tender board
        • Implement the decisions of the tender board
        • Plan the procurement and disposal by tender activities
        • Recommend procurement and disposal by tender procedures
        • Check and prepare statements of requirements
        • Prepare tendering documents
        • Prepare advertisements of tender opportunities
        • Prepare contract documents
        • Issue approved contract documents
        • Maintain and archive records of the procurement and disposal process
        • Maintain a list or register of all contracts awarded
        • Prepare monthly reports for the tender board
        • Prepare and submit to the management meeting quarterly reports on the implementation of the annual procurement plan
        • Co-ordinate the procurement and disposal activities of all the Departments
        • Prepare other reports as may be required from time to time
      • 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


        • Inadequate funds
      • 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.


        • To prosecute cases in the court of laws
        • Vetting of contracts
        • To draft council and village By laws
        • Legal counsel for the Office of the District Executive Director
        • To conduct Legal seminars to members of ward tribunals and village land tribunals
        • To supervise legal operations within the District for the purpose of raising revenues
        • To prepare and process all by-laws (include those from villages)
        • Provide legal aid on matters relating to serious legal issue to individual who cannot pay for advocates
        • Represent council in various cases filed in courts and in the tribunals
      • 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


        • Lack of essential facilities such as working tools (computer stationeries, reference legal documents and court officer’s uniforms)
        • Witnesses fear to appear before the court, during hearing of cases, for different reasons well known to them
        • Little financial resources allocated for legal research, financing prosecution of cases and conducting of various legal trainings
        • Inability of ward tribunals to handle disputes due to lack of knowledge of legal system
        • Failure to appear in court (sometimes) as per court schedule or on time
      • 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 


        • Coordinate the development and procurement of cost-effective and efficient ICT               infrastructure, equipment and services.
        • Manage the implementation of ICT projects.
        • Appreciate, disseminate and implement the National e-Government strategy.
        • Develop ICT strategic work and project plans for the Council.
        • Develop and implement the Council ICT policy.
        • Implement ICT projects based on the National e-Government strategy, the ICT maturity level of the Council, and in accordance with the published standards relating to the management of ICT projects in the Government of Tanzania.
        • Provide technical and operational support for systems and infrastructure including networks, websites, email systems, databases and applications.
        • Design and implement Council’s ICT capacity building initiatives.
        • Identify ways in which the Council can effectively and efficiently deliver services to the      citizens using ICT and propose appropriate interventions.
        • Monitor, coordinate and advise on issues pertaining to electronic business, telecommunications and technology,
        • Participate in the development, analysis and evaluation of Government wide technology issues, policies and legislations.
      •  

        Currently, Uvinza District Council has only one professional staff contrary the established requirements of at least four professional staff 


        •  Uvinza District Council runs 10 different systems in the provision of services to people as shown in Table 32.
        •  
        •  
        • Table 32: Systems Operating  in the Council in the Provision of Socio-economic  services.
      • 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
        • Finance
        2
        EPICOR
        Electronic payments
        • Finance
        3
        HCMIS (Human Capital Management Information System) - LAWSON
        Management and Control of all permanent and pensionable employee
        • Human resources
        4
        PLANREP (Planning and Reporting)
        Making annual budget – MTEF
        • Planning
        5
        FFARS (Financial Facility Accounting and Reporting)
        Manage and Control receivable and payable at facility level
        • Heath and
        • Education
        6
        GOTHoMIS
        Manage and Control day to day Hospital activities.
        • Health
        7
        PSSN (Productive Social Safety)
        Control and Manage poor house holds
        • TASAF
        8
        BEMIS
        Manage manipulations of Primary students information
        • Education
        9
        PREM
        Primary students and facilities information
        • Education
        10
        WMIS (Water Management Information System)
        District water information
        • Water

        • Accessibility of those systems.
      • 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 


        • Internet and Mobile Network Services
      • 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 (LAN) Connection
      • 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.


        • Website And Government Mail System
      • 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).


        • Inadequate funds for ICT unit
        • Inadequate ICT personnel
        • Computer illiteracy for some users
        • Lack of on job training
        • Lack of ICT funding models that sustain core service, support innovation, and         facilitate growth.
        • Limited ICT organization's capacity for managing change in the differing community needs, priorities, and abilities.
        • .
      • 2.1.19 Election


        • Election Unit is set to assist the District Executive Director who is the representative of National   Election       Committee in all matters related to election. The specific functions of this Unit are as presented below:
        • To recognize and register election centers.
        • To conduct seminar on how to register voters into BVR.
        • To make sure all election tools are available.
        • To distribute the election tools to the desired election centers.
        • To meet office and other administrative expenses.
        • To compile all election results from all election centers.
        • To prepare election reports and submitting them to the higher authority (DED) for        announcement.
        • To report any changes occurred during the election.
        • To recognize the political parties of the particular area and registering them if they will participate in the election.
        • To facilitate cleanness and storing of election tools.
      • Committed and accountable leaders and staffs 

                          2.3.1 Strengths

        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:

        STRENGTHS, WEAKNESSES, OPPORTUNITIES AND CHALLENGES

        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. 

        2.3.7 Sustainable Development Goals

        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.

        2.3.6 Regional Development Initiatives

        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.

        2.3.5 National Sectoral Policies

        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.

        2.3.4 National Five Years Development Plan (2016/17 -2020/21)

        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.

        2.3.3 Good diplomatic relations and National peace and stability

                   

        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.

        2.3.1 Tanzania Development Vision 2025

        The analysis of external environment in which Uvinza District Council operates involved a review of various policies, plans, and strategies from within and outside the Country. This review brought into light the external circumstances relevant to the current and future operations of the District. These external circumstances have informed the overall design of this strategic plan. Through this analysis, the District Council is able to position itself in the broader context and respond to the changing environment emerging from complex and dynamic challenges. The following constitute the basis upon which this Strategic Plan was developed:

        ANALYSIS OF EXTERNAL ENVIRONMENT

        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.

        The Unit in collaboration with other departments conducted a Local government Election in 2014 which involved 16 Wards, 61 villages and 327 vitongoji. During the  2015 General Election the Council conducted one constituency and  16 wards election The respective Elections resulted into the present political leaders  through democratic Elections. 


        • Existence of reasonable social services including education and health services
        • Availability of internal sources of funds
        • Availability of valorous ICT  Management Systems
      • Existence of moderate infrastructures (passable roads, public buildings, national electricity power grid
      •  
      •  3.2 Opportunities
    • 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


      • Tourist attraction such as Mahale National Park
      • Presence of railway line
      • Proximity to DRC as big  market for agricultural and industrial products
    • 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 

       

      3.2 Achievements made from the Implementation of the Previous Strategic Plan

      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.

      3.1 Introduction

      PERFORMANCE REVIEW ON THE IMPLEMENTATION OF THE PREVIOUS 2011/2012- 2015/2016 STRATEGIC PLAN

      CHAPTER THREE

      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

      2.4 STAKEHOLDERS ANALYSIS

      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

      Insufficient staffs    

      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

       


      • Construction of Kashagulu irrigation scheme in Kalya wards with 203 Ha.
      • Mgambazi irrigation scheme with 200 Ha is under construction.
      • Nyanganga irrigation scheme also was constructed though was not completed due to shortage of funds.
      • Detailed survey was conducted at Nkonkwa  irrigation scheme
      • 3,917  Ha of cash crops has been increased
      • 127,787 Ha of cash crops has been increased
      • 440,095 tonnes of food crops has been produced
      • 3,917  Ha of cash crops has been increased
      • 127,787 Ha of cash crops has been increased
      • 440,095 tonnes of food crops has been produced
      • Five tractors has  been procured and distributed in 4 canters  to facilitate agro mechanization
      • One agro-mechanization centre and one WARC have been established  in the district
      • Two (2) cash crops (coffee and cashew nut) have been introduced in the District.
      • Extension services delivery coverage has increased to about 40%
    • 3.2.4 Achievements in Livestock Development and Fisheries


      • Construction of two latrine at Mwamila and Mpeta livestock market
    • 3.2.5 Achievements in Water Sector

       


      • Accessing safe drinking water reached 44 from 36.
      • Number of shallow well increased from 80 to 100
      • Number of rain water harvesting tanks increased from 17 to 60
      • Water point increased from  273  to 414
      • Two water projects at Kalya and Ilagala constructed
      • Follow up and supervision is done at 50%.
      • 50% water user entities formed and capacity building done.
      • Management, administration and supervision was not done according to plan
    • 3.2.7 Achievements in Secondary Education

       

      3.2.6 Achievements in Primary Education


      • Total enrollment of students in secondary schools increased  from 5,100 to 7,548 by June, 2017
      • Schools have managed to participate in UMISSETA competition from school level to National level every year
      • Two teachers have attended training at Malya sports college
      • Students book ratio has increased to 1:3 in art subjects and by 1:1 for science subjects
      • 2013 to 61 by 2017
      • Pit latrines increased to 205
      • Number of secondary schools never increased
      • Number desks increased to 5,733 by 2017
      • Number of Hostels never increased it remained to 5
      • Number of Laboratory rooms increased from 2 in 2013 to 9 by June 2017
      • Number of students selected to join form One increased from 1,881 in 2014 to 4,115 by 2017
      • Heath officers and community development officers have been conducting seminars, drama, cinemas in schools, posters
      • Ant-corruption campaigns are undergone throughout the schools
      • Posters have been put in several areas in school
      • Corruption is taught in schools as a subject
      • Ant-corruption clubs have been established in every secondary school
      • Good governance enhanced in secondary schools
      • Staff meeting, students meetings, School baraza, parents meetings and school boards meetings are regularly and democratically conducted
      • Women participation and access to secondary education increased
      • Girls dropouts in secondary school reduced
    • 3.2.8 Achievements in Community Development Gender Youth and Children

       


      • 404 IGA groups out of 680 planned were formed, registered and are in place (146 women groups; 65 youth groups, 182 mixed groups and 11 men groups.
      • 70% of the registered groups were reached with entrepreneurship trainings. Such trainings are in progress because they are continuous interventions.
      • TZS. 146,000,000/= is provided to 48 women and youth entrepreneurship groups as soft loans.
      • TZS 42,570,600/= is repaid back remaining with TZS 118,029,400/= unreturned. Sensitization and follow up is in progress for groups’ sustainability and loans repayments.
      • Self help projects and community initiated projects are in place (eg. Basanza and Mwakizega Secondary schools, Mazungwe Dispensary, Village Government office of Malagarasi village, just to mention a few. This is due to community sensitizations made.
      • Gender sensitivity is improved in our community. Thus plans and implementations of projects and programs of the government and stakeholders are currently gender sensitive. That is community’s gender sensitivity is now very high.
      • Uvinza Non-Government Organizations Network is registered and is in place.
      • 29 CSO’s/NGO’s are in place in the council working in collaboration with the     Government/Council.
      • 185 OVCs (119 male, 66 female) out of 200 planned were supported with scholastic materials and fees.
      • 8 PLHIV Clubs out of 13 planned were formed and are in place doing IGA.
      • 8,100 school youths (4800 male, 3300 female) out of 8,500 planned were reached and capacitated in life skills education, behavioral change and HIV education.
      • 8,500 out of school youths (5100 male, 3400 female) out of 8,900 planned were reached and capacitated in life skills education, behavioral change and HIV education.
      • 250 religious leaders out of 350 planned were reached with HIV education
    • 3.2.9 Achievements in Planning Statistics and Monitoring 


      • Increase the number of villages that can produce their own plans through participatory method (O&OD) from 35% in 2013/2014 to 65% in 2016/2017.
      • Improved monitoring and evaluation of development projects each quarter which produced quality projects implemented
      • Coordination and Preparation of Annual plan and budget each financial year.
      • Preparation and submission timely District quarterly reports of projects implemented in each financial year.
    • 3.2.10 Achievements in Land and Natural Resources


      • 1395 plots surveyed and mapping at Lugufu head quarter 1015 and Kibao trading center 380
      • Developed sustainable utilization and management, harvesting plan of village land Forest Reserve 9 out of 23 villages
      • Survey and mapping 9 villages boundaries out of 19
      • 12 villages have village beekeeping reserves and use modern beekeeping gears
      • Sustainable utilization and management of 10 forest reserves through participatory management out of 24
      • Improve management and sustainable utilization of wildlife resource in one WMA and one game controlled area
      • Prepare 3890CCROs and register at Land Commissioner Zone out of 6780 
    • 3.2.11Achievements in Environment and Solid Waste Management 

       


      • Community awareness  on natural resources conservation and protection of  illegal mining  raised
      • Identification of an area for district damp site
      • Formulation of community based solid wastes collection and disposal methods established
      • Environmental cleanliness awareness campaign raised in 8 wards respectively since established of new department
      • Law enforcement against environmental contravenes has raised from zero cases to 20 cases per year compared to the previous years
      • Four supervisory visit on environmental assessment and auditing carried out
      • One million four hundred tree planted in 16 wards in year 2016
      • Construction of 5 solid wastes collection bays in Nguruka, Kazuramimba, Basanza, Uvinza and District head quarter
      • Participation of CMT and District security committee and community as whole in cleanliness activities
      • Pollution protection  of water sources and water catchment areas
      • Protection of environmental degradation achieved
      • Prevention of illegal mining of. Sand, lime stones and salt quarrying
    • 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

       


      • The Local government Election held in 2014 which involved 16 Wards, 61 villages,327 hamlets and   General Election held in 2015 involved 1 constituency, 16 wards and 61 villages. The two elections conducted resulted to the presence of political leaders.
      • The identification of various vacancies of leadership in village level.
    • 3.2.18 Trade and Finance

       

      3.2.18 Trade and Finance

       

      3.2.17 Internal Audit


      • In three years consecutively the council has obtained a clean report(unqualified) from CAG.
      • Financial year 2015/2016 the council collect 93% of the budget.
    • 3.2.19 Procurement Management Unit 

       


      • Payment of suppliers achieved 50%
      • PMU, TB and Finance committee members trained on public procurement Act  and its regulation
      • Utilization of EPICOR system to produce LPO
      • PPRA Expected performance reached
      • Documentation improved 75%
      • Contract management improved by 65%
      • Co operation of stakeholder increased 85%
    • 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.

      3.3 Major Constraints Faced during implementation of 2011/2012- 2015/2016 Strategic Plan

       

       

       

       


      • Inadequate funds for construction of infrastructures.
      • Little involvement of Private sector  in the construction of irrigation infrastructures
      • Inadequate maintenance of the schemes
      • Shortage of agro inputs, storage facilities, Quartering system  limiting farmer to produce more (at their will), environmental issue,
    • 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)


      • Inadequacy of improved  storage facilities (warehouses), Access to market and marketing facilities, lack/ poor infrastructures (Farm roads)
      • Delay of funds disbursement for payment of contractors
      • Lack of vehicles for monitoring and evaluation of projects
      • Shortage of staff
      • Statutory payments not made (staff leave, sitting allowance ,per diem)
      • The Council does not provide loans to IGA groups timely
      • Lack of close supportive supervisions to IGA groups
      • Failure to pay back loans timely
      • Too many IGA groups demanding loans
      • Low number of WEOs, VEOs and Village council with knowledge on how to plan through O&OD methodology
      • Insufficient local contractors in the District
      • Insufficient knowledge on how to conduct monitoring and evaluation effectively
      • Insufficient working gears like vehicle.
      • Unskilled staffs on the use of PLANREP software
      • Low Readiness of the community to share cost of plot surveyed
      • Knowledge gaps  on environmental issues among communities members
      • Poor Network connectivity
      •  
    • 4.3 Strategic Objectives

      To facilitate the provision of high quality service in collaboration with other development partners for sustainable development of the community.

      4.2 Mission

      To be a council that provides high quality services for sustainable development of the community

      4.1 Vision

       

      THE PLAN 

       

      CHAPTER FOUR


      • A. Services Improved and HIV/AIDS Infections Reduced
      • B. National Anti-Corruption Implementation Strategy Enhanced and Sustained
      • C. Access to Quality and Equitable Social Services Delivery Improved
      • D. Quality and Quantity of Socio-Economic Services and Infrastructure Increased
      • E. Good Governance and Administrative Services Enhanced
      • F. Social Welfare, Gender and Community Empowerment Improved
      • G. Management of Natural Resources and Environment Enhanced and Sustained
      • H. Local Economic Development Coordination Enhanced
      • I. Emergency and Disaster Management Improved
    • 4.4.1 Strategic Objective 1

       

      4.4 Strategic Plan Matrix 


      • C. Access to Quality and Equitable Social Services Delivery Improved
    • 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

      4.4.1.1 Result Area: Human Resource and Administration

       


      • D. Quality and Quantity of Socio-Economic Services and Infrastructure Increased
    • 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

      4.4.2.1 Result Area: Agriculture Irrigation and Cooperatives

       


      • A. Services Improved and HIV/AIDS Infections Reduced
      • B. National Anti-Corruption Implementation Strategy Enhanced and Sustained
      • C. Access to Quality and Equitable Social Services Delivery Improved
    •       E. Good Governance and Administrative Services Enhanced


      •  F. Social Welfare, Gender and Community Empowerment Improved
    •  

      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.
      Number of competition conducted

      4.4.3.1 Result Area: Primary Education

       


      • A. Services Improved and HIV/AIDS Infections Reduced
      • B. National Anti-Corruption Implementation Strategy Enhanced and Sustained
      • C. Access to Quality and Equitable Social Services Delivery Improved
    •       E. Good Governance and Administrative Services Enhanced


      •  F. Social Welfare, Gender and Community Empowerment Improved
    • 4.4.6 Strategic Objective 1

      Strategic Objective
      Targets
      Strategies
      Performance Indicators
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       

      4.4.5.1 Result Area: Secondary Education

       


      • G. Management of Natural Resources and Environment Enhanced and Sustained
    • 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
       
      250000 tones Collected and disposed of solid wastes annually by 2020
      Mobilise community to dispose to dumping site
      Tones of solid  wastes collected and properly disposed
       
      Community based solid wastes collection groups established in 10 sub urban centers by 2020
      Mobilise community members
      Number of groups established
       
      Demarcation and facing  district damp area including tree plantation  facilitated by 2012
      Mobilise fund
      Number of site demarcated
       
      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

       


      •         A. Services Improved and HIV/AIDS Infections Reduced
      •         F. Social Welfare, Gender and Community Empowerment Improved
    • 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
       
      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.
       
      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
       
       
      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
      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,
      Percentage decrease of human wildlife conflicts
       
      Number of beekeeper groups increased from 34 up to 78 by the year 2022
      Create awareness to beekeeper to form groups, Facilitate training on group formation and registration at district level,
      Number of beekeeper group increased
       
      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.
       
      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
       
      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.
      Number of hectors inceased

      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
       
       HIV Prevention Campaigns Enhanced from 40% to 80% by June 2022
      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.
       
      Multi Sectoral Committees Strengthened towards the fight against HIV and AIDS from 40% to 80% by June 2022
      • Disseminate of Multi-Sectoral AIDs Committees Guidelines to 100 MACs.
      • Conduct discussions on behavioral change to 100 MACs members and influential people on HIV education (Thee zero campaigns).
      • Conduct sensitization dialogues and meetings on HIV education at community levels.
      Number of MACs received and using HIV guidelines.
      Working reports.
      Number of MACs members and Influential people participated.
       
      Number of people capacitated with HIV/AIDS education increased from 40% to 80% by June 2022
      • Conduct discussions and trainings on HIV education to 2000 out of school youths and 2000 in school youths.
      Number of youths reached.
      Working reports.
      F. Social Welfare, Gender and Community Empowerment Improved
       
      Capacity building on women and youths entrepreneurship groups enhanced from 40 to 80 % by June 2022
      • Conduct training to women and youths entrepreneurship groups on value addition for TZ to be Industrial nation.
      • Conduct supportive supervision to women and youths entrepreneurship groups.
      • Conduct training on gender mainstreaming in planning and implementations of projects and programs.
      • Number of trainees participated.
      • Working reports.
       
      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.
       
      Capacity building and supports to Most Vulnerable Clients enhanced from 40% to 80% by June 2022
      • Coordinate of rights of vulnerable groups such as old ages, people living with disabilities as well as vulnerable and very poor families.
      • Enforcement of laws, by-laws and policies related to child, marriage, old ages, very poor families as well as people living with disabilities.
      Working reports.
      Number of MVCs and/or OVCs supported in place.
       
      Community Development services enhanced from 40% to 80% by June 2022
      Paying statutory payments to CDOs timely.
      Number of CDOs supported in place.

      4.4.7.1 Result Area: Community Development Gender Youth and Children

       


      • A. Services Improved and HIV/AIDS Infections Reduced
      • B. National Anti-Corruption Implementation Strategy Enhanced and Sustained
      • C. Access to Quality and Equitable Social Services Delivery Improved
      • D. Quality and Quantity of Socio-Economic Services and Infrastructure Increased
    • 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
      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
      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
       
      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
       
      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
       
      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
       
      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
       
      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
       
      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
       
      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
       
      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
       
      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
       
      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
       
      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
       
      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
       
      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.
       
      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.
       
      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.
       
      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
       
      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
       
      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

       


      • C. Access to Quality and Equitable Social Services Delivery Improved
    • 4.4.12 Strategic Objective 1

      Strategic Objective
      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.

      Increased  number of projects initiated by community themselves from  131 projects  to 568 projects by June 2022
       Encourage  community initiatives at village level
      Number of projects initiated by community themselves

      Annual plans and budget prepared each financial year according to guidelines from respective  authorities by June 2022
      Coordinate preparation of District plans and budget each financial year to all departments and unit sections
      Presence of District annual plans and budget

      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

      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

      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

       


      • A. Services Improved and HIV/AIDS Infections Reduced
      • C. Access to Quality and Equitable Social Services Delivery Improved
    • 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
      • Number of Positive HIV/AIDS production groups increased
      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
      • Create awareness through village meetings for the community. Identifying the available water sources by using village Government Involve village Govts, Development partners in funds rising for implementation of projects
      • Involve village Govts, Development partners and water user entities for construction and rehabilitation of water schemes
      • Percentage of people accessing safe drinking water increased
      C. Access to Quality and Equitable Social Services Delivery Improved
       
      Forty (40)  Water user entities  formed and registered by the year 2022
      • Create  awareness through conducting village meeting on  community to own water supply system
      •  Involve village Govts, Community to formulate water user entities
      • Number of Water user entities formed and registered
       
      Departmental water staff and COWSO’s Leader working capacity improved from 45% to 65 % by the year 2022.
      • Developing capacity building calendar to water  Departmental staff  Strengthening community capacity to manage  services through COWSO’s Leader 
      • Providing motivation and bonus to Departmental staff performed well Providing motivation and bonus to (COWSO’s) community manage service in high quality
      • Developing capacity building schedule to water  Departmental staff 
      • Percentage improved of working capacity
       
      Follow up and supportive supervision improved from 45% to 65 % by the year 2022
      • Facilitate rotten supervision of the projects
      Percentage increase of supportive suoervision

      4.4.12.1 Result Area: Water

       


      •      A. Services Improved and HIV/AIDS Infections Reduced
      • C. Access to Quality and Equitable Social Services Delivery Improved
      •      E. Good Governance and Administrative Services Enhanced
    • 4.4.14 Strategic Objective 1

      Strategic Objective
      Targets
      Strategies
      Performance Indicators
       A. Services Improved and HIV/AIDS Infections Reduced
       
       PMU staff Sensitized on  voluntary testing  in  HIV and AIDS by the year 2022
      • Conduct awareness meeting to Departmental PMU staff 
      Number of PMU staff Sensitized
       

      • Conduct public meeting for awareness raising on voluntary testing to 4 Departmental staff
      •  Conduct 4 awareness raising meetings on the fight HIV – AIDS to Procurement Unit Staff.

       E. Good Governance and Administrative Services Enhanced
       
      Procurement plan and procedure improved  by the year 2022
      • Ensure tenders are advertised publically
      •  Ensure local service provider are priorities in supplying Goods and service

      C. Access to Quality and Equitable Social Services Delivery Improved
       
      Documentation system improved from 55% to  85% by the year 2022
      • Create more rooms for archive. Utilization of standard tender documents  Preparation of  procurement plan
      Percentage of documentation system improved
      Percentage Payment for suppliers improved by the year 2022
      • Create more rooms for archive. Utilizatize of standard tender documents  Preparation of  procurement plan
      • Follow up of all claims of suppliers/ contractors to Finance dept & User dept
      Percentage Payment for suppliers improved

      4.4.13.1 Result Area: Procurement Management Unit

       


      •      E. Good Governance and Administrative Services Enhanced
    • 4.4.15 Strategic Objective 1

      Strategic Objective
      Targets
      Strategies
      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
       
      Auditing of primary schools increased  from 13 to 45 by 2020
       
      Ensure  professional staff are employed
       
      Number of increased audited primary schools
       
      Auditing of village executive officer offices increased from 10 to 61by 2020
      Ensure  professional staff are employed
       
      Number of increased audited village executive officer offices
       
      Auditing of health facilities increased from 13 to 42 by 2020
       
      Ensure  professional staff are employed
       
      Number of increased audited of health facilities
       
      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
       
      Number of increased audited Projects implemented by, LGDG, Irrigations schemes, and Multispectral program Project funds
       
      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

       


      •      A. Services Improved and HIV/AIDS Infections Reduced
      • C. Access to Quality and Equitable Social Services Delivery Improved
    • 4.4.17 Strategic Objective 1

      Strategic Objective
      Targets
      Strategies
      Performance Indicators
      E. Good Governance and Administrative Services Enhanced
       
       Community Awareness raising on election rights to each citizen from 45% to 80% by June 2022
      Brochures
      Meetings with Political Parties
      Mass media
      Participation of citizen in elections to all levels
       
      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
      Targets
      Strategies
      Performance Indicators
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       

      4.4.15.1 Result Area: Information Communication Technology and Public Relation

       


      • A. Services Improved and HIV/AIDS Infections Reduced
      • B. National Anti-Corruption Implementation Strategy Enhanced and Sustained
      • C. Access to Quality and Equitable Social Services Delivery Improved
      • D. Quality and Quantity of Socio-Economic Services and Infrastructure Increased
    • 4.4.18 Strategic Objective 1

      Strategic Objective
      Targets
      Strategies
      Performance Indicators
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       

      4.4.17.1 Result Area: Beekeeping

       


      • A. Services Improved and HIV/AIDS Infections Reduced
      • B. National Anti-Corruption Implementation Strategy Enhanced and Sustained
      • C. Access to Quality and Equitable Social Services Delivery Improved
      • D. Quality and Quantity of Socio-Economic Services and Infrastructure Increased
    • 4.4.19 Strategic Objective 1

      Strategic Objective
      Targets
      Strategies
      Performance Indicators
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       

      4.4.18.1 Result Area: Health

       


      • A. Services Improved and HIV/AIDS Infections Reduced
      • B. National Anti-Corruption Implementation Strategy Enhanced and Sustained
      • C. Access to Quality and Equitable Social Services Delivery Improved
      • D. Quality and Quantity of Socio-Economic Services and Infrastructure Increased
    • 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.

      5.2 Monitoring

       

      No
      Strategic 
      Objective
      Target
      Strategies
      Activity

      Budget

      2016/2017
      2017/2018
      2018/2019
      2019/2020
      2020/2021
      1
      A:
      1.
       
      1.1
       
       
       
       
       
       
       
       
       
      1.2
       
       
       
       
       
       
       
       
       
      1.3
       
       
       
       
       
       
      B:
      2.
       
      2.1
       
       
       
       
       
       
       
       
       
      2.2
       
       
       
       
       

       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.

      5.1 Implementation

      PLAN IMPLEMENTATION, MONITORING, EVALUATION, REVIEW FRAMEWORKS, RISKS MANAGEMENT AND ASSUMPTIONS

      CHAPTER FIVE

      Strategic Objective
      Targets
      Strategies
      Performance Indicators
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       

      4.4.19.1 Result Area: Legal 

       


      • Determine whether implementation is focused on the fulfillment of the vision and mission of the District Council.
      • Facilitate review of the implementation process
      • Facilitate feedback to management which is necessary for decision making
      • Ensure that strategic objectives are being accomplished within the expected timeframe and taking necessary measures for timely implementation
      • Ensure that the activities are carried out as planned, and that any deviations are corrected promptly
      • Ensure that financial discipline as a cornerstone for proper and prudent use of resources is sustained.
    • 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.

      5.6 Assumptions

      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.

      5.5 Risks Management

       

      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.

      5.4 Plan Review

      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.

      5.3 Evaluation

      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.

      S/No.
      Strategic objective
      Planned activities
      Planned budget
      Actual expenditure
      Planned targets
      Achievements
      Remedial action
      1.







      2.







      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.


      • Continued conducive political and socio-economic environment
      • Continued willingness of stakeholders to support and respond  effectively to the needs of District Council in implementing the strategic plan
      • Improved conditions for effective staff retention and motivation.
      • Timely disbursement of fund from Central government
      • Continued provision of technical support, policies, guidelines and financial support from respective ministries
      • Continues stability and improved economic growth of the country
      • Continued good leadership at the District Council

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    Sanduku la Posta: P.O Box 12 UVINZA

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