i

CERTIFICATION

The undersigned certify that he has read and hereby recommends for acceptance by the

Institute of Public Administration the research report entitled An Assessment of Local

Government Performance to Services Provisions in Zanzibar, in partial fulfillment

of the requirements for the Diploma in Human Resource Management.

………………

Khamis Msellem Khamis

(Supervisor)

Date …………….

ii

DECLARATION

We Ithna Kassim Saleh, Khadija Abubakar Moh’d, Kombo Mcha Kombo,

Mwanabaraka Ame Juma, Najma Yahya Issa and declare that this research is our

own original work, except for quotations and citation which have been duly

acknowledged. We also declare that it has not been previously, and is not concurrently

submitted for any other diploma at the Institute of Public Administration or at any other

institution.

……………….

Name Ithna Kassim Saleh

Date …………………….

……………….

Name Khadija Abubakar Moh’d

Date ……………………

………………

Name Kombo Mcha Kombo

Date ……………………

………………

Name Mwanabaraka Ame Juma

Date ……………………

………………

Name: Najma Yahya Issa

Date……………………

iii

ACKNOWLEDGEMENTS

It has become the willingness of almighty ALLAH, the Merciful, and the Most

Gracious to finalize this research.

We would like to express our heart-felt appreciation and gratitude to our supervisor Mr.

Khamis Msellem Khamis for his critical reading, painstaking guidance, suggestion and

constructive comments since the beginning of this study. We also extend the words of

thanks to the Institute of Public Administration and tutors for the knowledge they fed us

and advice throughout the period of our study.

We are obliged to thank our families for the financial and moral support of our

scholarly candidatures. The sincere and selfless cooperation from our fellow students in

Diploma of Human Resource namely, Abubakar Abdallah Said, Thamrat Khamis Seif

and Mussadiq Ali Issa is highly acknowledged. May the blessings of almighty Allah be

with them and all who participated to our success in one way or another.

iv

COPY RIGHT

All rights reserved, no part of this work may be produced, stored in any retrievals

system, or transmitted from any means e.g. electronically, mechanic photocopying,

recording or otherwise without prior permission of the copy right owners

v

ABSTRACT

This study aimed at investigating the local government performance in providing

services in Zanzibar society. We specifically assessed how the local government did its

operations on fulfillment of their responsibilities on providing services.

The present study established that central government provides support to local

government, such as funds and equipments. On other hand local governments face a lot

of challenges such as transport and unskilled workers. Also in the local area the society

is unaware of the local government responsibilities. This in fact causes contradiction in

getting the services.

We share our views to the concerned authorities that there is a need to distinguish

between the responsibilities of central government and those of the local governments.

This will increase the effectiveness and efficiency in services provisions to the society.

At this juncture, the central government can also focus in developing human resource in

these local administration offices, so that they can be good service providers.

vi

TABLE OF CONTENTS

CERTIFICATION .......................................................................................................... i

DECLARATION ............................................................................................................ ii

ACKNOWLEDGEMENTS .......................................................................................... iii

COPY RIGHT ............................................................................................................... iv

ABSTRACT .................................................................................................................... v

LIST OF TABLES ....................................................................................................... viii

LIST OF FIGURES ....................................................................................................... ix

LIST OF ABRIVIATIONS ............................................................................................ x

INTRODUCTION .......................................................................................................... 1

1.0 Overview ................................................................................................................ 1

1.1 Background Of The Study ...................................................................................... 3

1.1.1 Local Government in East Africa .................................................................... 3

1.1.2 Performance of local government in African countries. ................................. 5

1.1.3 Local Government System in Zanzibar ........................................................... 7

1.1.4 Governance structure ....................................................................................... 9

1.2 Statement Of The Problem ..................................................................................... 9

1.3.0 Objectives. ..................................................................................................... 11

1.3.1 General Objectives. ....................................................................................... 11

1.3.2 Specific Objectives. ....................................................................................... 11

1.4 Research Questions. ............................................................................................. 11

1.5 Significance Of The Study ................................................................................... 12

LITERATURE REVIEW ............................................................................................ 13

2.1 Introduction .......................................................................................................... 13

2.2 Theoretical Literature. .......................................................................................... 13

2.3 Empirical Framework ........................................................................................... 15

METHODOLOGY ....................................................................................................... 19

3.1 Introduction .......................................................................................................... 19

3:2 The Study Area ..................................................................................................... 19

vii

3.3 Research Design ................................................................................................... 19

3.4. Questionnaire Design .......................................................................................... 20

3.5 Sample Size .......................................................................................................... 20

3.6 Data Collection Methods. ..................................................................................... 20

3.7 Analysis Of Documents ........................................................................................ 20

3.8. Questionnaires ..................................................................................................... 20

3.9 Validity and Reliability ........................................................................................ 20

3.10 Data Analysis ...................................................................................................... 21

ANALYSIS AND DISCUSSION ................................................................................. 22

4.0 Introduction .......................................................................................................... 22

4.1 Demographic Information Of Respondents .......................................................... 22

4.1.1 Gender of the Respondents ............................................................................ 22

4.1.2 Age of the Respondents ................................................................................. 23

4.1.3 Education Level of the Respondents ............................................................. 25

4.1.4 Marital Status ................................................................................................. 26

4.2 Research Findings ................................................................................................ 27

4.2.1 Local Government performance in providing services ................................. 27

4.2.2 Challenges affect local government performance. ........................................ 28

4.2.3 The contribution of central government ........................................................ 29

4.3 Conclusion ............................................................................................................ 29

SUMMARY AND RECOMMENDATIONS ............................................................. 31

5.0 Introduction .......................................................................................................... 31

5.1 Summary ............................................................................................................... 31

5.2 Limitation Of The Study. ..................................................................................... 31

5.4 Recommendations ................................................................................................ 32

5.5 Areas For Further Study ....................................................................................... 32

REFERENCES ............................................................................................................. 33

APPENDIX ................................................................................................................... 36

viii

LIST OF TABLES

Tables Page

4.1 Gender of the respondent 22

4.2 Age of the respondent 23

4.3 Educational level 24

4.4 Marital status 25

ix

LIST OF FIGURES

Figures Page

1.1 Structure of the local government in Zanzibar 9

4.2 Gender of the respondent 22

4.3 Age of the respondent 23

4.4 Educational level 24

4.5 Marital status 25

x

LIST OF ABRIVIATIONS

CSOs Civil Sociaty Organization.

DPSF Decentralization Policy Strategy Framework.

IPA Instute of Public Administration.

LGFC Local Government Finanial Commission.

LPSIP Local Government Sector Investiment Plan.

M&E Monitoring and Evaluation.

NCOP National Council of Provinces.

ULAA Uganda Local Authorities Association.

ULGA Uganda Local Government Authority.

ZMC Zanzibar Manicipal Council.

1

CHAPTER ONE

INTRODUCTION

1.0 Overview

Local government's authority springs from its elected basis, a factor which also

facilitates considerable variation in its behavior both between and within countries.

Structure of local government in Europe is generally multitier. For instance, in

Federation of Germany below the state-levels, there are found two tiers of local

governments, the upper-tier and the lower-tier municipalities (John 1990). Meanwhile,

the regionalized states such as Belgium, France, Italy, Portugal and Spain echo such

arrangements by having three levels of local governments including the region,

provinces or counties and communes as the lower-tier basic authority. Contrary to these

countries, many Scandinavian countries such as Britain and many of its former colonies

eschew three-tier local governments. However, in the 1990s Britain reintroduced the

idea of having only one tier local government structure.

At the same time, in Great Britain the local government expenditures generally accounts

for a significant proportion of 11 percent, whereas the same was registered at 30 percent

by Denmark in 1988 (John 1990). Furthermore, large-scale expenditures in Scandinavia

reflect the fact that social services including social security, secondary education and

health care have been put in the charge of local government at the county/province level

and public utilities such as water, gas, and electricity supply are at municipalities’ level.

In other countries such as Liberia, France, Scandinavia and North America, this is not

2

the case, however the British local government, for example, retains significant

responsibilities of education, roads, environmental protection and leisure services

provision and continues to expand its economic development role.

Local government's role in the political system has been considered primarily in terms

of its relationship with central government. Observers from a liberal democratic

standpoint have stressed two bases upon which such relationships have been formulated

since the nineteenth century. Firstly, local government is considered an important to the

encouragement of political education and participation and the basis upon which

services could be provided according to local needs. Hence, relationships with the

centre have been based on the partnership of free democratic institutions.

Secondly, local government is seen as rational from an administrative point of view as it

allows the efficient provision of public services. On this basis, the local government is

seen as the agent of central government. Since the 1970s fiscal stress and changes in

approaches to government have forced a reconsideration of relationships. Central

governments have sought to control local government finance and expenditure, and

where the community basis for local government has been weak. As in Great Britain,

this has extended to the control of service policies.

At the same time, in most countries the role of local government has been increasingly

cast as that of the buyer of services on behalf of the public that can be provided best on

a competitive basis by the private sector. In North America and Scandinavia where

there is a great concern to reinvent government than to privatize it, continued autonomy

for local government will remain, perhaps not in the role of providing services directly,

3

but in defining the local needs which other providers must meet. In contrast, British

local government during the 1980s and 1990s followed a model in which it was

expected to diminish into a contractor of services within a straitjacket of regulations

imposed by central government.

The practical capability to assert local leadership and discretion nevertheless remained

dependent upon improvements in local service delivery and a willingness to work with

a range of local partners. Indeed the implications of failure became more serious as

central inspection multiplied and a local council that did not meet centrally set

standards.

1.1 Background Of The Study

1.1.1 Local Government in East Africa

Uganda Local Government Authorities (ULGA) was established as Uganda Local

Authorities Association (ULAA) in 1994 at a time when the Ugandan government had

started the Decentralization Policy. ULGA is a registered legal entity with a mandate

guided by its constitution, and belongs to its constituent local governments as members.

The authority was formed to represent and advocate for the constitutional rights and

interests of local governments and to act as the negotiating agency for its members. The

authority is mandated to unite local governments, and provide them with association

member services, as well as a forum through which gives each other support and

guidance to make common positions on key issues that affect local governance. At the

4

same time, it carries out this mandate through lobbying, advocacy and representation of

local governments at local, national and international fore.

Although ULGA is not a government organ but its role is implied and recognized by the

state in a number of arrangements. These include appointment of the president of

members onto the Local Government Finance Commission (LGFC), active participation

in sector negotiations on the conditional grants with sector ministries, active

participation in the Decentralization Policy Strategy Framework (DPSF), the Local

Government Sector Investment Plan (LGSIP) and through representation of local

governments and their interests at national level.

Following the enactment of Urban Areas and Cities Act of 2011, Kenya has three

classes of local authorities, namely city, municipality and town authorities. For instance

the capital city of Nairobi, Kisumu and Mombasa the city status whereas the

municipalities and towns are other forms of urban authorities which are generally

named after their central town.

Local authorities usually differ from divisional and constituency boundaries used by the

state administration. Under the former Act of parliament, local authority administration

consisted of a mayor, town clerk and councilors. The number of councilors depended on

population and area of each authority. They are elected by the public during the

country’s general elections which is conducted in every five years or by-elections held

in between. Authorities were divided into wards and each ward elects only one

councilor. Wards have often common boundaries with administrative locations.

Compared to other countries (South Africa, Uganda, Botswana and Swaziland), local

5

authorities in Kenya were weak and are shadowed by state run administration. At the

same time, under Kenya's new devolved system of government, the elected councils

were dissolved and are set to be replaced by boards; in the case of city councils and

administrators in the case of municipal and town councils, appointed by the county

governments.

1.1.2 Performance of local government in African countries.

Drawing from the diverse literature which has accumulated on decentralization and

local governments in Africa, it is argued that three factors, namely, resources, authority

and a working grassroots-based political process were necessary for effective

performance of the local government(Wunsch, 1990 ). Greater levels of each of these

were expected to be positively associated with improved local government

performance, with the latter including internal operations and delivery of services

appropriate for local needs.

On the other hand, the local governance in the Republic of South Africa is entering a

dynamic era due to the fact that it is characterized by high levels of resources and

authority, but with a political process undergoing rapid change. Historically, the

political process was viable only for the enfranchised and empowered white minority.

The current post-apartheid political process is weak at the local level in all respects such

as civil society, political parties, the legislative arena, and information flows. There are

278 municipalities in South Africa, comprising eight metropolitan, 44 districts and 226

local municipalities. They are focused on growing local economies and providing

infrastructure and services.

6

In accordance with the Constitution and the Organized Local Government Act 52 of

1997 which formally recognize organized local-government associations, organized

local government may designate up to 10 part-time representatives to represent

municipalities and to participate in proceedings of the National Council of Provinces

(NCOP). In South Africa, for example, strong resources and authority, in a technocratic

and legalistic political community, led to local governments which were highly efficient

but de-coupled from the majority of their constituents.

In Swaziland, local government is divided into rural and urban councils, both differently

structured. The urban councils are municipalities and the rural councils are the

Tinkundla1. In totality there are 12 municipalities and 55 Tinkundla. The Kingdom is

divided into four regions, namely, Hhohho (in the north), Manzini (in the west-central),

Lubombo (in the east) and Shiselweni (in the south).

The Municipality have revenue-raising power, as well as receiving regular and one – of

transfers from national government. The local authorities are generally responsible for

town planning, environmental protection, water supply and sanitation, west

management and leisure facilities. Also municipality, have substantially more automatic

then their rural counterpart, the Tinkundla. The major responsibilities of urban councils

are is the areas of housing and town planning, the environmental and public sanitation.

In the neighboring country of Botswana, the local government displays unusually high

levels of performance, both in its internal management and its record of delivering

1 Tinkundla originally a grouping of chiefdoms devised by King Mswati for administrative and military

mobilization

7

services (e.g., schools, water, roads, relief, and health care) throughout most of the

country. In each respect, it is unusual for Africa, and indeed for most of the developing

world. Several key factors such as a substantial and sustained flow of fiscal and

personnel resources have contributed to the country’s local government’s success. It

appears that there is little or no flexibility for unique local problems, needs, and

priorities. For example, health or education might be better served in an area by

upgrading transportation rather than by building additional facilities or hiring more

staff. Under the current system, recurrent budgets are largely prescribed by national

policy, and capital budgets are entirely under national control.

Nonetheless, while local autonomy is limited, and while there are still personnel and

operational weaknesses in Botswana's local government, it appears the best in providing

quality local governance which responds to local needs. For Botswana's local

government to reach the next plateau of performance, locally raised resources and local

authority must be expanded. These might empower local administration at the same

time that they energize local political process.

1.1.3 Local Government System in Zanzibar

The current system of local governance in Zanzibar was established in the mid-1980s

but was restructured in the late 1990s, following the switch to a multi-party system in

Tanzania. The legislative bases for local government in Zanzibar are the Local

government Acts No. 3 and 4 of 1995 (Census, 2002). These Acts established Zanzibar

Municipal council, town and district councils.

8

For the whole country, there are 9 district councils in which 5 are located in Unguja

while 4 are found in Pemba. At the same time, Pemba consists of 3 town councils while

Unguja has one municipality formerly known as Zanzibar town. The established district

councils play major role in the local governance. Among their main function include

formulating, coordinating and supervising the implementation of economic,

commercial, industrial and social development plans for the purpose of improving

service provision to the respective areas and to ensure the collection and proper

utilization of the revenues of the councils. At the same time, the councils are mandated

to make by-laws applicable throughout its area of jurisdiction. Similarly, they have

authorities to consider, regulate and coordinate the development plans, projects and

programs of villages and township councils.

On the other hand, the town council has the responsibility of cleaning the main roads,

ability to regulate and conduct of public hire vehicles. Also it is responsible for putting

the street lights, numbering of buildings as well as ensuring that revenues are collected

at the right time. In the same juncture, the Zanzibar Municipal Council (ZMC) is

authorized to undertake several responsibilities including establishment and

maintenance of recreation grounds, implementing public health initiatives as required

by the minister responsible for local government administration.

Furthermore, both the Municipal and Town Councils operate under five committees’

system and five associated departments. These committees are Finance and Economic

Development, Town Planning, Law and Order, Labor, Construction and Environment

and Social Services Affairs. Each Council is subdivided into wards and each ward elects

one council member. Three Councilors are nominated for Zanzibar Municipal Council

9

and two for the Town Councils by the Minister. In the case of Zanzibar Municipal

Council the Director is appointed by the President, while in District Authorities the

Town clerks are appointed by the Minister.

1.1.4 Governance structure

Local governance in Zanzibar can best be described as local government (i.e. local

councils) and central government at the local level (i.e. the Shehias). Central

Government at the local level relates to the Shehia under the Act of 1998. The

councilors are elected by the people residing in the ward, even though there is no

overall legal framework for local governance arrangements in Zanzibar.

Figure 1.1 the structure of local government in Zanzibar.

1.2 Statement Of The Problem

Local government exists for the purpose of consolidating and given more power to the

people competently participates in the planning and implementation of development

programs within their respective area and generally throughout the country for instance

10

level of education, level of environmental protection to the local community, mode of

revenue and expenditure to the local areas, level of social welfare service, level of

parking service, performance based management and service budget of the local

authorities. Those aspects and programs are suspected to be performed effective to

ensure the provision of service to the local community to be strong enough compare to

the need of local people.

But this aspect was not perform effective and creates big problem to the performance of

the local government especially in service provision to the society due to many reason

such as financial liquidity; that the local governments are without sufficient funds to

provide basic services, also institutional arrangements and poor financial

administration. Similarly, unawareness by both society and policy makers on basic laws

and regulations that guide the local administration are the contributing factor to the poor

performance. Now days the performance of local government authorities are higher

compared to the past, due to the fact that recently there are central-local government

relationship where as many problem be solved especial in service provision however

there are some challenges that face performance of local government in service

provision. Thus, the aim of this study is to assess the local government performance to

service provision in Zanzibar.

11

1.3.0 Objectives

1.3.1 General Objectives

The overall objective is to assess how local governments carry out the service provision

in Zanzibar society.

1.3.2 Specific Objectives

i. To identify the extent community members understood local government

performance.

ii. To find out the cause of ineffectiveness of local government performance in

service provision.

iii. To identify the contributions of central government to the local government

performance in service provision.

1.4 Research Questions

i. To what extent community members understand the local government

performance?

ii. Does the central government contribute to the local government performance on

service provision in Zanzibar?

iii. What is the cause of improper performance of local government administration

in service provision to Zanzibar?

12

1.5 Significance Of The Study

As the policy recommendation of this study, it will consult the government to make

significant reforms on the local administration. In addition, the study will serve as the

basis for future research in this area as there are very limited studies conducted in this

area, most particularly in Zanzibar. As a whole, the present study will contribute and

add values to the academic literatures by minimizing the gap.

13

CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction

The present chapter will largely base on the intensive discussion of the relevant

literatures specific to topic. In this regard, the review will be categorically from

theoretical and empirical literatures. However, since there are few studies conducted in

this area, we will draw general conclusion in accordance with previous studies

reviewed.

2.2 Theoretical Literature

The model which was introduced by Levin and Tadelis (2007) explains that the choice

between external contracting and internal service provision as one of contractual form.

The model documents that the external contracting with the use of detailed contracts

specifies the performance requirement, whereas the internal provision established the

link with the use of salaried employees.

The model establishes a sharp trade-off between productive inefficiencies that arise

from using salaried employees and the costs of specifying and administering more

productive performance contracts. This leads to a clear set of empirical predictions on

which to base our empirical analysis. In this sense, they viewed the model as a useful

advance over less formal transaction-cost arguments.

14

On the other hand, in a study of Whilst (2003) it was explained that changes to the Act

have improved transparency and accountability of public reporting by councils, the

current requirements are not well integrated. There are currently eight separate

sections and regulations which require performance reporting impacting on all

key council strategic planning, budgeting and annual reporting documents. In

addition, councils are regularly required to report on a range of activities to State and

Commonwealth government departments.

These requirements are varied and can include administration of grants, reporting on

compliance with other regulations and participation in sector customer satisfaction

surveys. Further, many councils choose to disclose information about their performance

above and beyond the minimum standards prescribed by legislation. The current system

of local government performance reporting ensures a base level of accountability,

however it does not provide communities with an accurate and comprehensive

picture of council performance. The system is made up of separate reporting

requirements many of which are not made public and require a range of council

resources. Local government would benefit from a streamlined and structured reporting

system which provides meaningful information on the effectiveness, efficiency, and

quality of each council’s performance.

This study of Le Bay et al. (2007) documents that in many countries of the West

African region which have launched decentralization reforms since the 1990s, to try out

new approaches and new methods of cooperation to build local monitoring and

15

evaluation (M&E) capacity. In line, the study established that in the context of analysis

and learning from experiences with different approaches and instruments for building

the capacities of different actors in decentralization and local governance, and in

particular, the capacities of local government to monitor and evaluate the outcomes of

these complex reform processes.

Maloney (1999) describes that local government unit of the Irish government has

identified a range of potential performance indicators that could be used at programme

level in local authorities. Furthermore the study also indicates that there is significant

scope for the use of performance indicators by Irish local authorities in the

measurement of performance.

It is further explained that the possibility of using indicators derived from the United

Kingdom experience in a range of service programmes (dealing with the public,

housing, roads and fire) was examined, and they were found to provide a useful

framework which build appropriate indicators in an Irish context. Some local authorities

are beginning to develop performance indicators for programmes. For example, in 1998

Galway County Council asked all sections when updating their service action plans to

develop performance indicators. In addition, the units were asked to bear in mind in

particular proposals for improved service delivery (Maloney, 1999).

2.3 Empirical Framework

Local government traditionally had limited power in Egypt's highly centralized state.

Under the central government there are twenty-six governorates which are subdivided

16

into districts and towns. At each level, there is a governing structure that combined

representative councils and government-appointed executive organs headed by

governors, district officers, and mayors, respectively. Governors are appointed by the

president, and they, in turn, appoint subordinate executive officers.

Before the 2011 Egyptian’s revolution which overthrew the Mubarak’s regime, the rural

areas were limited by the power of local notables, but which is contrary for during the

Gamal’s. In Gamal’s land reform reduced their socioeconomic dominance, and the

incorporation of peasants into cooperatives transferred mass dependence from landlords

to government. The extension of officials into the countryside permitted the regime to

bring development and services to the village. The earlier effort to mobilize peasants

and deliver services disappeared as the local party and cooperative withered, but

administrative controls over the peasants remained intact.

Sadat’s government took several measures to decentralize power to the provinces and

towns. Governors acquired more authority under Law no 43 of 1979, which reduced the

administrative and budgetary controls of the central government over the provinces. The

elected councils acquired, at least formally, the right to approve or disapprove the local

budget. In an effort to reduce local demands on the central treasury, local government

was given wider powers to raise local taxes. But local representative councils became

vehicles of pressure for government spending, and the soaring deficits of local

government bodies had to be covered by the central government. Local government was

encouraged to enter into joint ventures with private investors, and these ventures

stimulated an alliance between government officials and the local rich that paralleled

17

the unfaith alliance at the national level. Under Mubarak decentralization and local

autonomy became more of a reality, and local policies often reflected special local

conditions.

Moreover, local government of United States is a form of public which in a majority of

contexts, exists as the lowest tier of administration within a given state. Local

governments generally act within powers delegated to them by legislation or directives

of the higher level of government. In federal states, local government generally

comprises the third (or sometimes fourth) tier of government, whereas in unitary states,

local government usually occupies the second or third tier of government, often with

greater powers than higher-level administrative divisions. The question of municipal

autonomy is a key question of public administration and governance. The institutions of

local government vary greatly between countries, and even where similar arrangements

exist, the terminology often varies.

In addition, the local government is the lowest level in the system of government in

Malaysia, after federal and states. It has the power to collect taxes (in the form of

assessment tax), to create laws and rules (in the form of by-laws) and to grant licenses

and permits for any trade in its area of jurisdiction, in addition to providing basic

amenities, collecting and managing waste and garbage as well as planning and

developing the area under its jurisdiction.

Local governments in England and Wales are of two types, unitary and two-tier.

Unitary councils are responsible for primary and secondary education, social care,

housing and housing benefit payments, waste disposal, transport, and environment,

18

planning, and culture. Two-tier governments (counties) have the same responsibilities,

except for housing and housing benefit, and environment, where responsibilities are

shared. In the Local Government Act of 1999, the government introduced the best value

framework which provides a framework for the planning, delivery and continuous

improvement of local authority services. The overriding purpose is to establish a culture

of good management in local government for the delivery of efficient, effective and

economic services that meet the users.

19

CHAPTER THREE

METHODOLOGY

3.1 Introduction

This chapter provides the intensive explanations of the methods and tools used in

collecting and analysis of data obtained from the field. The chapter begins by outlining

the geographical characteristics of the area and followed by explaining the research

methodology and data analysis procedures.

3:2 The Study Area

The present study is conducted in the North B district in Unguja at the local

administration office located at Mahonda village. It was among the most preferable area

with respect to objectives of our study.

3.3 Research Design

This particular study intends to employ a descriptive research design which use both

primary and secondary data sources. Primary data will be obtained through

questionnaires from staffs of above mentioned office. At the same time, the study

extended its scope of gathering information by collecting data from questionnaires

distributed to residents of the North B district at Mahonda. Secondary data were

obtained from various written, published, internet, journals and text books which were

relevant to our study.

20

3.4 Questionnaire Design

The structured questionnaires prepared and distributed to selected sample in order to get

required information that reflect the stated objectives of this study. Both qualitative and

quantitative data were collected from these questionnaires.

3.5 Sample Size

The scope of this study is the North B District of Mahonda in which fourteen (14) staffs

members were randomly selected from department of district local administration.

Fourteen (14) community members from Northern B District were selected.

3.6 Data Collection Methods

The study employs analysis of the published documents and questionnaires distributed

to the target group.

3.7 Analysis Of Documents

Published and unpublished documents were analyzed through references, abstract

guides and content analysis techniques.

3.8. Questionnaires

The prepared questionnaires were distributed to the staff because it were easy for the

immediate response and gathering the required information. The use of questionnaires is

cost-minimizing method when compared with other data collecting methods.

3.9 Validity and Reliability

Internal validity in this research will be achieved through proper identification of

research problem, building a theoretical perspective on assessment of local government

21

performance to services provision in Zanzibar as well as using secondary information to

guide the research processes. On the other, the external validity will be achieved

through proper identification of the research problem, following the scientific research

process and the use of different research methods. As a remark, the scientific validity

process will be adopted from designing the research problem and undertaking the

research process. On the other hand the stability and equivalence aspects of reliability of

this study were achieved by carefully replicating the research methods that have been

employed in other similar studies and test them before implementing the research

process.

3.10 Data Analysis

The study used both qualitative and quantitative methods and sample data processing

techniques. Meanwhile, the concise explanation and thorough discussion of findings

will follow along with the aid of tables and figures in making clear presentation of

results.

22

CHAPTER FOUR

ANALYSIS AND DISCUSSION

4.0 Introduction

This chapter presents the discussion of the empirical findings. To recap, the focus is to

assess the local government performance to service provision in Zanzibar. In order to

achieve the objectives, we employed the questionnaires that were filled by the

respondents accordingly; thus, our discussion and analysis will largely based on the

answers obtained from respondents.

4.1 Demographic Information Of Respondents

The demographic information included in the questionnaires was on gender, age,

education level and marital status. This information was collected from North B

District, in Unguja Island.

4.1.1 Gender of the Respondents

Based on the returned questionnaires that we randomly distributed to District

Administration Office and community members at Mahonda village the results show

that out of 28 respondents, 6 were females who make 21.4% whereas the remaining 22

were male making 78.6% of total. This turnout indicates that at both office and

community within the Mahonda village is well dominated by males than females. Thus,

the discussion of our results may somehow present opinion of males than that of the

other gender. The table 4.1 presents the summary of gender response.

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Table 4.1: Gender of the respondents

Gender Number of Respondent Percentage (%)

Males 22 78.60

Females 06 21.40

Total 28 100.00

Source of data: Author’s calculation, 2014

Figure 4.2 Gender of respondents

Source of data: Author’s calculation, 2014

4.1.2 Age of the Respondents

Based on the returned questionnaires used in the field, results indicate that 6 respondents

fall in the group of 20-29 years, 6 in 30-39 years, 4 in 40-49years and 12 falls in 50 years

and above, equivalent to 21.4%, 21.4%, 14.3% and 43%, respectively. The detailed results

are presented in the Table 4.2 below.

24

Table 4.2 Age of respondents

Source of data: Author’s calculation, 2014

Figure 4.3 Ages of Respondents

Source of data: Author’s calculation, 2014

Age (Years) Respondents Percentage (%)

20-29 06 21.40

30-39 06 21.40

40-49 04 14.30

50 and above 12 43.00

Total 28 100

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4.1.3 Education Level of the Respondents

Out of 28 questionnaires distributed, the response shows that8 persons had certificates,

4 persons and 3 persons had diploma and degree levels, respectively. In addition, the

remaining 13 respondents fall under the category of others which is comprised of 2

primary, 4 secondary and 7 were illiterate persons. The detailed results are indicated in

table 4.3 below.

Table 4.3 Educational Level

Levels Frequencies Percentage (%)

Certificate 08 38.10

Diploma 04 19.00

Degree

Others

03

06

14.30

28.60

Total 21 100.00

Source of data: Author’s calculation, 2014.

Figure 4.4 Educational Level

Source of data: Author’s calculation, 2014

26

4.1.4 Marital Status

The marital status shows that the large number respondents were already married and

remaining was single. 20 respondents who were married are which of equivalent 66%,

3 respondents were widows equivalent to 10%. The detailed results are presented in the

Table 4.4 below.

Table 4.4 Marital Status

Source of data: Author’s calculation, 2014.

Figure 4.5 the Marital Status.

Source of data: Author’s calculation, 2014.

Status Frequency Percentage (%)

Single 05 17.90

Married 20 71.40

Widow 03 10.70

Total 28 100.00

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4.2 Research Findings

This section provides comprehensive discussion of the core findings of our study. The

results indicate that local government administration in Zanzibar is still at its low

performance in respect to the services provision. We have also established that most of

community members do not understand local government and it major roles and

functions. In addition, the study came across the very interesting finding which entails

that the local administration in entire Zanzibar lacks and handful support from the

central government. In this regard, the discussion will largely focus on these key issues.

4.2.1 Local Government performance in providing services

The finding indicates that local government performance is poorly performing in the

aspect of services provisions to the community. This is largely caused by the of lack

knowledge by community members in providing services to the society. This shows that

performance of local administration is experiencing some obstacles that hinder the

entire process. Meanwhile, the workers at the local government office do not understand

their duly responsibilities. This might be due to the lack of relevant training and seminar

to sharpen their knowledge and motivate them working at satisfactory performance. It

was claimed by some of respondents that since they were employed did not secure any

training much less seminars at the relevant areas of service provisions.

For instance, in case of any dispute arising from the community they are unable to

resolve and put the conflicting parties under win-win negotiation point. In line, the

present study finds that the local administration officers do not regularly meet with local

28

residents asking for their complaints and problem. This in the long run has impact to

community and is key source for the conflict and disputes.

4.2.2 Challenges affect local government performance

It seemed that local government in performing its work face a lot of challenges which

affect their performance. These challenges are emerging from two points; the

community and the central government. Among the challenges identified by our study

includes transport. They documented that most of the officers in the local government

are not residents of the respective districts, meaning that they are staying in other areas.

So it is quite difficult for them to arrive at their working stations at the right time. This

is to say that it affects their work performance. Secondly, the local administration office

lacks sufficient and sophisticated equipment for their daily operations.

For instance the office is under scarcity of computer, well defined building as office.

Contrary to our expectation, the study identified that most of the employees have only

basic education but lack higher level of education. It is worth noting that a human

capital is one among the most important factor for the success of any organization, and

the lack of it signifies the improper functioning and performance. In line with this, the

study found that even though most of staffs have only basic knowledge or education,

but still the administration did not provide them training, whether the short term or long

term ones. Having these would boost up their capacity and increase their working skills

which will in turn provide better services to the society concerned.

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4.2.3 The contribution of central government

Although the local government has a mandate to perform its duty in the areas of its

jurisdiction, but still the central government is constitutionally required to provide its

support. It is expected that the central government supports the local government

without being regularly asked to. For instance, the former supports and supervise the

latter in the implementation of programs within the community such as malaria

eradication programs, entrepreneurship initiatives as well as poverty reduction

programs.

In addition, central government also helps in providing different resources and

instruments and ensures proper and smooth operation of the local government authority.

This includes provision of financial resources and transport. Moreover, central

government initiates and appoints the skilled and experienced workers to ensure the

operation of local government is well performed. For instance, the central government

allocates and provide fund for local government by-elections. Lastly, the central

government intervened and acts as mediator for dispute and conflicts settlements when

any of the misunderstanding emerged from the society.

4.3 Conclusion

In summary, the present study finds that the local government uses a lot of effort in

order to ensure the services are delivered, despite the very discouraging challenges they

face. Also the study established that the local communities are not well aware of

existence and responsibilities of the local government in providing services to them.

30

This means that whenever they need any service, they directly approach the central

government instead of the local authorities. As a whole, we found that the local

administrations face various number of challenges which in one aspect or another affect

the performance of their responsibilities.

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CHAPTER FIVE

SUMMARY AND RECOMMENDATIONS

5.0 Introduction

This chapter makes summary of the findings of study and provides conclusions,

recommendations and areas for further research.

5.1 Summary

In general, the results in this study show that local government faces many challenges in

performing their responsibilities of providing their services to the community. Among

the well explained challenges include inaccessibility of training (both short and long

term) and lack of transport. Moreover, most of employees in local government have

only basic education which is insufficient enough for the respective duty of service

provision. At the same, the policies which govern the local government are not well

explained; this causes the contradiction between them with the central government.

5.2 Limitation Of The Study.

Certain limitations were identified at some point during the study. For instance, being

the lack cooperation by some of staff from the local administration office. However

several attempts to convince them in order to explore more data, we could not get our

hands on most of them. Despite being a popular local administration, the lack of data

and cooperation hinders and discourages further research into this particular area. This

in turn, hampers other government agencies’ efforts in setting up proper local

government policies.

32

5.4 Recommendations

The present study will draw the policy recommendation based on the empirical

findings. We share our views to the policy maker for Local Administration to make a

through visit to society to collect information and listens to their complaint’s in case of

any conflicts or dispute it could be easy to contain them. In addition, the central

government can make reforms in the policy governing local administration along with

constitution amendment in order to insure constant flow revenues to this authority. This

will enable to run their duties in effective and efficient manner.

5.5 Areas For Further Study

The present study serves as the basic for future research in this area, since there are

plenty of issues are not yet investigated. Therefore, future researcher and academic

contribute much to the literatures if they focus their studying on issues such as to

examine how local authority perform their responsibilities, also to examine the

implementation of the policy in local administration.

33

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APPENDIX