UNITED REPUBLIC OF TANZANIA

PRESIDENT’S OFFICE

REGIONAL ADMINISTRATION AND LOCAL GOVERNMENT

ILALA MUNICIPAL COUNCIL

STRATEGIC PLAN

2017/2018 - 2021/2022

Municipal Executive Director, Ilala Municipal Council, P.O. Box 20950, Dar Es Salaam Tel: +255 222128800, Fax: +255 222121486, E mail: Website: www.ilalamunicipal-tz.org

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EXECUTIVE SUMMARY

Ilala Municipal Council was established was officially established under the provisionsof Section 8 & 9 of the Local Government (Urban Authorities) Act, No.8 of 1982 asamended by [Cap.288 R.E.2002]. Ilala Municipal Council came into existence after adecade of poor performance of the then Dar es Salaam City Council that prompted thegovernment to form a probe team in 1992. Following the report of the probe team, thegovernment decided in 1993 to restructure the Local Government system of the Cityof Dar es salaam. Later in 1996, the government abolished the City Council andappointed the Dar es Salaam City Commission as an interim administration. In order torespond to the local demands and conditions for best delivery of services, threeMunicipal Councils of Ilala, Temeke and Kinondoni together with the Dar es SalaamCity Council was officially established on 1st day of February 2001. The Ilala MunicipalCouncil is responsible, to maintain and facilitate the maintenance of peace, order andgood government within its area of jurisdiction; to promote the social welfare andeconomic well-being of all persons within its area of jurisdiction; subject to thenational policy and plans for rural and urban development; and to further the socialand economic development of its area of jurisdiction.

Ilala Municipal Council reviewed the ended Strategic Plan (2012/2013 to 2017/2018)and hence to come up with this new Strategic Plan (2017/2018-2021/ 2022) in order toset out its Vision, Mission and Objectives and outline how they will be achieved. Thisnew Strategic Plan was prepared in line with the Council’s core functions, Nationalpolicies, Regulations and other contemporary guidelines. This Strategic Plan has fivesections. The first section details out the introduction of this Strategic Plan. Thesection specifically covers the Background information, geographical location andadministrative borders, administrative units, climate, rural/urban migration,population size, growth and density, ethnic groups, economic infrastructure andservices as well as the strategic planning approach. Section Two presents theSituation Analysis covering both internal and external environments which affectroles and functions of the Council. Section Three covers Performance Review of theprevious Strategic Plan. The section covers rationale of the evaluation as well asachievements and implementation gaps and constraints of the Strategic Plan whichstarted from the FY 2012/2013 – 2016/2017. Section Four covers the Vision, Mission,Strategic Objectives, Core Values, Targets, Strategies and Performance Indicators ofthis Strategic Plan which starts from the FY 2017/18 to 2021/2022. Section Fivecovers Implementation, Monitoring, Evaluation, Review Framework, Risks andAssumptions.

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TABLE OF CONTENTS

EXECUTIVE SUMMARY iv

TABLE OF CONTENTS v

LIST OF ABBREVIATIONS AND ACRONYMSix

LIST OF TABLES x

STATEMENT OF THE MUNICIPAL COUNCIL’S MAYOR xi

STATEMENT OF THE MUNICIPAL COUNCIL’S DIRECTOR xii

SECTION ONE 13

INTRODUCTION 13

1.1 Background Information 13

1.2 Geographical Location and Administrative Borders 13

1.3 Administrative Units13

1.4 Climate 13

1.5 Rural/Urban Migration 14

1.6 Population Size, Growth and Density 14

1.7 Ethnic Groups 16

1.8 Economic Infrastructure and Services 16

1.9 Strategic Planning Approach 16

1.10 The Strategic Plan Layout17

SECTION TWO 18

SITUATIONAL ANALYSIS OF THE MUNICIPAL COUNCIL 18

2.1 Introduction 18

2.2 The Analysis of Internal Environment 18

2.2.1 Human Resource Management and Administration..........................................18

2.2.2 Planning, Statistics and Monitoring.......................................................................19

2.2.3 Agriculture, Irrigation and Cooperatives..............................................................19

2.2.4 Livestock and Fisheries...........................................................................................21

2.2.5 Community Development, Social Welfare and Youth.......................................22

2.2.6 Primary Education....................................................................................................23

2.2.7 Secondary Education...............................................................................................25

2.2.8 Health.........................................................................................................................29

2.2.9 Finance and Trade....................................................................................................32

2.2.10 Urban Planning and Lands....................................................................................34

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2.2.11 Solid Waste Management and Environmental Conservation........................34

2.2.12 Beekeeping Section...............................................................................................35

2.2.13 Legal and Security Section...................................................................................35

2.2.14 Election Section......................................................................................................36

2.2.15 Procurement Management Section....................................................................37

2.2.16 Information Communication Technology and Public relation Section.........38

2.2.17 Internal Audit Section............................................................................................39

2.2.18 Water Department.................................................................................................40

2.2.19 Works Department.................................................................................................41

2.3 The Analysis of External Environment 42

2.4 Stakeholders and SWOC Analysis 43

2.4.1 Stakeholders Analysis..............................................................................................43

2.4.2 Strengths, Weaknesses, Opportunities and Challenges (SWOC) Analysis....45

2.4.3 Analysis of Critical Issues........................................................................................47

SECTION THREE 49

PERFORMANCE REVIEW OF THE FIVE YEARS STRATEGIC PLAN FOR 2012/2013 – 2017/2018 49

3.1 Introduction 49

3.2 Result Area 1: Human Resource and Administration 49

3.3 Result Area 2: Planning, Statistics and Monitoring 50

3.4 Result Area 3: Agriculture, Irrigation and Cooperatives 51

3.5 Results Area 4: Livestock and Fisheries 51

3.6 Result Area 5: Community Development, Social Welfare and Youth 52

3.7 Result Area 6: Primary School 53

3.8 Result Area 7: Secondary School 54

3.9 Result Area 8: Health 55

3.10 Result Area 9: Finance and Trade 57

3.11 Result Area 10: Urban Planning and Lands 58

3.12 Result Area 11: Environmental Conservation and Solid Waste Management59

3.13 Result Area 12: Beekeeping 62

3.14 Result Area 13: Legal and Security 62

3.15 Result Area 14: Election 62

3.16 Result Area 15: Procurement Management 63

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3.17 Result Area 16: Information Communication Technology and Public Relation64

3.18 Result Area 17: Internal Audit 65

3.19 Result Area 18: Water 65

3.20 Result Area 19: Works 66

SECTION FOUR 67

THE STRATEGIC PLAN FOR 2017/2018-2021/2022 67

4.1 Vision Statement 67

4.2 Mission Statement 67

4.3 Strategic Objectives 67

4.4 Core Values 67

4.5 Strategic Plan Matrix 68

4.5.1 Result Area 1: Human Resource Management and Administration...............68

4.5.2 Result Area 2: Planning Statistics and Monitoring.............................................69

4.5.3 1 Result Area 3: Agriculture Irrigation and Cooperatives.................................70

4.5.4 Result Area 4: Livestock and Fisheries.................................................................72

4.5.5 Result Area 5: Community Development and Social Welfares and Youth....74

4.5.6 Result Area 6: Primary Education.........................................................................76

4.5.7.1 Result Area 7: Secondary Education.................................................................78

4.5.8 Result Area 8: Health...............................................................................................79

4.5.9 Result Area 9: Trade and Finance.........................................................................81

4.5.10 Result Area 10: Urban Planning and Lands.......................................................81

4.5.11 Result Area 11: Environmental Conservation and Solid Waste Management...............................................................................................................................................83

4.5.12 Result Area 12: Beekeeping Section..................................................................85

4.5.13 Result Area 13: Legal and Security Section......................................................86

4.5.14 Result Area 14: Election Section.........................................................................86

4.5.15 Result Area 15: Procurement Management Section.......................................87

4.5.16 Result Area 16: Information Communication Technology and Public Relation.................................................................................................................................88

4.5.17 Result Area 17: Internal Audit.............................................................................89

4.5.18 Result Area 18: Water...........................................................................................90

4.5.19 Result Area 19: Works...........................................................................................91

SECTION FIVE 93

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IMPLEMENTATION, MONITORING, EVALUATION, REVIEW, RISKS MANAGEMENT AND ASSUMPTIONS 93

5.1 Implementation 93

5.2 Monitoring 93

5.3 Evaluation 94

5.4 Review95

5.5 Strategic Risks Management and Assumptions 95

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LIST OF ABBREVIATIONS AND ACRONYMS

MED Municipal Executive DirectorLGRP Local Government Reform Programme GDP Gross Domestic ProductHCMIS Management of Human Capital Information System WEO Ward Executive OfficerVEO Village Executive OfficerSACCOS Savings and Credit Cooperative SocietyAMCOS Agricultural Marketing Co-operative SocietiesHIV Human Immunodeficiency Virus Infection AIDS Acquired Immune Deficiency Syndrome NGOs Non-Governmental OrganizationsFGM Female Genital MutilationRAS Regional Administrative SecretaryPMO-RALG Prime Minister’s Office Regional Administration and Local

GovernmentNECTA National Education Council of TanzaniaMOEVT Ministry of Education and Vocational trainingDEO District Education OfficerUMITASHUMTA Mashindano ya Umoja wa Michezo na Taaluma kwa Shule za

Msingi TanzaniaSHIMISEMITA Shirikisho la Michezo la Serikali za Mitaa TanzaniaMVC Most Vulnerable ChildrenPLHIV People Living with Human Immunodeficiency Virus InfectionDCDO District Community Development OfficerSWOSWOC

Social Welfare OfficerStrength Weakness Opportunities and Challenges

LAAM Local Authorities Accounting Manual LAFM Local Authorities Financial Memorandum LLG Lower Level Grants WTO World Trade Organization TRA Tanzania Revenue AuthorityICTR Information Communication Technologies and Relation TTCL Tanzania Telecommunication Company Limited HF Health Facilities FBO Faith Based OrganizationsPPP Private Public PartnershipFDI Foreign Direct InvestmentSEZSDGs

Special Economic Zone Sustainable Development Goals

FFYDPII First Five Years Development Plan Phase TwoSME Small and Medium Enterprise

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LIST OF TABLES

Table 1: 2012 Municipal Council Population by Wards and Sex...................................15Table 2: Yearly Cultivated Land (Area in Ha, and Production in Tons).........................20Table 3: Registration of Standard One from 2012 – 2017............................................23Table 4: School Buildings and Furnitures-2017............................................................23Table 5: Primary School level Education (PSLE) Performances....................................24Table 6: The academic achievement of STD IV examination.......................................24Table 7: Age cohort of pupils – Post Primary Vocation Training...................................24Table 8: Age cohort of pupils – Complementary Basic Education in Tanzania (COBET).....................................................................................................................................24Table 9: School Infrastructure and Furniture...............................................................25Table 10: Form One Enrolment....................................................................................26Table 11: Availability of teaching and learning resources...........................................28Table 12: Teacher-Students Ratio................................................................................28Table 13: List of top ten diseases depending on the prevailing situation in the Council.....................................................................................................................................30Table 14: Priority area and health problems in the Municipal.....................................31Table 15: Budget against actual revenue collected from 2012 to 2016 (Figures in "000")...........................................................................................................................32Table 16: Budget against Actual Expenditure from 2011 to 2015...............................33Table 17: Procurement Management Section Core Functions and Challenges............37Table 18: Core functions of Communication and Public Relations Section are:...........38Table 19: Status of Information Technology Application System in the Council..........39Table 20: Number of Staffs required, presence and deficit in the department in Water Department..................................................................................................................40Table 21: Category and Grade of the Roads in Ilala Municipal....................................41Table 22: Types of Road and their Distances in Ilala Municipal...................................42Table 23: Stakeholders Analysis Matrix for Ilala Municipal Council.............................44Table 24: SWOC Analysis of Ilala Municipal Council.....................................................45Table 25: Critical Issues at Ilala Municipal...................................................................47Table 26: Monitoring Tools...........................................................................................94Table 27: Types of Risks and their Associated Mitigation Measures............................95

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STATEMENT OF THE MUNICIPAL COUNCIL’S MAYOR

The Ilala Municipal Council was established was officially established under theprovisions of Section 8 & 9 of the Local Government (Urban Authorities) Act, No.8 of1982 as amended by [Cap.288 R.E.2002]. The Municipal Council is responsible, tomaintain and facilitate the maintenance of peace, order and good government withinits area of jurisdiction; to promote the social welfare and economic well-being of allpersons within its area of jurisdiction; subject to the national policy and plans for ruraland urban development; and to further the social and economic development of itsarea of jurisdiction. During implementation of the previous Strategic Plan (2012/2013– 2016/2017), the Municipal Council attained several achievements in its goal ofproviding quality services to the residents of Ilala. It gives me great pleasure andhope to present the Strategic Plan for Ilala Municipal Council in the next five yearsstarting from 2017/2018 to 2021/2022. I would like to acknowledge the hard workand commitment shown by Msongela N. Palela, the Municipal Director, all Heads ofDepartments/Sections and all stakeholders including the Councilors, the community,NGOs, CSOs, FBOs and other development partners for their valuable contribution inthe preparation of this Strategic Plan. Their contribution in this context is highlyappreciated.

This Strategic Plan has set out the vision, mission, core values and objectives of IlalaMunicipal Council for the next five years. It also outlines the strategies and targets toachieve the strategic objectives of the Council for the coming five years. ThisStrategic Plan was prepared in line with the International and national agreedagenda, Council’s core functions, Sustainable Development Goals (SDGs,) ElectionManifesto of CCM, Tanzania Vision 2025, Five Year Development Plan (2017/2018-201/2022), President’s Inaugural Speech, Sectoral Policies and other relevantdocuments. The plan takes into account the importance of human resources inimplementing the strategies and hence intends to ensure adequate provision forcapacity building to management and staff and create conducive workingenvironment for the staff. The Council has recruited and continues to recruit highlyqualified as well as experienced staff to ensure achievement of strategies and targetsset out in this plan.

The Council expects support from different stakeholders including local andinternational investors, President’s Office, Regional Administration and LocalGovernment (PO-LARG), Ministries, Departments and Agencies (MDAs), DevelopmentPartners (DPs), Non- Governmental Organisation (NGOs), Community BasedOrganizations (CBOs), Faith-Based Organizations (FBOs), Financial Institutions and thecommunity at large in implementing the hierarchical objectives, strategies andtargets enumerated in the Strategic Plan.

Hon. Charles Kuyeko

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MayorIlala Municipal Council

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STATEMENT OF THE MUNICIPAL COUNCIL’S DIRECTOR

This five year Strategic Plan for Ilala Municipal Council in the next five years startingfrom 2017/2018 to 2021/2022 aims at enabling the Council to achieve acomprehensive and focused fulfillment of tasks assigned to it under the Act andlegislation. I wish to take this opportunity to extend my special thanks to the MunicipalEconomist; Ando M. Mwankuga, Economists; Adella A. Temba and Mangiwa Kigananofor coordinating the preparation of this Strategic Plan. I also wish to extend my sinceregratitude to the Council’s Mayor; Hon. Charles Kuyeko, the Honorable Councillors, allHeads of Departments/Sections of the Council and other stakeholders includingAdministration and Local Government (PO-LARG), Ministries, Departments andAgencies (MDAs) of government, Development Partners (DPs), Non- GovernmentalOrganization (NGOs), Community Based Organizations (CBOs), Faith-BasedOrganizations (FBOs), Financial Institutions, the community and Institute of RuralDevelopment Planning (IRDP).

This Strategic Plan has been prepared in compliance with the Council’s core functions,Sustainable Development Goals (SDGs,) Election Manifesto of CCM, Tanzania Vision2025, Five Year Development Plan (2017/2018-201/2022), President’s InauguralSpeech, Sectoral Policies just to mention a few. The implementation of this StrategicPlan for Ilala Municipal Council depend on several factors, namely; strong leadership,technical and institutional capacity, well prioritized projects, reliable resourcesthroughout the implementation process, change of mind-set and acceptance intransformation and effective communication strategy. This Strategic Plan provides aframework for improved service delivery in the Council by continuing implementingperformance based management systems. The plan describes our Mission, Vision,Core Values, Mandate, Objectives, Targets and Key Performance Indicators.

The Council has recruited and continues to recruit highly qualified as well asexperienced staff to ensure achievement of objectives, strategies and targets set outin this Strategic Plan. This five year Strategic Plan aims at enabling the Council toachieve a comprehensive and focused fulfillment of tasks assigned to it under theprovisions of Section 8 & 9 of the Local Government (Urban Authorities) Act, No.8 of1982 as amended by [Cap.288 R.E.2002]. I conclude by requesting all stakeholdersand other development partners to fully participate in the implementation of thisStrategic Plan and by so doing, making it possible for our Council to realize its Vision,Mission, Core Values, Mandate, Objectives, Strategies and Targets.

Thank you for your participation.

Msongela Nitu Palela

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DirectorIlala Municipal Council

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SECTION ONE

INTRODUCTION

1.1 Background Information Ilala Municipal Council was established was officially established under the provisionsof Section 8 & 9 of the Local Government (Urban Authorities) Act, No.8 of 1982 asamended by [Cap.288 R.E.2002]. Ilala Municipal Council came into existence after adecade of poor performance of the then Dar es Salaam City Council that promptedthe government to form a probe team in 1992. Following the report of the probeteam, the government decided in 1993 to restructure the Local Government systemof the City of Dar es salaam. Later in 1996, the government abolished the CityCouncil and appointed the Dar es Salaam City Commission as an interimadministration. In order to respond to the local demands and conditions for bestdelivery of services, three Municipal Councils of Ilala, Temeke and Kinondoni togetherwith the Dar es Salaam City Council was officially established on 1st day of February2001. The Ilala Municipal Council is responsible, to maintain and facilitate themaintenance of peace, order and good government within its area of jurisdiction; topromote the social welfare and economic well-being of all persons within its area ofjurisdiction; subject to the national policy and plans for rural and urban development;and to further the social and economic development of its area of jurisdiction.

1.2 Geographical Location and Administrative BordersIlala Municipality bears the status of an Administrative district lies between longitude39o and 40o east and between latitude 60 and 70 south of the Equator. It has an areaof 210 km2. The Municipality is bordered by the Indian Ocean on its Eastern part withdistance of about 10 kilometers. On the southern part it is bordered by TemekeMunicipality, whereas on its Western part it is bordered by Kisarawe District and onits Northern is bordered by Kinondoni Municipality. Its altitude that ranges between 0and 900 meters above sea level influences the ecological characteristics of theMunicipality. Thus the Municipality consists of a larger lowland area and a small partforming the upland zone. The lowland areas start where the municipality borders withthe Indian Ocean (Kivukoni ward) and extends up to Segerea, Ukonga and Kitundawards. Beyond these wards, the small upland areas emerge as small hills or plateausof Pugu, Kinyerezi, Chanika and Msongola wards. Whereas most of the lowland areasconstitute the urban part of the Municipality, the upland areas are predominantlyagricultural and rural in character. The soil type in these areas consists of sand, clayand loam properties.

1.3 Administrative UnitsAdministratively the Municipality of Ilala is the regional headquarters for Dar esSalaam Region, made up of 3 Divisions, which are subdivided into 36 administrativewards, and these are further subdivided into 159 “Mitaa’. Currently, Ilala MunicipalCouncil has three constituencies named as Ilala, Segerea and Ukonga.

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1.4 Climate The municipality has humid temperatures that vary from 260C in August to 350C inDecember and January each year. The long rain season (March – May), receives anaverage monthly rainfall of 150mm – 300mm. The short rain season is betweenOctober and December with monthly average rainfall ranging from 75mm – 100mm.

1.5 Rural/Urban MigrationIlala is facing a problem of moving population where by majority of Dar es Salaamcitizens spend their day time at Ilala Municipal and sleep at other Municipals. IlalaMunicipality always seem to have small population compared to other councils, inmost cases is much influenced by census method where by people are requested tostay at their usual places of residence. In reality Ilala is serving large part of Dar esSalaam citizens during the day time, it is estimated that the Dar es Salaampopulation is 5 million during the day, this is because most of the socio- economicactivities are located in the area as a result that always Municipality faces theproblem of inadequacy of social facilities like water and other infrastructures, due tosuffering from environmental pollutions.

1.6 Population Size, Growth and DensityAccording 2012 Census the Municipality had a total population of 1,220,611 people of which 595,928 were males and 624,683 were females with sex ratio of 95 and estimated groth of population of 5.6 per annum. Below is the population Census distribution by sex and average household size by wards in Ilala Municipality in 2012.

Distribution of the Population by Wards and Sex

NO WARD MALE FEMALE TOTAL NO. OFHOUSEHO

LD

SEXRATIO

1. Ukonga 39,413 40,621 80,034 19,290 97

2. Pugu 24,159 25,263 49,422 11,815 96

3. Msongola 12,147 12,314 24,461 5,704 99

4. Tabata 35,909 38,833 74,742 19,527 92

5. Kinyerezi 18,593 19,773 38,366 8,796 94

6. Ilala 15,242 15,841 31,083 7,170 96

7. Mchikichini 12,977 12,533 25,510 6,465 104

8. Vingunguti 53,248 53,698 106,946 28,994 99

9. Kipawa 35,866 38,314 74,180 18,339 94

10. Buguruni 34,547 36,038 70,585 18,380 96

11. Kariakoo 7,306 6,474 13,780 3,033 113

12. Jangwani 9,174 8,473 17,647 4,190 108

13. Gerezani 3,767 3,509 7,276 1,589 107

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14. Kisutu 4,069 4,239 8,308 2,249 96

15. Mchafukoge 5,422 5,266 10,688 2,599 103

16. Up/Mashariki 5,461 5,706 11,167 2,756 96

17. Up/

Magharibi

6,786 6,690

13,476

3,135 101

18. Kivukoni 3,531 3,211 6,742 1,343 110

19. Kiwalani 40,247 42,045 82,2bgvc92 22,120 96

20. Segerea 40,065 43,250 83,315 19,496 93

21 Kitunda 27,340 29,792 57,132 13,061 92

22. Chanika 21,164 22,748 43,912 11,123 93

23. Kivule 34,707 37,325 72,032 16,485 93

24. G/ Mboto 27,927 29,385 57,312 14,349 95

25. Majohe 39,550 42,096 81,646 19,588 94

26. Kimanga 37,311 41,246 78,557 19078 90

JUMLA KUU 595,928 624,683 1,220,611 300,674 95

Source: Population Census August, 2012.

Due to increases of ward and Mitaa at Municipality the population Projection was 1,648,849 people of which 805,003 were males and 843,846 were females with sex ratio of 95. Below is the population Projection distribution by sex and average household size by wards in Ilala Municipality in 2017.

Table 1: Population Projection of Ilala Municipal Council for 2017S/N

WardNo. ofHouseholds Male Female Total

1 Kisukuru 6,541 20,193 18,762 38,9552 Jangwani 4,359 9,258 8,289 17,5473 Minazi Mirefu 9,695 21,377 25,151 46,5284 Buyuni 2,045 13,851 16,165 30,0165 Chanika 8,165 18,871 20,556 39,4276 Mchikichini 6,404 16,168 17,720 33,8887 Zingiziwa 535 15,943 18,130 34,0738 Kisutu 1,995 5,832 6,516 12,3489 Kariakoo 3,221 9,025 10,951 19,97610 Kiwalani 11,628 29,062 32,103 61,16511 Majohe 20,588 37,984 39,009 76,99312 Kimanga 14,888 30,450 37,196 67,64613 Ukonga 20,408 48,468 51,718 100,18614 Gerezani 1,653 6,727 6,078 12,80615 Kivukoni 1,592 4,614 5,892 10,50616 Tabata 18,922 50,856 48,312 99,16817 Segerea 15,670 28,980 23,835 52,815

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S/NWard

No. ofHouseholds Male Female Total

18 Liwiti 5,429 29,932 27,515 57,44719 Ilala 7,788 19,300 20,451 39,75120 Up/Magharibi 1,520 7,835 9,824 17,65921 Kipawa 11,068 4,912 14,819 29,73122 Gongolambot

o 15,004 30,851 25,653 56,50423 Mchafukoge 2,609 6,636 7,929 14,56524 Msongola 6,145 28,935 29,766 58,70125 Kivule 13,778 29,903 29,304 59,20726 Mnyamani 4,500 28,754 31,518 60,27227 Kitunda 8,639 28,369 41,635 70,00428 Kipunguni 4,685 31,913 29,881 61,79429 Up/Mashariki 2,733 6,071 6,620 12,69130 Buguruni 14,260 40,587 39,585 80,17331 Kinyerezi 5,900 32,342 31,672 64,01432 Bonyokwa 2,803 15,719 15,279 30,99833 Pugu Station 7,574 14,764 13,383 28,14634 Pugu 8,923 16,632 18,760 35,39335 Vingunguti 22,636 36,965 45,514 82,47936 Mzinga 6,357 16,926 18,353 35,279

Total 300,660 805,003 843,846 1,648,849Source: Ilala Municipal Council own data 2015/2016

1.7 Ethnic GroupsThe main native’ ethnic groups in Ilala Municipality are Zaramo and Ndengereko.However, due to urbanization movement many people of different ethnicity haveimmigrated in making heterogonous tribal composition whereby no single ethnicgroup accounts for more than 25% of the total population. Ilala Constituency is themost affected place in the City on the fact that it is the central Bu hub for social-economic activities and other interactions. The rapid economic growth of the city alsoattracts influx of people from different corners of the country and outside the country.

1.8 Economic Infrastructure and Services Ilala Municipality enjoys good services of all important infrastructures. It can be easilyaccessed from all parts of the country by a well maintained tarmac road, Railway line,Air or by Sea. It is the largest port giving a gateway to Zanzibar, neighboring country,Kenya and Abroad. Telecommunication is well covered with TTCL. There are cellularphones operators namely Zain, Tigo, Zantel, Vodacom and the new one in businessbeing introduced by TTCL -Sasatel. A number of Internet services providers are alsoavailable. There are so many commercial banks to mention a few, are NBC Limited,National Microfinance Bank (NMB), CRDB Bank, Barclays, Baroda BOA and Exim Bank,which offer financial services such as Current and Savings accounts, ForeignExchanges, as well as offering a variety of loans. As CBD there is a concentration ofBureau de change shops dealing with foreign exchange (forex) business.

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1.9 Strategic Planning ApproachThe approach used to develop this Strategic Plan was participatory through workshopinvolving different stakeholders divided into two phases. The first workshop wasconducted including all Heads of Department/Sections in the Council. In this phase,heads from all thirteen (13) departments and six (6) sections within the council wereinvolved. The aim of the first workshop were to equip all Heads of Departments andSections to become knowledgeable with strategic planning process to enhance fullyparticipation during planning process for the duration of three (3) days. In the firstworkshop process, situation analysis of all departments and sections was conducted.This process involved performance review of the reviewed Strategic Plan,stakeholder’s analysis as well as Strengths, Weaknesses, Opportunities andChallenges (SWOC) analysis of the Council. The situation analysis formed the basis fordeveloping vision, mission, strategic objectives, core values, objectives, strategiesand targets. The output of the first workshop was the first draft of the Strategic Planthat was presented during the second workshop. In order to improve the draftStrategic Plan, the second workshop was conducted involving a variety ofstakeholders within the council including, councilors, council management team, staffand other development partners. The plan has taken into account the secondTanzania National Five Years Development Plan (2016/2017-2020/2021), SustainableDevelopment Goals (SDGs), Ruling Part Election Manifesto of 2015 and planningframeworks in accordance with the Medium Term Strategic Planning and BudgetingManual.

1.10 The Strategic Plan Layout This document has five sections. The first section details out the introduction of thisStrategic Plan. The section specifically covers the Background information,geographical location and administrative borders, administrative units, climate,rural/urban migration, population size, growth and density, ethnic groups, economicinfrastructure and services as well as the strategic planning approach. Section Twopresents the Situation Analysis covering both internal and external environmentswhich affect roles and functions of the Council. Section Three covers PerformanceReview of the previous Strategic Plan. The section covers rationale of the evaluationas well as achievements and implementation gaps and constraints of the StrategicPlan which started from the FY 2012/2013 – 2016/2017. Section Four covers theVision, Mission, Strategic Objectives, Core Values, Targets, Strategies andPerformance Indicators of this Strategic Plan which starts from the FY 2017/18 to2021/2022. Section Five covers Implementation, Monitoring, Evaluation, ReviewFramework, Risks and Assumptions.

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SECTION TWO

SITUATIONAL ANALYSIS OF THE MUNICIPAL COUNCIL2.1 Introduction This chapter presents the internal and external situational analysis report of IlalaMunicipal Council. The analysis of internal environment for the Municipal Council,involved the comprehensive data collection and analysis of the service areas whichentailed the determination of major functions, contemporary capacity (performance)in service delivery and issues of major concern affecting specific its departments andunits/sections. On the side of external environment for this Municipality, the analysisinvolved an overview of National Policies, National Visions, National Strategies andNational Initiatives. Also the analysis involved International targets, Agenda andConventions which the Country has agreed upon hence has a bearing on operationsof the Ilala Municipal Council. Moreover, this chapter provides the stakeholdersanalysis report and report on Strengths, Weaknesses, Opportunities and Challengesof the Council.

2.2 The Analysis of Internal Environment

2.2.1 Human Resource Management and Administration Human Resource is a very critical aspect in any organization. Human Resource andAdministration Department is among 13 departments in Ilala Municipal Council.Human Resources Management and Administration Department is the overall incharge of all administration and Human Resources matters with the core function ofassisting Council in discharging Human Resources and Administrative Functions. Themajor functions of the department are; Departments and Units, identifies the Trainingneeds and Development, Creating conducive working environment, constructing afriendly corporate culture and drive engagement of all employees, recruitment andselection, performance appraisal, employee welfare and motivation, Addressingemployees grievances, implementing organizational policies and maintaining labourmanagement relations, conduct human resource planning, to keep and controlemployee records and data. Policy and legal framework governing the operation ofthe department include: The Public Service Act no 8, 2002; the Employment andLabour Relations Act 6, 2004; the Local Government (District Authorities) Act CAP 287of 2002; the Local Government Finance Act CAP 290 of 2002; and the Public ServiceStanding Orders 2009.

The department has 338 employees, out of 724 required. Effective managementCouncils human resources recognized as critical component in the success of IlalaMunicipality. On the other hand, In order to perform its duties Ilala Municipal Councilrequires about 10191 employees to work in different departments. Howeveraccording to Personal Emoluments estimates for 2016/2017 the existing employeesare 8438 only compared to its requirements.. For efficient and effective operation ofday to day activities the availability of transport facilities is fundamental. Thesituation of transport facilities includes the availability of 01 car for Municipal

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Executive Director and Heads of the Department. For computer facilities the HumanResource Administration and Department has only 3 Computers while therequirement are 7 Computers. Generally, the working environment in lower levels(ward and streets) is challenging due to limited offices, houses and working tools tomost of the council staff. The Council implements HIV/AIDS strategy in order toensure the health of its employees protected by providing necessary supportespecially to those declared themselves to be affected by virus. At departmental levelit duty of supervisors to ensure existence of zero stigma for employees living withHIV/AIDS. The department has been working to strengthen anti-corruption plans,system of responding on time to peoples complaints, and to ensure adherence to thecodes of conduct by employees and leaders. Good management of human resourcesin an organization led to increase motivation and morally among employees,improved performance and productivity of an organization and at the end createattractiveness for employees to join.

2.2.2 Planning, Statistics and Monitoring The Planning Statistics and Monitoring department is responsible in preparing,coordinating, monitoring and evaluating development projects/activities in thecouncil, so as to ensure attainment of social and economic development goals both atnational and council level. This is the leading department where by MunicipalEconomist is the Council budget Coordinator. The Planning department is responsiblein co-ordination planning sessions and guidance to head of departments for effectiveplanning Opportunities and Obstacles to Development (O&OD). methodology is theoverriding currently used for planning Process since way back approach emphasizedby the government as the result of policy reforms of Decentralization by Devolutionwhose process started in the beginning of 1998. This planning methodologyemphasizes community participation in the planning process..

In order to increase the revenue sources, the Municipal Council has some earmarkedinvestment areas which includes the following:;

Proposed construction of Vingunguti Abattoir, Kisutu bus stand, Ilala, Kisutu and Buguruni markets.

All proposals have been prepared and submitted to Finance and Local GovernmentMinistry and other potential investors for funding considerations. Furthermore,Strategies of own source/revenue improvement for the period of 2012 to 2016/17 wasprepared to allow investment with interested partners/investors. With regard to staffing, the Department has 7 professional Economists, 3 Statistician,2 secretary, 1 record management and 2 Drivers who are involved in day to dayactivities. The department has shortage of 1 supporting staff.

Despite of the success that department has been achieving, still there are such achallenges affecting the effective performance of the department. These include:

Limited development budget accrued from own source funds/revenues due toinsufficient own sources funds/revenues hence lead to poor projectimplementation and follow-up.

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Inadequate reporting and record keeping skills confronting departments, Mitaaand ward development committees that affect timely reporting hence leadingto asymmetric information.

Lack of Monitoring and Evaluation software for effective reporting and recordkeeping, lack of transport facilities (car) for monitoring and Evaluationactivities..

Delayed development grants disbursement from the Central Government forimplementation of development project. However, sometimes the- said fundsare not disbursed to the Council at all in some cases, disbursed in smallamount. This lead to either delay or no implementation at all.

Lack of correct statistics from relevant departments, particularly for primarydata this hinders realistic planning.

Inadequate fund which hinders implementation of departmental responsibilitiesand requirements

2.2.3 Agriculture, Irrigation and CooperativesThe Agriculture, Irrigation and Cooperatives department was formed in the year 2015after amending the former Development and Social Welfare Department. The nameof the department reflects the major three sections of the department, which are;Agriculture, Irrigation and Cooperatives. The overall goal of the department is toensure that there is basic food security for the Ilala community as well as theimprovement of nutritional status. This will go hand in hand with increasing output,quality and availability of food commodities, to improve standard of living in thehouseholds through increase of income generation from agricultural processing andmarketing. With regard to staffing, the department has a total of 42 employees out of50 who are required to perform different activities.

Major crops grown in Ilala Municipal Council for food are, Cassava, Paddy, Maize,Sweet potatoes, Cowpeas and Pigeon pea, Cash crops are Citrus, Pineapple, Pawpaw,Mangoes, Coconut, Bananas, Cucumber, Water melon and Passion fruits andVegetables are Chinese cabbage, Amaranthus, Cassava leaves, Okra, Sweet pepperand Eggplants which are produced in Msongola, Chanika, Zingiziwa, Buyuni, Pugu,Pugu station, Majohe, G/mboto, Ukonga, Kipunguni, Kitunda, Mzinga, Kiwalani, Minazimirefu, Segerea, Tabata, Kinyerezi, Kivule, Kimanga and Kisukuru Wards. All crops areproduced in both urban and peri urban areas, whereby in urban areas there is moreproduction of vegetables as urban agricultural activities. The Ilala Municipal Councilhad a total area of 21,000 Ha; the available land for agriculture is 15,000 Ha. Thetotal area estimated for crop productions for the year 2015/ 16 was 5,598 Ha,whereby area for food crops was 3,415 Ha and for cash crops was 2,183 Ha. This is acontinuous decreasing in crop land since 2013/2014 season, the major reason beingincreasing in urbanization. On the other hand, the Municipal has realized a steadyincreasing of the crop yields despite of the decrease in the crop land over years. Inthe 2015/2016 season, crop production was 11,699.03 Tons compared to 5,598 Tons

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in the 2014/2015 season. This was due to overall increase in proper use ofagricultural inputs as well as the improvement of extension services.

Table 2: Yearly Cultivated Land (Area in Ha, and Production in Tons)

Crop Type2013/2014 2014/2015 2015/2016

Area Production Area Production Area Production Food Crop 5,090 840.5 5,090 7,085 3,415 1,562.34Cash Crop 2,121 3,867.5 2,184 5,034.5 2,183 11,699.03Total 7,211 3,867.5 7,274 5,034.5 5,598 11,699.03Source: Ilala Municipal Council, 2017

Youth participation in agriculture activities is high in Ilala Municipal Council as apartfrom 26,145 farmers in Ilala 70% are youth. They practice agricultural activities indifferent places such as low density areas backyards and front-yards; in high densitybuilt-up areas in backyards and container gardens; and where new plots are to besurveyed and allocated in peri-urban areas. These areas are in the following wards;Tabata, Kinyerezi, Ukonga, Segerea, Kipawa, Kitunda, Kivule Chanika at Nzasa,Zogoali, Mgeule sub-wards Zingiziwa, Msongola ward at Mbondole,Mvuleni,Yangeyange and Mzinga and Kiboga sub-ward respectively.

Ilala Municipal Council has a total of 4,000 Ha potential for irrigation farming.However, only 66 Ha are currently irrigated using seasonal and permanent streams,deep and shallow wells. Irrigation farming takes place mostly in Ukonga division. Mostof the farmers depend on rain fed agriculture and irrigation on small scale. Generally,land which is suitable for traditional irrigation is at Ukonga division only. These areasinclude Valley of Mzinga, Kizinga rivers, Kitunda, Yangeyange and Bulampaka valley,Kidole, Mbondole, Zingiziwa and Uwanja wa Nyani hamlets. Ilala and Kariakoodivisions have no potential areas for irrigation.

Ilala Municipal Council has 393 Cooperatives societies which are categorized into 8groups according to their functions. Such groups are as follows: 307 Savings andCredit Cooperative Societies (SACCOS), AMCOS 2, Walaji 18, Viwanda 3, Wavuvi 3,Huduma 53, Kilimo Na Mifugo 3 and Usafishaji Joint Venture 4. Problems facing thedepartment include: low production of food crops; low production of cash crops;limited capital and access to financial services for uptake of technologies; low agroprocessing skills; poor agricultural infrastructure; shortage of extension officers;environmental degradation due to various human activities; weak producer’s financialinstitution; weak producer’s organization; shortage of working capital; and lack ofproducers financial institutions as well as producer cooperative societies.

2.2.4 Livestock and Fisheries Livestock and Fisheries constitute a very important component of the livelihood ofMunicipal citizen. The department has 55 staff, out of which 37 are from Livestocksection and 18 are from Fisheries section. Requirement of staffs is 75, deficits ofstaffs are 20 out of which 12 are livestock field officers and 8 are fisheriestechnologist. Livestock keeping is among the important economic activities in

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Municipal which is undertaken in peri urban areas, such as; Chanika, Msongola,Kivule, Kitunda just to mention a few. Types of livestock kept in the Council include:Dairy cattle (10,100), Dairy goats (495), Indigenous goats (3337), sheep (218), pigs(12,318), 230, Local chicken (230,500), Layers (350,000), Broilers (550,000),Ducks (5,500), Dogs (6498), and Cats (315). Animals are kept for different purposes;some are keeping animals for security, or pet purposes like dogs and cats, whileothers are kept for economic and food security purposes. Animals produce milk, eggs,hides, skins and meat which substantially sustain the citizen economically. There is alarge market of milk to various customers, from street vendors and different outletincluding local and tourist hotels, shops and supermarkets. The livestock keepersbenefit a lot from milk selling as they get good price. The market for eggs andchickens is also high, dairy cow produce 10 liters on average per day. Dairy cow andgoat are mostly kept in zero grazing where owners cut pastures and feed theseanimals while in sheds. Ilala Municipality benefits a lot from livestock; there is onesecondary livestock market at Pugu ward with an average selling of 800 – 1,000heads of cattle per day and about 300 – 400 sheep and goats sold per day. TheMunicipality has 3 slaughter facilities at Ukonga, Vingunguti and Pugu with potentialof slaughtering 700 heads of cattle and 400 – 500 heads of sheep and goats per day.Despite of the developments in livestock sub-sector in the Municipal, still the sub-sector is hampered by several problems, including: lack of milk collection centers withcold chain; fluctuation in pasture availability; low milk production; inadequate workinggears to extension workers; high price of livestock production inputs; poorcoordination and limited capacity in extension services; shortage of extensionworkers; inadequate technology in value addition of livestock produce; andinadequate budget allocated for livestock activities.

The fisheries sector is among the important economic sub sectors of the economy ofIlala Municipality. The sector provides substantial employment, generating activities,livelihood, and improve the Council revenue source to the Council. With regard tofishing in Indian Ocean, the numbers of fishers are 1,800 and fishing vessel are 222.However, the number of vessels landed in Ilala is estimated to be 400 and this is dueto availability of big fish market (Ferry fish market.) Daily catch is about 15 tons ofdifferent fish species. The daily turnover is about 150 million out of which IlalaMunicipal get about 3.5 million per day as auction fees and other charges from themarket. Common fish species landed at Ferry Fish Market includes king fish, sole fish,octopus, squids and sharks. Aquaculture in the Council is still in juvenile stage. It istaking place in ponds, which are manmade. Due to its economic importance, anumber of people are engaging in this economic sector. Species of farmed fish inthese ponds include Tilapia and Clarias Spp. The fish farming takes place in peri-urban areas where about 40 ponds are located in different wards. Despite of thedevelopments in fisheries sub-sector in the Municipal, still the sub-sector is facingseveral challenges, which include: illegal fishing by using explosive and under meshsize gears (harvesting of juvenile fish); inadequate working gears to extensionworkers; illegal markets selling dynamited fish in bus stands and streets; inadequatefunds for implementation of projects; and poor coordination and limited capacity inextension services.

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2.2.5 Community Development, Social Welfare and YouthCommunity development, Social welfare and Youth department in Ilala Municipalcouncil has three major sections which are: community Development section, Socialwelfare Section and Youth Section. The department is one among 13 departmentsserving community in Ilala Municipal Council. The department acts as the bridgebetween community and development activities. The overall objective of thedepartment is to impart community with knowledge and skills, gender equality andinequality among different age and physical groups. The department also promoteschange of ideas of the community from traditional outlook to modern outlook that willenable full and active participation in decision-making, planning, implementation,monitoring and evaluation of development activities. The department has foursections which are; community development section, social welfare section and youthsection. This department through the above sections facilitating and coordinatingregistration of social and economic groups, Incorporation of Trustees, Faith BasedOrganization and Non-Government Organization. Currently the municipal has 212registered groups (89 NGOs, 111 CBOs; 3 FBOs and 9 ITs). Currently the departmenthas a total of 100 staff, which include 56 Community Development Officers, 38 SocialWelfare Officers, 1 Youth Officer and 5 supportive staffs. However, the departmenthas a deficit of 142 staffs. This includes; 78 Social Welfare Officers, 56 CommunityDevelopment, 3 Youth Officers and 5 Supportive Staffs. The department is alsodealing with welfare of old people. A total number of 5,372 elderly people (seniorcitizens) have been identified in 13 wards out of 36 wards, whereby 2441 males and2931 are females. In the meantime old people access free medical services in thepublic health facilities and a plan is underway to give all old people with identitycards. Moreover, the department has succeeded in forming youth and womeneconomic groups and provides them with soft loans from Women and YouthDevelopment Fund whereby the council contributes 10% of annual revenue collectionto Women and Youth Development Fund. Since financial year 2013/2014 to2015/2016 about 721 economic groups benefited with soft loan of Tsh.1,025,410,000/= whereby women 2134 and 1653 youth were supported.

In identifying and supporting Orphans and Most Vulnerable Children (MVC) from 36wards of the council, a total of 30,537 MVC, of which 14,866 Male and 15,671 Femalehave been identified in 23 wards of Ilala Municipal Council by 2015. The departmenthas been supporting MVC’s with school fees and other school expenses, a total of 920students got support accounting to 150,000,000/= in 2010 to 2016. From 2007-2012and 2013-2017 under NCPA I&II there was a National Costed Plan of Action whichformed most vulnerable committees in each Street. These instruments directedformation of most vulnerable committees in each Street where all children withdifferent problems were supported in eight service areas. Ilala managed to formthese committees in 23 wards but most of these were not given capacity buildingwhich made some of these committees not to perform their duties.

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The department also is dealing with people with disability and currently has managedto identify a total of 1,079 beneficiaries. As one of the duties of the council asmentioned in political part manifesto to supporting needy groups, the council hasmanaged to support 221 individuals with capital to start some small scale incomegenerating activities whereby a total of 22,100,000/= was disbursed to them. Thecapital given to the beneficiaries helped to enhance their livelihood. Apart fromsupporting people with people disability, the department supervises 7 children homesand 43 Day care centers. Children homes are special homes for children who arehomeless who are given temporary shelter. This department through political partmanifesto is mandated to make follow ups of incidents of violence against womenand children. The department operates a one stop center at Amana Regional Hospitalwhere victims of violence are given medical services, social welfare services, legaletc. The center has been receiving an increasing number of victims of violence. Forinstance for a period of January to December 2016 the incidents of rape and sodomyis increasing at an alarming rate. A total of 604 rape incidents reported and 217sodomy cases were reported. This is due to awareness made in community.

Despite of the achievement of the department, still it is facing several challenges,which include: Shortage of social welfare officers at ward levels; Shortage of fundsand transport facilities has made difficulties in spreading community developmentand social welfare knowledge and skills; low priority in council fund allocation andbudgetary ceilings; lack of mtaa and Ward Children Committees in some wards andmitaa; lack of entrepreneurships skills among the community especially youth andyoung generation; increase in the number of incidents of violence against women andchildren (Gender based violence (GBV) &Violence against Children (VAC).

2.2.6 Primary EducationEducation is one of the basic tools for development as such the government hasalways been trying to give priority on investing into this sector. The PrimaryEducation Department at Ilala Municipal Council supervises education provision indifferent levels. These levels are pre pre-primary and primary education and adulteducation.

Ilala Municipal has a total of 221 Pre-Primary schools, 321 Primary schools, and4 Teachers Training Colleges.

Ilala Municipal Council for the year 2017 has a Total of 185,294, pre primary8307 and primary 176,987 Pupils in Government and Private Pre-Primary andPrimary Pupils.

The council is having a total of 3,909 Primary School Teachers owned by theGovernment.

Ilala Municipality ensures that all girls and boys from disadvantaged groups areenrolled.Apart from the normal pupils, there is a total of 831 pupils with sevendifferent categories of disabilities enrolled in 11 primary schools under specialneeds education and inclusive approaches.

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Enrolment and access to primary education has been given priority by the Councilprior and since the inception of PEDP and Free Education Policy. Registration ofchildren into standard one in the councils is high as indicated in Table 3.

Table 3: Registration of Standard One from 2012 – 2017Year Expected Total Registered Total %

Boys Girls Boys Girls2012 9,599 10,680 20,279 10,032 10,531 20,563 101.4%2013 9,083 10,089 19,172 10,572 10,610 21,182 110%2014 9,331 9,843 19,174 11,275 11,678 22,962 120%2015 8,858 9,593 18,253 10,677 11,121 21,798 120%2016 9,618 10,087 19,705 14,443 14,395 28,838 145%2017 12,587 14,432 27,019 12,780 12,625 25,425 94%

Nursery 5790 6384 12174 4441 4464 8905 73%Table 4: School Buildings and Furnitures-2017No Type Required Available Deficit % of Deficit1 Classrooms 3719 1734 1985 222 T/Houses 3583 154 3629 963 Toilets(Teachers) 657 280 377 61

Toilets -Boys 3019 863 2156 54 Toilets -Girls 3802 966 2836 67

4 Stores 211 82 129 655 Desks 58,719 57,719 1050 63.56 Tables 6657 3976 2791 627 Chairs 5316 2313 3029 628 Cupboards 2576 983 1556 849 Teachers Offices 110 75 35 28

H/Teachers 110Teachers 178 72 106 67

10 Libraries 110 29 81 78

Table 5: Primary School level Education (PSLE) PerformancesNo. Of Candidates Passed Selected Form One

Year

Boys

Girls Total Boys

Girls Total % Boys

Girls Total %

2012

8,829

9,316 18,145

7,537

7,946

15,483

88 7,537

7,946

15,483

100

2013

8,813

9,592 18,405

6,787

7,042

13,829

75.13

6,787

7,042

13,829

100

2014

8,920

9,779 18,849

6,886

7,346

14,235

97.5 6,886

7,346

14,235

100

2015

9,111

9,908 19,019

7,583

8,011

15,594

82 5,493

5,772

11,235

79

2nd 9,111

9,908 19,019

7,583

8,011

15,594

82 2,120

2,239

4,359 21

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2016

9,586

10,472

20,058

7,926

8,430

16,356

81.5 4,336

4,857

9,493 58.1

2nd 9,586

10,472

20,058

7,926

8,430

16,356

81.5 3,290

3,573

6,863 41.9

Table 6: The academic achievement of STD IV examinationYear No. Of Candidates Passed

BOYS GIRLS TOTAL BOYS GIRLS TOTAL %2012 10,550 10,785 21,335 9,599 9,969 19,568 922013 10,411 10,853 21,264 10,15

410,534 20,688 97

2014 10,491 11,237 21,728 10,367

11,124 21,491 99

2015 10,733 11,797 22,530 10,588

11,699 22,287 99

2016 12,811

13,503 26,374 12,811

12,255 25,066

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Table 7: Age cohort of pupils – Post Primary Vocation TrainingS/No.

Cohort Boys Girls Total

1. Electricity 40 0 402. Masonry 16 4 203. Carpentry 0 0 04. Black and iron Smith 19 0 195. Home and Domestic Science 0 16 16

Total 75 20 95

Table 8: Age cohort of pupils – Complementary Basic Education in Tanzania (COBET)S/No.

Cohort Boys Girls Total

1. Group 1 (Age 11-13) 301 288 5892. Group 11(Age 14-18) 209 191 4003. Literacy Classes 133 269 4024. Post Literacy 38 39 77

Total 681 787 1468

2.2.7 Secondary EducationSecondary education department have roles of providing education service tostudents and organize integrated post primary education (IPPE) through supportivesupervision in secondary education provisional and implementation of all Nationaldirectives, policy and initiative at municipal level. Education at secondary level hascontinued to be improved in terms of buildings and other important facilities in orderto create conducive environment for the students to learn and teachers to teach. The

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improvement at secondary education can be proved by the increase in the number ofclassrooms in the old secondary schools. The Council has a total 2260 teachers with adeficit of 282 science teachers. The total number of students enrolled in secondaryeducation increased from 9971 in 2011/2012 to15594 in 2016/2017 for O-level and A-level secondary education. Also the number of students enrolled in form one hasincreased from 1,267 in 2011/2012 to 1,310 in 2016/2017. The increase in thenumber of students enrolled in form one equivalent to 68.2 percent. For the case ofA-level education, the number of form five students enrolled in Public and Privatesecondary schools has increased too from 100 in 20111/2012 to 500 in 2016/2017.The number of students enrolled in form five noted to increase from 2011/2012 to2016/2017.

Up to year 2016/17, The Municipal Council has 98 secondary schools whereby 49 areGovernment secondary schools and 49 are non-government secondary schools.Government secondary schools have a total number of 48430 pupils whereby 23326are boys and 25104 are girls; while private secondary schools have a total number of13368 Students; 6418 boys and 6950 are girls. There are different furniture’s inGovernment secondary schools such as classrooms, teachers’ houses and pit-latrinesin the Council. Current status on infrastructure and furniture in schools is aspresented in Table 9.

Table 9: School Infrastructure and FurnitureNo Item Required Available Shortage

1 Classrooms 1157 825 3312 Teachers house 1482 72 14103 Teachers toilets males 258 186 724 Teachers toilets female 142 102 405 Students toilets boys 928 389 5396 Students toilets girls 1216 455 7617 Store 87 22 658 Students tables 48430 45984 24469 Students chairs 48430 45984 244610 Teachers table 2156 1193 96311 Teachers chair 2115 1174 94112 Cupboards 870 294 57613 Labs 158 157 1

No Item Required Available Shortage1 Classrooms 1157 800 3572 Teachers house 1482 72 14103 Teachers toilets males 114 84 304 Teachers toilets female 142 102 405 Students toilets boys 845 400 4456 Students toilets girls 1061 424 6377 Store 87 22 658 Students tables 46063 39492 65719 Students chairs 46063 39492 657110 Teachers table 2156 1193 963

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No Item Required Available Shortage1 Classrooms 1157 825 33111 Teachers chair 2115 1174 94112 Cupboards 870 294 57613 Labs 158 158 014 Library 49 7 4215 Teachers office 88 33 5516 D/Hall 25 6 1917 Kitchen 33 5 2818 Beds 1834 1615 21919 Dispensary 49 6 4320 Safe 71 21 5021 Administrative block 49 18 3122 Shelves 571 232 33923 Mobile Lab 7 7 024 Hostel/ Dormitories 102 36 66

Ilala Municipal Council has a total of 3,154 teachers (2260 in public schools and 894 Iprivate schools) who have a variety of qualification, from certificate level to PhD.Enrolment and access to secondary education has been given priority by the Councilprior and since the inception of SEDP. Registration of children into form one (Table10) in the Councils is high. Ilala Municipal Council for six years has achieved to enrollall students who were selected to join secondary schools.

Table 10: Form One EnrolmentYears Boys Girls Total2011 5,227 4,744 9,9712012 6,486 6,548 13,0342013 7,606 7,947 15,553 2014 6,787 7,042 13,8292015 5484 5848 11,3322016 7583 8011 15,594

The performance for CSEE Examination for the year 2016 stands below to 2015performance due to different rating system. Performance of 2015 was rated by usingGPA while in 2016 was rated by using DIVISION system. Normally DIVISION ratinglowers down performance as compared to GPA rating .The candidates who sat for theexaminations were 11915, only 5981 candidates from Government secondary schoolspassed the examination. The performance for ACSEE Examination for the year 2016are encouraging since the candidate who sat were 2713 which is equal to 99% asshown in the table 9(b) above. Candidates who passed were 2550 which is equal to94.5 % of all candidates who sat for ACSEE examination.

Ilala Municipality ensures that all girls and boys with disabilities are enrolled forsecondary education under special needs. Currently the Council has enrolled a totalof 443 students with different disabilities. The Council has about three special schools

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for children with special needs (Benjamin .W. Mkapa, Jangwani & Pugu), where byBenjamin Mkapa is for both sex, Jangwani is for girls only and Pugu is for boys only.The schools have managed to use funds to procure essential materials for teachingand learning as shown in Table 11.

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Table 11: Availability of teaching and learning resourcesS/No

Subject Number ofpupils

Number of booksavailable

Ratio

1 Mathematics 42834 35045 1:12 English 42834 15145 1:33 Kiswahili 42834 13933 1:34 Civics 42834 53012 1:15 Biology 42834 30109 1:16 Physics 32347 27860 1:17 Chemistry 10483 26666 1:18 History 42834 6690 1:69 Geography 42834 8549 1:510 B/Keeping 2867 15186 1:111 Commerce 2668 1412 1:112 French 2193 1212 1:2

Table 12: Teacher-Students RatioS/N Subject Number of Students Number of

TeachersRatio

1 Mathematics 42834 174 1:2462 English 42834 390 1:1103 Kiswahili 42834 278 1:1544 Civics 42834 140 1:3065 Biology 42834 166 1:2586 Physics 32347 112 1:2898 Chemistry 32347 133 1:2439 History 42834 190 1:22510 Geography 42834 280.5 1:15311 B/Keeping 2867 31 1:9212 Commerce 2867 31 1:9213 French 2193 21 1:104

Despite of the achievements so far attained in the provision of secondary education,the following are the main constraints:

Shortage of teachers for Science & Mathematics in the Council is a bit problem. Delay in the release of funds from the centre to the Council. Hence delays in

implementing the programme. Shortage of teaching and learning materials such as textbooks. Inadequate funds for in-service training hence a minimum number of teachers

are accessible for training opportunities. Shortage of 1300 pit latrines. Shortage of 2446 Table and 2446 chairs for students. Shortage of 331 classrooms..

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Parents are not ready to make contributions for schools facilities anddevelopment of the school.

2.2.8 HealthBetter health is central to human happiness and wellbeing, it also makes animportant contribution to economic growth, as healthy populations live longer, aremore productive and save more. Many factors influence health status and country’sability to provide quality health services for its people. Ilala Municipal Healthdepartment deals with health and social wellbeing of the community in the counciland maintaining the provision of high quality, accessible and affordable healthservices. Despite of being responsible for the health status of all in the municipal, thefocus of the department is to provides better services to the special populationgroups, which include women of child bearing age who are 27,421; under five years’old children who are 13,767, and; the infants who are 3,495. The CompressiveCouncil Health Plan (CCHP) for financial year 2015/2016, was prepared in the way itaddress the Policy and guidelines objectives related to National Health Policy (2007),Primary Health Services Development Program, Millennium Development Goals,Government Vision 2025, National Strategy for Growth and Reduction of Poverty, TheNational Essential Health Package (2000), the Burden of diseases nationally andlocally and “Mpango wa Maendeleo wa Afya ya Msingi” (MMAM) program 2007-2017and the Big Result Now (BRN) for health sector. All sources of health funds includingdonations in funds and in kind have been included.

In delivering quality health services to the community the availability of humanresources is very crucial. Moreover, good management of human resources for healthled to increase motivation and morally among employees, improve performance.Despite of the effort made by the municipal to increase the number as well as theworking conditions for health workers, still health department is still facing a greatshortage of health service providers. The number of health service providers ofdifferent cadres at all levels who are available is 1,275 while the required number asper standard establishment is 1405 which make a gap of 130 equivalent to 32%.However in financial year 2014/15 Ilala Municipal Council has been given anemployment permit to employ 102 staff of different cadre and so far 95 staff hadbeen employed.

Ilala Municipal Council health delivery system follows the national pyramid system.The Municipal Health Department has only two levels of health care service delivery.First level; Health centers and dispensaries and affiliated clinics deliver first linepreventive, and curative health services including Reproductive and Child Health(RCH), outpatient, public/community, environmental, school and investigationservices. Second level; the Municipal Health Department is responsible for deliveringpreventive and curative second line services, including RCH under pediatrics andobstetric services. Outpatient, inpatient, investigation services and health promotionis integrated routine activity through outpatient services. However, considering thesize of the Ilala population (>1 million), the Municipal Health Department could be

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considered as a Regional Health Department. It could be foreseen in the near futurethat health centers become the equivalent of Municipal Health departmentsdelivering second line services. For now, third line service is provided by MuhimbiliNational Referral Hospital. The Council has 181 health facilities (28 public and153private).

In health care provision there are several ways and different antigens for preventingdifferent diseases. Among of it is vaccination that has different antigens that areresponsible to prevent different diseases for a living human being/animal. In this areavaccination coverage on preventive was at different level where Oral Polio Vaccine(OPV3) was at 100%, Measles at 88%, Basilar Calmat Gruel (BCG) at 100%,Diphtheria and Petusis Tetanus and Hepatitis B (DPTHetB) at 100% Vitamin Asupplementation increased from 95% to 109% and TT was at 56%. Other preventiveservices were done through Health Education to the community through media,leaflets, fryers, posters and several sessions for behavior change.

In medical field there are different substances used to cure/eliminate infection tohuman being or an animal, treatment was carried out in Out Patient Department(OPD) and in Patient Department (IPD. Supportive Supervision coverage maintainedat 90%, Moreover the Council have completed construction of 1 dispensary (Mvuleni)which officially started to operate in September 2013. However construction of 3dispensaries (Kivule hospital, Luhanga, Mbondole, and Lubakaya) is at Foundationand lenter stage and construction of Labour ward at Mvuti dispensary and Amanalabour ward theater is complete, Chanika maternity block is in final stage. Despite theachievement which has been mentioned above, the council faced the followingprimary, secondary and managerial problems; Primary Health problems includes;maternal mortality 19 pregnant mothers died , high number of under five death 192deaths were reported, 305 neonatal deaths , infant deaths were 202, high rate ofdeath due to Malaria in all ages (2.2%), high Case fatality rate due to T.B (3.2%), highnumber of cases of Non-Communicable Disease (NCD) (4%), high prevalence of HIV(7%) contributed by low coverage of Care of Treatment Centre (CTC) services (8%),and high incidence of STI (4.5%) as shown in Table 13.

Table 13: List of top ten diseases depending on the prevailing situation in the CouncilNo.

Diagnosis < 5years >5+ yearsM F Total % of

total OPD cases

M F Total % of total OPD cases

1 ARI 38,111 39,680 77,791 27.4 48,576 46,800 101,376 232 Malaria 25,257 27,825 53,082 18.7 43,355 52,959 90,314 20.63 Skin diseases 12,641 13,945 26,586 9.4 17,821 18694 36,515 8.34 Diarrheoa

disease16,424 17609 34,033 12.0 15,328 16,294 31,622 7.2

5 Other diagnosis

7,960 7,754 15,714 5.5 13,954 15,036 28,990 6.6

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6 Intestinal worms

7,070 7,844 14,914 5.2 11,018 11,274 22,292 5.1

7 pneumonia 15,931 14,386 30,317 10.7 10,571 11,001 21,572 4.98 Emergency

Surgical condition

2,325 1,987 4,312 1.5 7,496 6,615 14,111 3.2

9 Eye conditions

3,165 3,300 6,465 2.3 5,204 5,338 10,542 2.4

10. Oral conditions

934 1,026 1,960 0.7 4,898 5,178 10,076 2.3

Total 129,818 135,356 265,174 93.4 178,221 189,189 367,410 83.6Source: Comprehensive Council Health Plan Report- Ilala Municipal Council, 2016

Rehabilitative is a branch of medicine that aims to enhance and restore functionalability and quality of life to those with physical impairments or disability. Currentthere are no services for rehabilitation provided in the municipal. Generally, healthdepartment through its HFs has been undertaking several initiatives to reducedeferent community health burden by using available resources. Maternal deathreduced from 40in 2013 to 19in 2017 the same to neonatal deaths decreased from368 to 305.Infant deaths decreased from 193 to 124 and under five deaths decreasedfrom 192 in 2013 to 111 by the end of December 2016, Vaccination coverage was asfollows Polio 100%, Measles 86%, BCG 100%, DPT3 92% Vitamin A supplementationincreased from 95% to 109%, T.B treatment success rate increased from 80% to 86%, Supportive Supervision coverage maintained at 90%,

Table 14: Priority area and health problems in the MunicipalNo Priority area Priority Health Problems1 Medicines, Medical equipment,

medical and diagnostic suppliesmanagement system

Inadequate supply of medicine, medical equipment’s,medical and diagnostic supplies of about 39%

2Maternal, Newborn and childHealth

maternal death 29high number of neonatal death 305High number of infant death 202 High number of under-five death 192

3 Communicable disease control High prevalence of HIV and AIDS (7.1%)High case fatality rate of TB (6.6%)High incidence of Malaria among OPD cases (20.6%)

4Non Communicable Diseasecontrol

High incidence of NCDs (Diabetes mellitus, Mentalillness, Injury and Cardiovascular by (6.6%)

5 Treatment and Care of othercommon Diseases of local Prioritywithin the Council

High incidence of oral condition among school childrenof about (67%)High incidence of skin Disease among OPD Cases(6.3%)High incidence of ear conditions among OPD (3.3%) High incidence of NTDs (onchocerciasis,schistosomiasis, Helminthiasis (among OPDattendance of about 5%

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6 Environmental Health andSanitation

Inadequate Number of HFs with capacity to manageenvironmental Health and sanitation by (30%)

7 Strengthening social welfare andsocial protection service

Low access of Health, Social welfare and protectionservices for the vulnerable group by 10%

8 Strengthen human recourses forhealth management capacity forimproved health

Shortage of skill mix staff of HRH and social welfare atall levels of about 40%

9 Strengthen organizationalstructures and institutionalmanagement at all levels

Weak organizational structure and institution by 65%almanagement capacity for health and social welfareservices

10 Emergency preparedness andresponse

Low capacity of HFs to manage emergency by 25%

11 Health Promotion Inadequate awareness of the community onpreventive and curative initiatives 40%

12 Traditional Medicine andAlternative Healing

High number of patients with complication who delayfrom traditional medicine and alternative healing by70%

13 Construction, rehabilitation andplaned preventive maintenanceof physical infrastructure

Shortage of Health Facilities by level 30%

Source: Comprehensive Council Health Plan Report- Ilala Municipal Council, 2016

The Municipal council is facing various problems of concern that affect the health sector including:

Inadequate human resource for Health. Inadequate transport facilities Inadequate space for medicine and and medical supplies Inadequate awareness of the community on preventive and curative initiatives

by 40% High prevalence of HIV/AIDS within the council 4.7 High incidence of NCD’s Unequal distribution of health facilities more to the urban Inadequate Health staff houses Low capacity of HFs to manage emergency High neonate mortality rate High prevalence rate of TB by 35% High case fatality rate due to Malaria by 0.74% Low access to health and social welfare services among vulnerable groups by

30% Inadequate Number of HFs with capacity to manage environmental Health and

sanitation High number of patients reported with complication from tradition healers and

alternative medicine by 4%

Inadequate Management Capacity on Emergency Preparedness and Disaster response to Health Facilities reduced from 40% to 20% by June 2016

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Low access of health, social welfare and protection services for the vulnerable groups by 10%

Inadequate skill mix staff of HRH and social welfare at all levels of about 32% Shortage of health facilities physical infrastructure by 30%

2.2.9 Finance and TradeFinance and trade is divided into two sections include: Finance and Trade and MarketOperation. The department has a total of 134 staff. The council is activelyimplementing the National Trade Policy, the Sustainable Industrial Policy and Smalland medium Enterprises Development Policies. In recognizing the contribution ofmedium and small industry to the Municipal economy through various propertytaxes, service levy, license issuing and billboards. Budgeting and accounting arecarried out by using various systems including PLANREP and EPICOR though there aresome challenges in network bases and production of various reports from thosesystems. Local government tax collection is the responsibility of the council staff andis completely separated from the central government. In the Council, it is organizedaround two levels, namely the council headquarters, and the wards levels. At thecouncil headquarters the responsibility for tax collection rests with the counciltreasury, headed by the Treasurer. At the ward levels, the responsibility rests withthe office of the Ward Executive Officer (WEO). The WEO also handles developmentalissues and law-and-order functions at that level. Own source revenue collected fromthe following taxes, service levy, plying permit fees, fines and penalties, parking fees,renting of houses, sanitation fees and charges, guest house levy, levies on businessactivity, intoxicating liquor license fee, other business license fees, taxi license, meatinspection charges, abattoir slaughter service fee, commercial fishing license fee,scaffolding /hoarding permit fees, building permit fee, permit fees for billboards,posters or hoarding and property rates. Availability of the above sources of revenuecauses improvement of revenue collection year after year as shown in Table 15.

Table 15: Budget against actual revenue collected from 2012 to 2016 (Figures in "000")

Year 2012/13 2013/14 2014/15 2015/16 2016/17

Budget 19,970,000 23,945,160 30,000,000 50,435,000, 85,200,000

Actual 16,169,961.88

24,915,867.46

30,862,178.73 42,114,294.08

Source: Ilala Municipal Council’s reports and Audited Financial statements

On the expenditure a trend of various expenses shows that funds released fromCentral Government reduced due to increase of own source from 2011 to 2016.

Table 16: Budget against Actual Expenditure from 2011 to 2015

Year 2011/12 2012/13 2013/14 2014/15 2015/16

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Budget 80,682,909,446

94,992,750,768

108,737,885,936

125,163,599,899

155,636,950,000

Actual 91,636,544,538

95,953,404,992

111,257,200,211

127,958,878,853

159,001,544,000

Source: Ilala Municipal Council - Finance and Trade Department, 2011/ 2015

About past four years consecutively, the council has been getting clean certificateson financial reports, except year 2015 which we got qualified report as we didn'tseparate the land and buildings. All this achievements is due to the transparency andaccountability on preparations of the financial reports. Also this implies that most ofthe external and internal queries given to the Council are responded fully. Councilprepares financial reports and disseminate to the public through meetings organizedby the council, including full council meetings and wards meetings. Also newspapersand notice boards at ward and council headquarters are used in the Council to informcitizens.The Trade and Market Operation, collects revenue from the following sources; Marketstalls and slab dues from eight Municipal Markets, Business license fees from 29,058Traders, liquor license fees from 8,540 bars and groceries, Taxi registration fee from2,730 taxi operators and Hotel levy from 318 guest houses. Reaching all thesesources in time we need to have adequate number of committed staffs and workingfacilities, that is why Trade and Market Operation opts to work hand in hand withstaff in the wards and sub wards level. A trend of collection for this section has beenincreasing from 2012/13 to 2015/16 due to good coordination between the head ofdepartment and the section team. Despite the noted success the finance and trade is hampered by different issues. Inadequate working facilities such as Cars, Computers, Printers, stationeries etc Insufficient support from Ward Executive Officers and other staffs of the same

level. Insufficient staffing. Late fund disbursement from the Central Governments and Donors Failure to connect network of accounting package (epicor) and LGRCIS (Local

Government Revenue Collection System ) Network instability of accounting package (epicor) Insufficient funds disbursed to Local Government Lack of education to revenue collectors Lack of working gears especial in revenue section i.e. Department has no motor

vehicle for follow-up and supervision of revenue activities the department haveonly 5 motor vehicles the needs is 18 motor vehicles, therefore it has shortageof 13 motor vehicles.

Shortage of revenue collectors Lack of proper system of keeping records of tax payers from all sources of

revenue because currently MRECOM system is under control of providersrevenue staffs have no access of attacking technical problems.

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Using Old by law in revenue collection which rise some queries from tax payer

Un conducive working places i.e. Department building is too small in such thatrooms are not accommodate all revenue staff which cause some difficulties toattend customers

Inadequate working facilities such as cars and lack of the office computer,printer, photocopying machine and scanner.

Less compliance of tax payers which make revenue collection exercise difficult. Insufficient support from Ward Executive Officers who in collaboration with

Municipal Trade Officers collect the council.

2.2.10 Urban Planning and LandsThe department of Urban planning and Lands, among other things is mainly dealwith the development of human settlements and land use development. Also, thedepartment is executing and regulating all land matters that related to differenthuman settlements programmes including the TACINE program. The department Thedrparment is divided into four (4) sections including, lands, urban planning, valuationand mapping and surveying sections. The department has a deficity of 49 staff ofdiffret cadres. Some achievements obtained to the department include: completedre- development Plan for Upanga area; completed 24 Drawings for Town planninghave already prepared for Kinyerezi, Msongola, Kizinga, Kivule and Chanika areas;construction of roads, storm water system, roads lights, provided in Buguruni andVingunguti areas.; construction and rehabilitation of public toilets; distribution ofdustbins in street areas; 2,814 of plots were surveyed and provided to the applicants;the on-going valuation for property tax exercise and 18,000 of properties were valuedto rise number of properties that are required to be paid the taxes. Problems facingthe department include: untapped potential Municipal land rent revenue collection;inadequate implementation of planned land surveys; urban land disputes; deficits offunds allocation to the department; corruption among few staffs; deficit of tools andequipment especially motor vehicles for day to day inspections; shortages of staffs indifferent professionals; shortage of funds particularly for land acquisition; andincreasing of population in urban area is not related to the available surveyed plots.

2.2.11 Solid Waste Management and Environmental ConservationSolid Waste Management and Environmental Conservation Department Solid WasteManagement and Environmental Conservation Department has been divided intoEnvironment Conservation and Solid Waste Management Sections. Currently, theDepartment has a total of 69 employees instead of the required staff of 108. Thedepartment has been providing environment extension services through awarenessrising by providing extension services. The service has been delivered throughdifferent means of public advertisement and announcements through the use of Van,Bajaji, community groups, and environment officers themselves. Polluters of theenvironment have been penalized according to the bylaws of the Council. Through MtiWangu Project as announced by the Dar es Salaam Regional Commissioner on1/10/2016, a number of trees have been planted in different areas. The Council has

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also supplied 1500 seedlings and flowers to 15 Primary Schools. The Council hasinspected a total of 74 Projects that were likely to pose Environment and/or Socialthreats, only 32 were found with EIA certificates, 8 were noticed to conduct anEnvironment Impact Assessment, 4 Projects were issued a Protection order and 30Project Proponents were given a caller notice and 7 new projects have been reviewed.

Solid Waste Management section is sub divided into three sub sections which are;Control of Solid Wastes, Control of Liquid Wastes and Control of hazardous waste. Thegeneration of wastes in the Council is very high with minimal capacity to collect anddispose them in appropriate areas. The Council has no capacity to absorb allwastewater because the drains and canals are not well developed to allow freemovement of wastewater and preventing any possible effect of the environment. Thedepartment is facing the following challenges:

Construction on squatters with fragile ecosystem and constructing withoutenvironmental impact assessment certificate,

Arbitrary car parking on the road side in streets like Lumumba in Kariakooamong others which blocks other users of the road,

Car wash in restricted areas like IFM, Lumumba, Kisutu, Samora (Kaburi moja),Break point and others,

Streaming of wastewater in city center causes environmental pollution,

High number of street vendors and homelessness who sleep in the citycentre’s buildings pavements urinates on water bottles and dispose them instreets,

Waste fee evasion and dumping wastes on the road sides, water drains andcanals has contributed to reduction of capacity to collect wastes,

Shortage of collecting, storage tools and cars for waste collection,

Frequent breakdown of advertising car,

Shortage of litter bins on the streets,

Shortage of skip containers,

Power and water shortage especially on Saturdays and Sundays weaken theplants, and

Frequent breakdown of water distribution truck “Boza” makes watering ofplants difficult hence weakens the plants.

2.2.12 Beekeeping Section Ilala Municipality has limited areas for beekeeping due to urbanization process whichhas extended throughout the council. However, there is a big market opportunity forbee products in Dar es Salaam city. The Unit is implementer of The NationalBeekeeping Policy (1998) which emphasizes much on encouraging the participation

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of all stakeholders, individual beekeepers and organized communities to establishmanage and own apiaries for demonstration purposes and sustainable beekeepingactivities. Furthermore the policy calls for financial institutions to offer facilities andopportunities for establishing credit schemes to beekeepers and bee productsdealers. Currently, the beekeeping unit has only 1 employee against 11 requiredemployees and 47 registered Bee-product Dealers. The unit has the followingchallenges: limited areas for beekeeping due to urbanization which has extendedthrough the Council; effects of climate change and environmental degradation;inadequate resources for bee keeping activities both for beekeepers and beeproduct’s dealers; and inadequate staffing and financial resources in theimplementation of day to day activities.

2.2.13 Legal and Security SectionLegal and Security Unit has been divided into two Sections, namely: Legal Section,and Security (Operations). The Department has a total of 103 staffs who arepermanently employed and 109 security guards who are temporary employed whoare entitled to different obligations/works according to their professionalism. The unithas been managing and overseeing 36 Ward Tribunals. Due to limited funds, theCouncils has not been able to provide sitting allowances and regular seminars to themembers on how to conduct ward sessions and deliver justice within the lower level.The council has fifty eights (58) areas and properties which demands safekeeping,however, the unity is able to provide security to sixteen (16) areas. Currently the unithas administered 142 council’s Cases which are civil cases, criminal cases, labourcases, procurement cases and land applications/cases in various courts in Tanzania.Currently the Council has about 102 civil cases going on in different courts andtribunals within Tanzania, 40 criminal cases instituted by the council againstdefaulters who refused to pay their levies or fees as provided for in the by-laws. Forthe period ending June 2016 the council decided to settle out of court a total numberof seven (7) civil cases and thus ending the disputes on an amicable resolution.Moreover, the unit led the formulation, amendment and adherence of the council by-laws, and it provided the society within our council with legal education. Mainproblems facing provision of legal and security services in the Council include: lack ofskills on various laws and other laws related to land to members of Ward Tribunals;lack of offices or buildings for Ward Tribunal; lack of allowances to members of WardTribunal and inadequate working tools such as office furniture, books andstationeries.

2.2.14 Election SectionThe Election Section in Ilala Municipal Council commenced to work in the MunicipalCouncil in 2014 during the Local Government Election which was conductedthroughout the country with no exemptions General Election conducted October2015. In Ilala Municipal Council, there are three Constituencies namely Ilala, Segereaand Ukonga Constituencies within each, 10 wards, 13 Wards and 13 wardsrespectively, making 36 wards with 159 Mitaa in totality. The core Election Sectionfunction in co-ordination with the National Electoral Commission (NEC) is to run theLocal Government Election and General Election in the level of Constituency being

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fair and free. During the Local Government Election rally in the year 2014, theelection was conducted in the 159 Mitaa and 36 wards by which 159 Villageschairpersons and 795 Mitaa committee members were elected. In 2015, the Counciltargeted to register total number of 811,716 voters but only 801,072 voters wereregistered. The Biometric Voter Registration (BVR) Kit application was used to registervoters. Total of 396 registration voting stations were established from which 144voting stations were at Ukonga Constituency while 59 and 193 registration votingstations were at Ilala and Segerea Constituencies respectively. As a result of the saidabove 801,072 voters registered, enable to establish 1,768 voting stations whereby,273 voting stations for Ilala Constituency, 674 and 821 voting stations for Ukonga andSegerea constituencies respectively. Currently, the Council has 3 members ofParliament with 53 councilors. The unit is facing the following challenges:

Delay of Voting Stations announced by NEC

Delay of Election Fund disbursement by NEC

Campaign meetings timetable schedule rearranged to Presidential candidates’rally

Delay to ethical committee formulation guidelines provision by NEC

Some of National political leaders did not inform their subordinates what wasthe consensus attained with NEC led to misunderstanding among the followers.

Complains ad confusion rose by voters due to their names invisible duringdisplay stage

Off names to candidates’ verified, was in place at ballot papers.

Insufficient NEC budget accompanied with disbursement delay causedconfusion to RO, MELO and AROs during election activities implementation.

Voting Stations changes having fundamental preparation already been in place

Recounting ballot papers to some stations made delay to display andannounce the winner to post concern.

Payment confusion to some reserve supervisors’ and solders to the Generalelection day.

Some of candidates’ representatives boycotted to sign having accountingfinalized and completed

Shortages of ballot papers to some voting stations

Payment amount is so negligible compared to risks and heavy dutiesperformed

Referrals’ and constraints were in place by which led the Municipal Council tohave re-elections as far as 10 wards with 18 Mitaa the re-elections were to beconducted.

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Lack of stationaries and software for effective reporting and record keeping

Inadequate civic education to citizens due to its exercises done only duringelection rally

Lack of staffs including permanent officers appointed by NEC,

Political interests and its preferences

Poor and shortage of election facilities

Lack of adequate fund to CSOs for civic education provision

Inadequate budget allocated with its disbursement delay by NEC.

2.2.15 Procurement Management SectionProcurement is a process of acquiring goods, works and services. The procurement ofgoods, works and services has high value activity within the council that has a criticalimpact on its performance and success. It helps the council to manage contracts fordevelopment activities that are accountable, transparent and have a value formoney. Procurement Management unit is among the 22 departments and units inIlala Municipal Council in which its key roles is to provide services in good Qualityand Quantity in the right time at the right place and base on value for money.Procurement Staff has a total of 93 workers, the number is has a deficit of 43workers.

Table 17: Procurement Management Section Core Functions and Challenges

S/N Core Functions Challenges

1 Manage all procurement and disposal by tender activities of the procuring entity except adjudication and the award of contract

Inadequate funds to implement procurement and disposal by tender activities

2 Support the functioning of the tender board

Inadequate funds

3 Implement the decisions of the tender board

Inadequate funds

4 Act as a secretariat to the tender boardPlan the procurement and disposal by tender activities of the procuring entity

Poor sitting allowance to the secretariat ofTender board

5 Recommend procurement and disposalby tender procedures

Sometimes Emergence procurementfollow rush order

6 Check and prepare statements ofrequirements

Some of them need corrections and specs

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S/N Core Functions Challenges

7 Prepare tendering documents Lack of stationary unity (Binding machine,Paper cutting, spirals & other tools)

8 Prepare advertisements of tender opportunities

Delay of getting some proper

9 Prepare contract documents Delay of getting attached documents

10 Issue approved contract documents Delay of getting vetting from Municipalsolicitor

11 Maintain and archive records of the procurement and disposal process

Lack of confidential store for restoringDocuments

12 Maintain a list or register of all contracts awarded

Maintained by Municipal Solicitor

13 Prepare monthly reports for tender board Records delay from procurement centers

14 Prepare and submit to the management meeting quarterly reports on the implementation of the annual procurement plan

Some of procurement is not in theprocurement plan

15 Co-ordinate the procurement and disposal activities of all the departments of the procuring entity

Transfer of documents from the user(Department or section) to the PMU officeand the vice versa

16 Prepare other reports as may be requiredfrom time to time

Short notes may cause delivery of reportto delay

2.2.16 Information Communication Technology and Public relation SectionThe Information Technology Communication and Public Relation section is importantfor Council and Community development as it provides access to relevant informationand knowledge which improves efficiency and productivity; enhances social servicesdelivery; increases transparency and accountability to the community. Currentlythere are11 staffs (4 Information Officers and 7 ICT- Professionals). ICT and PublicRelation Section required 13 staffs, but there are 11 staffs, hence having a shortageof 2 staffs.

Table 18: Core functions of Communication and Public Relations Section are:S/N Core Function Challenges1 To coordinate all publicity activities through

TV / Radio programs, Press Conferences, Publications, Special features, journals, brochures, Website, Blog.

Capacity Building and fund

2 Supervising and preparing of Information Capacity Building and Fund

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S/N Core Function ChallengesTechnology applications, software and hardware in the council.

3 To serve as a link between media and Councilon one hand and Council and its stake holders.

Policies, Guideline, laws and attitude

4 To Create good image of the Council through Receiving and handling of Complaints

Response Delay

5 Advising the CMT on various issues which affect the community saved.

Budget constraints and priorities

6 Supervising ICT guidelines and policies if are adhered by all staff and providing some technical support where needed.

Low level of ICT Tools usage to both staffs and public in general, Improvement of Infrastructures affects the communication networking(High risers affects communication)

6 To coordinate classification and storage of information about government events, preferably using special computer applications in pictorial form, for easy access and retrieval

Budget constraints and Priorities

7 To facilitate preparation and airing of various awareness campaigns

Budget constraints and priorities

8 To create media Relations with Council. Budget constraints and priorities

The Council enjoys a good number of communication networks such as mobilephones companies; which include; Tigo, Vodacom, Airtel, Smart, Smile, Halotel;Television stations, such as; TBC, ITV, CHN 10, AZAM, STAR, EAST AFRICA, CLOUDS,TV I, SIBUKA, Mlimani TV; as well as radio stations, such as Redio One, Clouds. EFM.TBC Taifa, City and several faith-based radios. Moreover, there are severalNewspapers such as Mwananchi. Mtanzania, Uhuru, Nipashe, the Guardian DailyNews, Majira etc. The council has internet services provided by TTCL which serves theHead Quarter’s offices and Mayor’s office at Arnatoglou. The plan is to link the Wardsto internet services. Technology Communication and Public Relation is striving tomake sure that Ilala Municipal Council basic information is accessible internally andexternally. The section has been able to prepare and publish 11 issues of itsmagazine (Sauti ya Ilala) reflecting various developmental issues taken by theCouncil.

Furthermore, the unit is responsible for preparing of Council events and awarenessprograms through communication tools such as exhibitions, Radio/NewspapersAdvertisements, Special Supplements, Social media, features, articles Publication andradio programs. The Unit has managed to Supervise Information Technologyapplications, software and hardware. Currently there are about 7 Informationtechnology application systems in the district as shown in the Table 19.

Table 19: Status of Information Technology Application System in the Council

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SN Application name Purpose of the application1 LOWSON Monitoring Human Resource Records Management2 EPICOR 9.02 Monitoring Finance3 DHIS Monitoring Health Information 4 LGMD Monitoring Local Government Database 5 HCMIS Monitoring Human capital Management information

system 6 I TAX Monitoring revenue collection 7 HMIS Hospital Management Information System8 LGRCIS Revenue Collection System

2.2.17 Internal Audit SectionInternal Audit Section of Ilala Municipal Council was established under section 45(1)of the Local Government Finances Act No.9 of 1982 (Revised, 2002), Section 13 - 14of The Local Government Financial Memorandum of 2009, and the Local GovernmentInternal Audit Manual of 2012 together with other directives (hand books for Internalauditor, International Professional Practice Frameworks) provided by the InternalAuditor General (Ministry of Finance). Internal Auditor is the Auditor of the LocalGovernment Authority to which he/she is employed to perform such functions. Theprimary role of the Internal audit unit focuses on the overall assessment of theinternal control within an organization of which is done by examining and evaluatingthe effectiveness and adequacy of such controls over all the institutions finances andaccounts. Relatively to the institution internal control, it contributes to theappropriate, competent and valuable utilization over the public resources. Thefollowing are the core functions of the internal audit unit: The Internal Auditor shall in collaboration with the Accounting Officer, prepare an

annual work plan for Internal Audit Section and have a copy sent to the Office ofthe Controller and Auditor General, Minister responsible for Local government andRegional Commissioner by not later than 15 of July of the year

The Internal Auditor shall prepare the Annual Risk Based Internal Audit Plan andsubmit to the Audit Committee and Accounting Officer for approval.

The Internal Auditor shall not conduct auditing or investigation without a writtenaudit program.

The Internal Auditor shall appraise the soundness and application of accountingfinancial and operational control in particular:

(a) Review and report on proper control over the receipt, custody andutilization of all financial resources of the council;

(b) Review and report on compliance with financial and operationalprocedure laid down in any written law, instruction and good accountingpractice as defined by the Minister from time to time in order to ensuresound financial practice;

(c) Review and report on the correct classification and allocation of revenueand expenditure Accounts;

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(d) Review and report on the reliability and Integrity of financial andoperating data in order to allow for the preparation of accurate financialstatements and other reports; and

(e) Review and report on the systems in place which are used to safeguardassets.

The Internal Auditor shall keep a register of work done showing dates of fieldwork, the date of final reports, date and nature of the responses received inrespect of queries and indication of proposed follow-up activity. Such registersshall be made available to the Controller and Auditor General upon request.

The Internal Auditor shall prepare and submit dated reports direct to theaccounting officer for action and onward transmission to the Finance Committee.The accounting officer will send a copy to the Controller and Auditor General,Permanent Secretary, Ministry responsible for Local Government and RAS within15 working days from the date of receiving the report.

The Internal Auditor shall prepare and submit two reports to the accountingofficer:

(a) Quarterly report shall be submit to the accounting officer within 15 daysafter the end of the quarter: and

(b) Annual report to be submitted to the accounting officer within 15 daysafter the end of the year.

After Audit reports have been prepared and signed by the internal auditor, it willbe submitted to the Accounting Officer, copy of such reports shall be sent to theController and Auditor General, Permanent Secretary of Ministry responsible forLocal Government and RAS with a covering letter.

The Internal Auditor shall not give or provide information to a person who has noentitlement to the information possessed.

The Internal Auditor shall always perform his duties professionally andobservations and comments must be based in adequately searched facts anddirected to the right official and place, failure to observe professional ethics shallrender the auditor personally responsible for any faulty conclusions arising fromthat audit.

2.2.18 Water DepartmentWater is a fundamental resource for life that sustains the environment and the livingcreatures including human being and animals. Water plays a central role in the socialeconomic development activities. It supports the domestic, agriculture, livestock,fisheries, wildlife, industry, energy, recreation and other social and economicactivities. The Water Department has three (3) sections in accordance to scheme ofservices. The sections are designing and planning unit, operation and maintenanceunit, monitoring and follow-up unit. Water Department has 12 staffs, out of 23required staffs. Hence is having a deficit of 11 staff. The details for the deficit see theTable 20.

Table 20: Number of Staffs required, presence and deficit in the departmentin Water Department

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Sn Profession Required Presence Deficit1 Water Engineers 5 1 42 Water Techinician 5 3 23 Laboratory Technician 2 1 14 Hydrogeology

Technicians2 1 1

5 Archtect 1 1 06 Axualliary Technicians

(Trade Test)8 5 3

Total 23 12 11Challenges face by the Water Department

Budget set aside is not sufficient. We have shortage of technical and financial personnel who can help a closely

monitoring of legal water utilities. We have no a force law/by law which command people to check the quality of

the water they are using. Most of the people use water whose quality is low because the water quality is

not checked. When the project are fully established and are in full in operation those who

gave their land freely for implementing project, see the schemes to be a source of fund thus start requiring compensation.

Large number of unregulated drilling underground water source. This has resulted to low/poor quality of underground water sources.

The water services available are not satisfactory. They need to be closely monitored. Few costumers regularly check the quality of the water they are using. The controllable guide for drilling underground water sources have not much

been enforced.

2.2.19 Works DepartmentWorks Department is one of the council’s departments which deal with construction,rehabilitation and maintenance of roads and bridges within the council jurisdiction.Also the department is responsible for supervising (sometimes designing)construction of all public buildings, Private buildings, supervising maintenance ofcouncil’s Motor vehicles and Plants. Works department bears a big role in improvingthe economy of the society and council at large as it is known that the good roadsinfrastructure plays a large role in improving economy by simplifying transportationespecially in City centre Area. The Works department has 8 sections, these are: a)Road and Infrastructure Section; b) Storm water and Drainage Section; c) Road Safetyand Billboard Control Section; d) Building Construction Section; e) Electrical Section;f) Mechanical and Plants Section; g) Building permit Section; and h) Private buildinginspection Section. With regard to staffing, the Work department has 69 working staffof different cadres as compared to the required 71 staff.

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The Municipal’s road network measures 1215.53Kms. Roads are graded into threecategories namely; urban roads, District/Municipal roads and feeder roads.District/Municipal roads are important to the district/Municipal development whilefeeder roads are roads which feed into the district/Municipal roads as tributaries.Available data on road network showed the total lengths for different categories areindicated in Table 21.

Table 21: Category and Grade of the Roads in Ilala MunicipalSn Category Grade (Km)1 District 77.172 Urban 110.043 Feeder 1028.324 Total 1215.53

Source: Ilala Municipal Council- Works Department, 2016

However, Regional roads and National roads are under supervision of TANROADS –Dar -es -Salaam Region. According to type of surface the Ilala Municipal’s roadnetwork tarmac constitutes 7.53%, gravel constitutes 12.77% and earth roads havethe longest length totaling to 79.7%. About 75.49% of the Municipal tarmac roads arefound in Kariakoo and City Centre Areas. Table 22 shows the road network in terms ofsurface types.

Table 22: Types of Road and their Distances in Ilala MunicipalTarmac Gravel Earth Total13.195 60.22 42.37 115.7859.235 68.56 908.36 986.15569.08 26.46 18.05 113.5991.51 155.24 968.78 1215.53

Source: Ilala Municipal Council- Works Department, 2016

The department, as the part of the Council also has gone through challenge ofinsufficient funds particularly from own sources. Other Source of funds is granted byCentral Government through Road Fund Board, and International Organizationespecially World Bank. The department is also facing problems that cause insufficientsupervision and monitoring of day to day works as follows: lack of transportequipment; lack of ICT equipment like computers, internet systems, scanners,photocopy machines, printers; poor working environments and insufficient number ofstaffs to control irregularities during construction of public and private buildings.

2.3 The Analysis of External EnvironmentApart from examining the mandate and scope of the functions of the Council, development of this Strategic Plan also has considered the following:

Ruling Party CCM Election Manifesto of 2015 highlights education,energy, jobs, infrastructure and communication as the priority for the period2015-2020. This manifesto has been prepared in line with National

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Development Vision 2025 and CCM’s 2010-2020 policies which both aim atbringing about sustainable development for Tanzanians.

The Second National Five Year Development Plan 2016/2017-2020/2021 (FYP II) which has integrated frameworks of the first Five YearDevelopment Plan (FYDP I, 2011/2012-2015/2016) and the National Strategyfor Growth and Reduction of Poverty (NSGRP/MKUKUTA II, 2010/2011-2014/2015).

The National Agriculture Policy (2013): Agriculture is the mainstay of theTanzanian economy contributing to about 24.1 percent of GDP, 30 per cent ofexport earnings and employs about 75 percent of the total labour force. Therate of growth in agriculture is higher than the average annual populationgrowth rate of 2.6 percent implying growth in incomes. However, the averageagricultural growth rate of 4.4 percent is insufficient to lead to significantwealth creation and alleviation of poverty, given the low level of agriculturaldevelopment. Attaining poverty alleviation requires annual agricultural growthrate of from 6 to 8 percent. Generally, food crops account for about 65 percentof agricultural GDP while cash crops account for about 10 percent. Maize is themost important crop accounting for over 20 per cent of agricultural GDP.

National Livestock Policy (2006): The Livestock Industry has an importantrole to play in building a strong national economy and in the process, reducinginequalities among Tanzanians by increasing their incomes and employmentopportunities, while nurturing the natural resources. The rationale behind theNational Livestock Policy is to commercialize the industry and stimulate itsdevelopment while conserving the environment.

The Tanzania National Development Vision (2025): Tanzania envisionsthat by 2025 will have attained a remarkable development from a leastdeveloped to a middle income country in the areas of high quality livelihood,peace, stability and unity, good governance, as well as educated and learningsociety; and a competitive economy capable of producing sustainable growthand shared benefits.

Tanzania Mini- Tiger Plan 2020 gives Tanzania a golden opportunity toaccelerate her economic growth to 8-10% from the current 7-7.5-6% byadopting the Asian Economic Development Model. The Model is focusing onemployment creation by attracting Foreign Direct Investment (FDI) andpromoting exports by developing Special Economic Zone (SEZ). EconomicMiracle of Asian Economy is basically creating “Ponds” (SEZ) and attracting“Migrating Birds” (Investment especially FDI) - “Ponds and Birds” theory.Tanzania is still faced with many bottlenecks and problems for attracting FDIdue to shortcomings such as underdeveloped infrastructure, weak bankingsystem, weak entrepreneurships/venture sprit and weak manpower skills fordeveloping modern industry.

Small and Medium Enterprise Development Policy 2002: In Tanzania,the Small Medium Enterprise (SME) sector has been recognized as a significantsector in employment creation, income generation, poverty alleviation and as abase for industrial development. The sector is estimated to generate about a

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third of GDP, employs about 20% of the Tanzanian labour force and hasgreatest potential for further employment generation.

Local Government Reform Program with the aim to achieve acceleratedand equitable socio-economic development, public service delivery andpoverty reduction across the country.

Cooperatives Development Policy: This policy emphasizes on firsttransformation of farming from subsistence to commercial enterprises for themajority of producers, secondly assisting farmers to undertake critical problemanalysis and assessment to understand the available alternative opportunities,production costs and market trends so that they can allocate their resourcesmore efficiently value adding, and improvement of quality of products.

Sustainable Development Goals (SDGs), the UN member states hadadopted global Sustainable Development Goals (SDGs) from 25th Septembers,2015. The SDGs are the new sustainable development agenda where each goalhas specific targets to be achieved over the next 15 years. Each member statehas committed to achieve 17 goals by 2030 deadline.

2.4 Stakeholders and SWOC Analysis

2.4.1 Stakeholders AnalysisIlala Municipal Council is a composition of a mix of heterogeneous community withdiverse specialization, capacity and interest. Stakeholders analysis for Ilala MunicipalCouncil involved the process of analyzing individuals, groups of people, institutions orfirms that may have a significant interest in the success or failure of the strategicplan (either as implementers, facilitators, beneficiaries or adversaries). However, abasic premise behind stakeholders’ analysis in the Municipal was that differentgroups have different concerns, capacities and interests, and this need to beexplicitly understood and recognized in the process of problem identification,objective setting and strategy selection. The key questions asked during stakeholderanalysis were therefore “whose problems or opportunities are we analyzing” and“who will benefit or loose-out, and how, from a proposed strategic plan intervention?”The ultimate goal is to help maximizing the social, economic and institutional benefitsof the Strategic Plan to the target groups and ultimate beneficiaries, as well asminimizing its potential negative impacts (including stakeholder conflicts).

Table 23: Stakeholders Analysis Matrix for Ilala Municipal CouncilSN

Stakeholder

Stakeholder’s Characteristicsand Capacity

Stakeholders’Role

Stakeholder’s

Expectation1 Community

membersThey are urban and peri-urban residents, Low ,medium and highincome earners(traders and employers), Committed and hardworking sprit

Participate in planning and implementation of development project through O&ODOwners and manager of

Improved social servicesImproved income

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SN

Stakeholder

Stakeholder’s Characteristicsand Capacity

Stakeholders’Role

Stakeholder’s

Expectationdifference projects

2 Financial institutions (CRDB,VIKOBA,DCB,TIB ,NMB, NBC, EXIM BANK)

High finance facilitator and profitmaximization

Provision of financial services Provision of loansEmployment opportunitiesEnvironmental care

Improved income to the community membersMore profit creationImproved social services

3 WORLD BANK

International organizationHigh financial capacity

Financial supportingin development projects (DMDP,SEDP,RWSSP,LAND USE DEVELOPMENT)Monitoring of projectsCapacity building

Proper implementation of development projects Improved wellbeing of the community as results of project implementation.

4 Social security funds (NSSF,LAPF,PSPF, NHIF)

Social security orientedThey highly financedThey are public entityThey invest in real estate

They offers benefits to membersSupport health servicesProvide loans for individuals and institutionCreation of employments

To increase profit To increase number of members To improve wellbeing of members

5 Central Government Good Governance

Controller of High financial capacity

Laws and Regulatory frameworkBudgetary allocationPolicy formulationAuditing and control

Proper improved LGA service deliveryImproved wellbeing

6 Internationalorganizations(UNICEF,WHO,UNDP,PLAN INTERNATIONAL,FAO,WATER AIDS,ILO,

High financial capacityCapacity buildingMaterial supportFinancial supportCreation of employments

Improved wellbeing of women and childrenImproved services delivery by Municipal Council

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SN

Stakeholder

Stakeholder’s Characteristicsand Capacity

Stakeholders’Role

Stakeholder’s

ExpectationSAWA) Proper

implementation of development projectsImprovement of monitoring and evaluationof development projects

7 Politicians They are political figuresThey are community representativesThey are highly influential

They are Decision makersPolicy and law makers

To remain in power throughcreating trust to the community Improved livelihood to the community

8 Private sector (Media, industrial companies, transport andcommunication, beverageand food processers,)

Profit orientedMiddle and low financial capacity

Service providerCreation of employmentsThey are tax payers

To make profit

9 FBOs ReligionsNon-profit organization

Provide social and spiritual services

Community members to live in harmonious life with improved livelihoods

2.4.2 Strengths, Weaknesses, Opportunities and Challenges (SWOC) Analysis

The SWOC Analysis was done by using participatory methods which involvedManagement Team of Ilala Municipal Council and Different Stakeholders during theStrategic Planning Process. Analysis was done by looking at the strengths andweaknesses which are internal factors which influence Ilala Municipal Council’sperformance positively and negatively respectively. Also the external analysis wasdone by identifying opportunities and challenges (external factors) which affect

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Council’s operations. The analysis was done by looking at different criteria whichincluded leadership, human resource, process to deliver services, policies andstrategies, financial resources and technology. The following is the summary of SWOCanalysis of the Municipal Council.

Table 24: SWOC Analysis of Ilala Municipal CouncilS/N

Criteria Strength Weaknesses Opportunities Challenges

1 Leadership Skilled personnel and committed leaders.

Good governanceand accountability

Well setup organization structure

Well organized communication system

Political party differences

Education in Leadership skillsat Mtaa level

Legal meetings and session not held as per defined schedule

Availability ofwell-defined system of getting leaders

Presence of retired leaders with sufficient experience.

Receiving orders and directives against plan from higher levels.

Political interference in discharging municipal services implementation

Overpopulation v/s leadership andmanagement capacity

2 Human Resources

Presence ofskilled and professional staffs

impartiality and accountability

Being nearby Ministries, Departments and Agencies (MDAs) and development partners

Insufficiency of skilled and professional staffsof high cades

3 Deliveranceof Services

Availability of Infrastructure

Presence ofskilled and professional staffs

Insufficient of working facilities

Insufficiency of skilled and professional staffs

Availability ofstakeholders

Financial capability

Overpopulation v/s service deliverance

Bureaucratic procedures

4 Policies, Strategies, Plans, Legislative Framework

Availability of policies, laws strategies, and legislative framework

Weak enforcement of law and regulation

Availability of policies, laws strategies, and legislative framework

Political interference in implementation

Conflict between laws

5 Financial Resources

Presence ofskilled and

Failure to cover all revenue

Potential source of

Political interference in

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S/N

Criteria Strength Weaknesses Opportunities Challenges

professional staffs

Capacity oflaw enforcement

sources revenue revenue collection strategies.

Receiving orders and directives from higher levels

Un harmonized laws

6 ICT Availability of network

Presence ofskilled and professional staffs

Insufficiency of working facilities

Lack of local area network

Network providers

High tariff

7 Community Availability of communitymembers

Inadequate community participation in municipal plans

Ignorance Resentence

from the community in implementing municipal plans

Legal meetings and session not held as per defined schedule

Presence of skilled and professional staffs

Political interference in implementation of municipal plans.

2.4.3 Analysis of Critical IssuesThe following issues are very critical to Ilala Municipal Council that needs to beaddressed in this Plan.

Table 25: Critical Issues at Ilala MunicipalS/N Critical Issue Impact in Implementation of the SP1. Inefficiency in service

provision Rampant under developed community Complaints from the society Conflicts and misunderstanding between service

provider and service beneficiary2. Interference in

implementation of the dutiesand responsibilities betweenthe Council and the CityCouncil, Central Governmentand Regional office.

Confusion to Municipal in implementing its responsibilities and duties effectively and efficiently.

Priorities per budget is not maintained in its implementation

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S/N Critical Issue Impact in Implementation of the SP3. Inadequate revenue

collection Insufficiency in provision of social services Inadequacy in provision of staff welfare rights Inability to implement developmental projects

4. Increase of unplanned settlement

Ineffective service provision delivery Increase of communicable diseases Environmental degradation

5. Traffic congestion Time delay in production Environmental degradations, production of air

pollution Increase of poverty in community

6. Increase of immigrants Insufficient service provision Environmental pollution Increase in sabotage of activities in the community Increase of communicable diseases Increase of market consumers Increase of revenue collection

7. Delay in payment to service providers

Insufficency of service provision Subbortage in place Increase of debt to tenders

8. Poor working environment Poor service delivery Deterioration of staff health status Corruption practices in place Beaurocracy

9. Increase of street children and beggars

Environmental degradation Increase of communicable diseases New HIV transmission in place Decrease of impartiality and accountability to

community deallocation and reallocation of budget in

expenditure10 Limited use of Information

Communication Technologies Deterioration of documents Secret and confidentiality ruined Dependence on IT application to perform duties. Unskilled employees to apply and utilize effectiviely

11 Municipal Council offices being located in different buildings

Mispent of time looking for the same services Delay of services provision Misuse of recourses Confusion to benefinciers lookig for services

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SECTION THREE

PERFORMANCE REVIEW OF THE FIVE YEARS STRATEGIC PLAN FOR 2012/2013– 2017/2018

3.1 IntroductionThis section reviews the performance of the previous Strategic Plan of Ilala MunicipalCouncil which was implemented from 2012/2013 to 2017/2018. The Vision was tohave a community with improved standard of living by the year 2025. The MissionStatement was to use the available resource in a sustainable manner in order toprovide efficiency basic services to its community. During the implementation of theStrategic Plan for 2012/2013 to 2017/2018, the functions of the Council were basedon the following objectives:

1. Service improved and HIV/AIDS infection reduced2. Access and quality social services improved3. Quantity and quality of economic services and infrastructure improved.4. Good governance and administrative service enhanced5. Social welfare, gender and community empowerment improved6. Emergence, preparedness and disaster management improved

Review of the previous five years Strategic Plan of Ilala Municipal Council which wasimplemented from 2012/2013 to 2016/2017 helps to assess the level of servicedeliveries of the Council by highlighting key success factors and identifying potentialperformance obstacles. The evaluation also gives lessons to the next Five YearsStrategic Plan (2017/2018-2021/2022) on various issues of importance which theCouncil needs to take into account in order to assure maximum achievements of itsvision, mission, strategic objectives, strategies and targets. The performance reviewof the previous five years Strategic Plan (2012/2013 to 2016/2017) based on thesystematic and continuous collection and analysis of data for the purpose ofcomparing how well a plan was implemented against expected results. The majorfocus was on whether targets were achieved or not and if not why. Moreover, thisentailed the determination on whether Strategic Plan activities were implemented asdesigned, and if not, why. The performance review was a comprehensive ex-postassessment that involved reviewing the implementation of the previous StrategicPlan, and drawing up lessons that can be applied to improve the new strategic plan.Targets were the baseline values that provided comprehensive information intracking its implementation. Those targets which were not successfully implementedand completed within a five years plan horizon were rolled over to the new2017/2018-2021/2022 strategic plan based on the existing situation.

The performance review of the previous strategic plan shows that the Council hasgenerally achieved substantial part of its strategic objectives and correspondingtargets. The Council has recorded good performance ratios of its strategic objectives

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and targets across all departments and sections as summarized in the followingmatrices.

3.2 Result Area 1: Human Resource and Administration Target Target Achieved Target not

AchievedRemarks

Workplace HIV/AIDS programmed developed to all affected employees in the council by June, 2016

HIV/AIDS program introduced to 22 Municipal employees supported financial to enable them meet nutritious diet

Not achieved by 32% Shortage of funds

36 WEOs wards in the Council enhancedgood governance andadministrative services programmers by June2016

All 36 WEOs Employees were well enhanced and equipped in good governance and administration

Achieved by 100% More training, mentoring and coaching sessionsare still needed toWEOs

Ensure professional Skills and performance to staffs in all departments by June 2016

Skills and performance towards service delivery improved by 70%.

Not achieved by 30% Shortages of funds

Ensure the Performance and skills for 19 of head of departments and sections are improved by June2016

Achieved by 100% - Continuous performance and skill developmentto employees is need

Combat corruption to136l staffs members in the Council by June, 2016

70% council staff capacitated to combat corruption by June 2016

Not achieved by 30% Shortage of funds

Construction of 6 Ward offices and 46 offices for Mitaa by June 2016

Achieved by 100% - Activity is carried out in new strategic plan as it is continuous process.

Rehabilitation of 20 Mitaa and 14 Ward offices, Anautouglo Hall and 3 Staff houses by June 2016

Achieved by 100% - Activity is carried out in new strategic plan as it is continuous process.

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3.3 Result Area 2: Planning, Statistics and Monitoring Target Target Achieved Target not Achieved ConstraintsEffective Monitoring and Evaluation of Development Projects in the Municipality implemented by June2017

Monitoring and Evaluation of Development Projects in the Municipality has beenachieved by 70%

Evaluation of projects rarely done. Unachieved target is 30%

Inadequate of transport facilities

Implementation of Municipal Development projects improved from 75% to 85% by June 2017

Municipal Development projects implemented by 60%

40% of planed project not implemented by the end of 5 years of SP

Delayed development grants disbursement from the Central Government for implementation of development project

Efficiency and Effectiveness in implementation of Development Projects ensured by 2017

60% effective in implementing Development project

40% of DevelopmentProjects implementation has not been implemented

Shortage of funds

Development of Municipal Investments improved from 3 projects to 10 by June 2017

NilMunicipal Investment development projects not implemented

Shortage of fund

Lack of experience on Investment projects

Working environment for statistics office improved by June 2017

Working tools and equipment (Computers &accessories) for statistician were procured,

Inadequate Office equipment facilities

Shortage of fund

3.4 Result Area 3: Agriculture, Irrigation and Cooperatives Target Target

AchievedTarget notAchieved

Remarks

5 groups of farmers and 40 Agricultural extension staffs capacitated to improved agricultural technologies by June 2016

5 groups and No capacity building to extension staff was done

Shortage of funds

Capacity building to individualfarmers on improved agricultural activities in Ilala Municipal Council by June

30,420 individual farmers were capacitated

- Activity is carried out in new strategic plan as it is continuous process.

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Target TargetAchieved

Target notAchieved

Remarks

2016

Conducive working environment of 3 sections under agriculture, irrigation and cooperative staff improved by June 2016

45% 55% Funds was not enough

Participation on national/international festivals/conferences of 3 sections under agriculture, irrigation and cooperative staffs improved by June 2016

Achieved by 100%

- Activity is carried out in new strategic plan as it is continuous process

Production of food crops increased from 2.5 - 4.5 tons by June 2016

Achieved by 90%

Not achieved by 10%

Funds were notsufficient

Provision of Agriculture extension services strengthened by attending 25 farmer groups from 20 wards by June 2016

Achieved by 100%

- Activity is carried out in new strategic plan as it is continuous process

Improvement of 2 Irrigation Schemes in the Municipality by June 2016

No activity was done

Not achieved by 100%

Funds not released

Supervision of 250 Cooperative Societies by June 2016

Achieved by 30%

Not achieved by 70%

Funds were not sufficient

Sensitization and Mobilization of 60 cooperative societies by June 2016

Achieved by 80%

Not achieved by 20%

Funds were not sufficient

Implementation of DADPS Funded Projects enhanced by June 2016

No activity was done

Not achieved by 100%

Funds not released

3.5 Results Area 4: Livestock and Fisheries Target Target

AchievedTarget notAchieved

Constraints

Management and coordinationof Livestock and Fisheries department strengthened by June 2016

Achieved by 60%

Not achieved by 40%

Lack of funds

Participation on national/international festivals/conferences for livestock and fisheries staffs improved by June 2016

Achieved by 60%

Not achieved by 40%

Lack of funds

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Target TargetAchieved

Target notAchieved

Constraints

Livestock extension services delivery in the municipality strengthened by June 2016

Achieved by 60%

Not achieved by 40%

Lack of funds

Participation to national festivals/conferences for livestock and fisheries stakeholders improved by June 2016

Achieved by 80%

Not achieved by 20%

Lack of funds

Veterinary services in the municipality improved through Livestock Development Fund (LDF) by June 2016

Nothing has been done

Not achieved by 100%

Lack of land availability for construction

Capacity building to livestock extension officers strengthened (through LDF) by June 2016

Nothing has been done

Not achieved by 100%

Lack of funds

Working environment for meat inspectors increased by June 2016

Achieved by 70%

Not achieved by 30%

Lack of funds

Working morale and motivation for 18 Fisheries Section Staffs increased by June 2016

30% Not achieved by 70%

Lack of funds

Animal diseases control in Ilala Municipal council strengthened by June 2016

Achieved by 25%

Not achieved by 75%

Lack of funds

Municipal owned slaughter infrastructures improved by June 2016

Achieved by 0%

Not achieved by 100%

New abattoir is expected to be constructed throughPPP

Sustainable safe fishing and Biodiversity protection improved by June 2016

Achieved by 70%

Not achieved by 30%

Collaboration with other stakeholder (Ministry of Agric., Livestock and Fisheries, WWF, Smart fish. Funds not released.

Hides and skin value improved by June 2016

Achieved by 70%

Not achieved by 30%

Lack of funds

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3.6 Result Area 5: Community Development, Social Welfare and Youth Target Target Achieved Target not

AchievedConstraints

Conducive working environment to 3 sections under community development social welfare and youth department by June 2016

56 CDO’s and 38 SWO’sfrom 3 sections imparted with new knowledge in their areas of profession.

17 chairs and 6 tables are in place

3 staffs were oriented on budget preparations.

3 computers were not bought

Shortage of funds

GBV/VAC issues are mainstreamed to thecommunity by June 2016

Achieved by 100% - Ongoing activity

Empower women and youth groups economically by June2016

Achieved by 80% Not achieved by 20% Activity is carried out in new strategic plan as itis continuous process.

Improve support to special need individuals (children,eldery, MVC, disabled) by June 2016

Achieved by 90% Not achieved 10% Activity is carried out in new strategic plan as itis continuous process.

Improve provision of services to marginalized groups by June 2016

1079 PWD’s identified 221 PWD’s were

supported with soft capital, 74 primary and secondary school teachers with disabilities were given assistive devices

About 30,000 MVC’s from23 wards identified, 5372 elderly from 13 wards are identified

Identity cards to elderly were not provided

Data for MVC’s and Elderly in some wards not yet done; and data for PWD’s note in place

Budget constrain.

Having CSOs database and promote informal sector and community Economic empowerment by June 2016

About 212 CSO’s were registered

Still on progress Ongoing activity

Awareness raised to 56 CDO’s

Community awareness

Ongoing activity

Informal sectors (petty traders) are identified and promoted

Still on progress Ongoing activity

About 2135 youth and 1653 women received

- Ongoing activity

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Target Target Achieved Target notAchieved

Constraints

loanStrengthening municipal and community responseto HIV/AIDS by June 2016

3(quarterly) supportive supervision for HIV/AIDS activities were done

- Ongoing activity

36 wards enabled to planand implement HIV/AIDS activities

- Ongoing activity

4 Higher learning institution were capacitated

- Ongoing activity

Reducing risk of newinfections to general population by June 2016

Nil Not achieved by 100%

Budget constrain

Nil Not achieved by 100%

Budget constrain

Conducive living conditions to PLHA, widows and elderly by June 2016

Nil Not achieved by 100%

Budget constrain

920 MVC’s with school materials

About 2000 MVC’s still need support

Budget constrain

3.7 Result Area 6: Primary SchoolTarget Target Achieved Target not

AchievedConstraints

Provision of good services, benefits andmotivation for 3478 teachers by June 2016

Achieved by 30% Not achieved by 70% Areas for teacherswere not paid.

Conducive working environment for 3478teachers and 105 primary schools improved by June 2016

Achieved by 60% Not achieved by 40% New more primaryschools needed but scarcity of land.

Conducive working environment for 50 staffs and 26 wards education offices improved by 2016

Achieved by 65% Not achieved by 35% Shortage of officesand furniture’s.

Ensuring teaching and learning facilitiesincreased from 32217 to 39350 by June 2016

Achieved by 50% Not achieved by 50% Shortage of books

Conducive teaching environment for 26 wards enhanced by 2016.

Achieved by 15% Not achieved by 85% Shortage of teachers houses

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Management and academic performance in 147 primary schools strengthened by June2016.

Achieved by 92% Not achieved by 8% More improvement and monitoring is needed.

HIV /AIDS prevalence rates among 3478 teachers reduced in 26 wards by June 2016

Achieved by 50% Not achieved by 50% More training to teachers and pupils needed.

Training for 340 primary schools HeadTeachers on sustainable and effective implementation of anti-corruption ensured by June 2016.

No activity has done Not achieved by 100%

Budget constrain

3.8 Result Area 7: Secondary SchoolTarget Target Achieved Target not

AchievedConstraints

Organization management on education services at MSEO's office strengthened by June 2016.

Working staff in education department for 50% provided with their social welfare and working tools and equipment

Some staffs were notpaid for their leave travel as scheduled because of lack of funds received from treasurer in relation to number of workers to be paid

Funds from central government should be released as budgeted

Moving expenses for 100% were not paid to workers in secondary department

Funds were not released

Extra duty were not paid for 100% to workers

Funds were not released

About 80% of teachers and non-teaching staffs werepromoted as scheduled

Staff have to be paid their arrears as soon as possible after promotion

Environment for teaching and learningfor 50 secondary schools at ward level

21 were classrooms constructed

The secondary school infrastructures not completed

To continue with construction of secondary schoolsinfrastructure

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Target Target Achieved Target notAchieved

Constraints

improved by June 2016 (own-source)

113 latrines and 2 houses for teachers were constructed

94% were not constructed

Number of toilets constructed should be equal tothe ratio of students

Rehabilitation of one house at Mwanagati secondary and construction of one teacher house at Kitonga secondary school

60 houses were not constructed

Funds were not released

Set of 7682 table and chairs were purchased and 2835 set of table and chairs were rehabilitated which is equal to 90.8%

9.2 % were not purchased

To purchase more desks according to number of students.

Performance of students in Form II,IV & VI leaving exams increase from 67% to 90% by June 2016

Performance increased from 67% to 90%

To increase performance from 67% to 90%.

Awareness on Anti-corruption Strategy to150 MSEO’s staff and head of schools by June 2016

Nothing has been done 100% Not achieved Funds were not released

Environmental protection awareness to secondary schools students in 97 schoolsprovided by June 2016

Nothing has been done 100% Not achieved Funds were not released

UMISETA and inter schools competition facilitated to 97 secondary schools by June 2016

Nothing has been done 100% Not achieved Funds were not released

294 students with special needs at Pugu, Jangwani and B.W. Mkapa secondary schools provided with their needs by June 2016

Nothing has been done 100% Not achieved Funds were not released

MSEO’s staff, head of schools and teachers

All member were trained Nil Done

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Target Target Achieved Target notAchieved

Constraints

capacitated on child rights and protection by June 2016

3.9 Result Area 8: HealthTarget Target achieved Target not

achievedConstraints

Shortage of medicine, medical equipment and diagnostic supplies reduced from 30% to20% by June 2016

27 out of 28 health facilities had constant supply of medicine, vaccines and Hospital equipment

1 health facilities was not supplied constantly

Inadequate fund allocated for 1 health facilities were not enough to supply medicine and medical supplies constantlyWill be consideredon the next plan

At least 85% of all HIV positive pregnant womenand their babies receive ARVs to prevent mother to child Transmission.

100% of eligible HIV positive pregnant women and their babies receive ARVs

This is a continuous activity. Next planwill continue with health Education to maintain adherence

Under-five mortality rate in health facilities reduced from 2 to 1.69 per 1000 live births by June 2016

Under five death has been reduced per target by 1%

1% achievement More effort will bedone in the next plan

Maternal Mortality death reduced from 65 to 30 by June 2016

Maternal has been reduced to 29 per year

Target was achieved Strategy for reducing will be taken to next plan

Eye cases in Hospitalreduced from 10% to5% by June 2016

Eye cases in Hospital reduced by 2%

3% not reached Plans for achieving the target will be considered in the next plan

Reduce the prevalence of stunting in children aged 0-59 months (height-for-age z-score < -2SD) from 52% to 42% by 2016

Reduction of stunting children 74% reached

The rest 36% not yet Poor adaptation ofthe community in change of feedingbehavior.

Reduced incidence Number of malaria OPD 11% of OPD malaria Treatment of all

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Target Target achieved Target notachieved

Constraints

of malaria among OPD cases form 30.2% to 25% by June 2016.

cases dropped down up to 14%

cases are those fromoutside the catchment area do make existence, andclinical diagnosis of malaria

patients with fever as a Malaria cases do increase number of Malariaprevalence

Patients with complication reporting late to HF's from traditional medicine and alternative healing reduced from 70% to50% by June 2016

Number of patients reporting rate to HFs has improved from 70% 90%

10% yet do come late to HFs for seeking therapeutic services

Increased numberof health Facilitiesand quality of Health services has facilitated thecommunity to utilize HFs, effectively

Shortage of physical infrastructure in health facilities in IMC reduced from 30% to 20% by June 2016.

10% of the population are living 5km away fromhealth facilities

90% of the population are having access to health services

5% of the population will be covered in this plan

Inadequate Management Capacity on Emergency Preparedness and Disaster response to Health Facilities reduced from 40% to20% by June 2016

Facilities with in adequate capacity of managing emergency reduced up 25%

5% not yet Financial constrains hindered the success.The 5% will be carried forward to next plan

3.10 Result Area 9: Finance and TradeTarget Target achieved Target not

achievedConstraints

Awareness to 130 staffs on HIV/AIDS issues by June 2017

Nothing has been done 100% Insufficiency budget

Awareness of Anti- corruption campaign to financeand trade department by June2017

Nothing has been done 100% Insufficiency budget

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Target Target achieved Target notachieved

Constraints

Timely budget and financial reports prepared and improved by June 2017

Achieved by 100% - In final accounts year2014/2015 Failed to separate land and building, this due to shortage of fund of valuing assets, we must have budget of valuing assets for thenext period

Financial reports are accurate ,Timelyprepared and improved

Achieved by 100%. Monthly, quarterly financial reports prepared, LAAC reports prepared and submittedannually

-

Conductive working environment to 10 final accounts section staffs by June 2017

Achieved by 50%. 4 staffs had got CPA (T) by June 2017 and 1 still sit in CPA Exams, 10 staffs facilitated on annual professional feesby June 2017, 7 staffs attended IPSAS courses by June 2017

Not achieved by 50%. Office workingcondition not improved

Shortage of fund fromcentral government,

Revenue collection increase from 19 bill to 54 bill by June2017

Revenue increased to 48 billion by June 2017

40 staffs empowered onrevenue collection skillsand law by June 2017

36 wards created awareness on tax compliance by june 2017

Taxpayer database improved by having revenue collection system(LGRCIS) by June2017

26 staff trained on data collection i 26 wards by June 2017

6 billion was not collected By June 2017

Shortage of revenue collectors and facilities like POS, Vehicles

Over budget

Improve working All staffs got leave 15 staffs not Shortage of fund

69

Target Target achieved Target notachieved

Constraints

environment on 30 trade section staffs by June 2017

travel by June 2017

All deceased staffs got burial expenses by June 2017

5 staffs attended seminars /training outside the working station

30 staffs motivated

attended seminar /training by June 2017

Working environment not improved to marketand trade section by June 2017

Revenue collection increase from 4 bill to 15 bill from trade section by June 2017

5 billion revenue collected from trade section by June 2017

10 billion not collected

Shortage of staff

Shortage of vehicles

Lack of tax education

Enhance market operation by June 2017

5Markets enhanced operation

2 markets not enhanced operation

Shortage of fund

3.11 Result Area 10: Urban Planning and Lands Target Target achieved Target not achieved ConstraintsComplete 4 redevelopment schemes and implemented in Upanga, Ilala, Mchikichini and Buguruni areas by June, 2016

Redevelopment scheme both in Upanga and Ilala completed and implemented

Redevelopment schemes in Mchikichini and Buguruni not completed

-Shortage of fund-This will be considered in the next strategic plan.

Prepare 40 urban drawings for the new areas at Kinyerezi, Msongola,Kizinga, Kivule and Chanika by June, 2016

28 (70%) Town planning drawings were prepared at Kinyerezi, Msongola, Kizinga, Kivule, and Chanika

The 30% remained Town planning and drawings were not drawn

-Shortage of funds-The drawings Should be carried out to the next strategic plan

Improve roads and storm water networks at Buguruni and Vingunguti areas through squatter upgrading by June, 2016

Infrastructure in Buguruni and Vingunguti improved at 80%

20% of the same areas(Buguruni and Vingunguti) were not improved

-shortage of funds- work closely-Improvement should be sustainably and carried out in next strategic plan

Produce 35,000 27,343 (78%) of 7,677 (22%) of License -shortage of funds

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Target Target achieved Target not achieved Constraintsinformal settlement Licenses in the project areas by June, 2016.

informal settlement Licenses were provided in the project areas

were not produced by the Municipal

-lack of awareness among the people-

Survey 7000 urban plots for various land uses by June, 2016

2,317 (33 %) plots were surveyed in newsareas at Kinyerezi and Msongola

4683 (67%) were not surveyed

-shortage funds-unsurveyed plots to the new areas should be carried out to the next strategic plan

Collect Property TaxrevenueTshs. 2.3 billion by June 2016

Only Tshs. 1.8 billion ofproperty Tax was collected (78%)

22% of Property Tax were not collected

-Financial constraints and lackof awareness among the people to pay taxes-The exercise is managed by the TRA.

Value 25,000 properties by June, 2016

18,000 (72%) of properties were valued by the Municipal

7,000 (28%) of properties were not valued

-shortage of funds- The exercise is managed by the TRA.

Develop HIV and AIDS programmes at work places by June 2016

10 HIV/AIDs focused education sessions conducted.

- Activity is carried out in new strategicplan as it is continuous process

Departmental staff capacitated combating petty and grand corruption by June 2016

Anti-corruption issues and combating strategies discussed indepartmental meetings. 7 Anti-corruption strategy brochures distributed among workers.

- Activity is carried out in new strategicplan as it is continuous process

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3.12 Result Area 11: Environmental Conservation and Solid Waste Management

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73

Target Target achieved Target not achieved ConstraintsCapacitate Community environmental groups in 36 wards of Municipal by June, 2016.

Achieved by 66% Not achieved by 34% Shortage of fund

Community awareness created to all 26 wards of Ilala Municipality by June, 2016.

Achieved by 5% Not achieved by 95% Shortage of fund

Environment Ward Committees in all 36 Ward activated by June, 2016.

Achieved by 10% Not achieved by 90% Shortage of fund

World Environment Day celebrated within all 36 Wards of IMC by June, 2016.

Achieved by 90% Not achieved by 10% Commemorations are budgeted every year

Marketing and exhibit different products produced within Ilala Municipal Council byJune 2016

Achieved by 50% Not achieved by 50% It is continuous process

Purchase of 17 trucks in order to serve wards locatedat the Municipal outskirts

0% Not achieved by 100% There is a pending request for a loan atCRDB Bank

Provision of Environment education to Societyby June 2016

Achieved by 35% Not achieved by 65% Scarce of Human Resource, and Lack of funds.

Preparation of Environment Database, by June 2016

Achieved by 80% Not achieved by 20% All the data are there what is needed is compilation.

Establishment of Environment Community Groups by June 2016

Achieved by 75% Not achieved by 25% Recognition and participation of Community groups is highly executed, maybe few Community groups are not reached up to now

Participating on different Environment Researches by June 2016

Achieved by 35% Not achieved by 65% All invited researches the department participates well.

Supervise Environment Management Act No. 2 of 2004 and Environment ImpactAssessment and Audit Regulation of 2015 to be utilized within Ilala

Achieved by 60% Not achieved by 40% Scarce of work equipment like transportation during different inspection visits

3.13 Result Area 12: Beekeeping Target Target achieved Target not achieved ConstraintsSet 85 hives in the field by June 2016

Achieved by 85% Not achieved by 15% Limited area for beekeeping

Identify and register47 Bee products by June 2016.

Achieved by 59% Not achieved by 41% Census for bee products dealers not completed due to budget constraints

3.14 Result Area 13: Legal and Security Target Target achieved Target not achieved ConstraintsOrganize and coordinate preparation of new 5 by laws and amendment of 3 current By Laws by June 2016

Achieved by 100%, as a total of 5 By Laws were amended and 6 new By Laws prepared

Nill -

Supervise and create awareness on laws and By Laws of the Council to Ward Tribunal Members of 26 wards by June 2016

Achieved by 60% Not achieved by 40% Shortage of staffs inthe legal unity and unavailability of transport facility to cover all the Municipal area so asto create awarenessneeded.

Enhance efficiency in conducting 110 cases pending in courts of Law by June 2016

Achieved by 99%, as atotal of 109 cases pending in courts of Laws.

Not achieved by 1% The court process and procedures are cumbersome and time consuming thus it takes more than 3 years to conclude a case.

Improve working environment to 115 staffs of the legal section by June 2016

Achieved by 60% Not achieved by 40% Inadequacy of enough own source funds to implement most of the activities such as procurement of furniture, payment of extra duty and hardship allowancesetc

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3.15 Result Area 14: Election Target Target achieved Target not achieved ConstraintsRealise and maintain harmoniously Local Government and General Elections byJune 2016

Achieved by 100%. The Local GovernmentElection conducted at 102 Mitaa for 102 Mitaa chairpersons and 510 Mitaa Committee Members

Nill The Local Government Election shall be conducted 5 years after

Achieved by 100%. The General Election conducted for 36 Wards and 159 Mitaa for President, 3 Members of Parliaments and 36 Ward Councillors in all 3 Constituencies Candidates (Ilala, Segerea and Ukonga)

Nill The General Election shall be conducted 5 years after

3.16 Result Area 15: Procurement Management Target Target achieved Target not achieved ConstraintsImprove Procurement procedure adherence and control of 13 department and 6 section of Ilala Municipal Council from 85% to 95% byJune 2016

Target achieved by 86%, procurement procedure have been adhered on procurement done

Target was not achieved by 14%, all HODs have not trainedon Public Procurement Act

Insufficient funds

Conducive working Environment to 46 PMU Staffs improved by June 2016

Target achieved by 38% , PMU office have been supplied with furniture (office table and chairs)

Target was not achieved by 62% . Working tools was notprocured (Computer. Scanner, Printer) No office rehabilitation done

Insufficient funds

Increase skills to 46PMU staff and Tender Board member on procurement procedures by June, 2016

Target achieved by 24%Member of tender Board undergone training on Public Procurement Act no 7/2011

Target was not achieved by 76%No PMU staff attended the workshop of PublicProcurement Act

Inadequate Budget for

Training

To facilitate procurement

Target achieved by 58%

Target was not achieved by 42%

Insufficient funds

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Target Target achieved Target not achieved Constraintsprocedures in the lower level by June, 2016

WEOs has been trained on procurement procedures

WEOs have not been trained on Public Procurement Act 2011 and its Regulation of 2013

Provision of Procurement Management information system and supporting toolsby June, 2016

Target was achieved by 50%

The target was not achieved by 50%There is no network, computer and Scannerto support system

Lack of prioritization

Improving procurement unit performance by June 2016

Target was achieved by 77%

Target was not achieved by 23%Insufficient number of staffUnreliable Transport facilities

Lack of staff

Insufficient Budget allocation

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3.17 Result Area 16: Information Communication Technology and Public Relation

77

78

Target Target achieved Target not achieved ConstraintsSensitize the 20 Journalists, on Various issues concerning the Council by June 2021

Achieved by 100%. Nill Activity is carried out in new strategic plan as it is continuous process

Educate Ilala Citizens on by laws governing the council

Achieved by 50% Not achieved by 50% Budget constrains By-Laws amendment

Provision of Office furniture to Head of Unit and Informationofficers

Achieved by 50%, as furniture were provided to the Head of Unit

Not achieved by 50% as Information Officerswere not supplied withfurniture

Budget constrains

Strengthen the process of complaints handlingsystem at 36 Wards and 159 Mitaa

Nothing has been done

Not achieved by 100% Budget constrains

Produce 20 issues ofSauti ya Ilala Newsletter

Achieved by 30% Not achieved by 70% Procurement process doesn’t match with time

Have Computer Network(LAN) at Amana Hospital withInstalled Hospital Management Information System (HMIS)

Achieved by 100% Nill

Upgrade the IMC-ICT backbone with the connection of the National Fiber Optic through TTCL

Achieved by 100%, as EPICOR and LAWSON rooms have been connected, as well as revenue offices at Arnatoglou and Head Quarter Offices has been connected

Nill The connection has to be maintained yearly

Have an Electronic Revenue Collection System through all Revenue sources

Target achieved by 80%

Not achieved by 20%, absence of Inverter and Solar System

Have a dynamicWebsite that can meet the Government Standards

Achieved by 50% Not achieved by 50% Some of necessary information are missing

Install Ant-Viruspackage

Nothing has been done

Not achieved by 100% Lack of funds for purchasing Ant-Virus package

Create Nothing has been done

Not achieved by 100% Lack of funds

3.18 Result Area 17: Internal AuditTarget Target achieved Target not achieved ConstraintsIMC Accounts, Assets and liabilities to be audited by June, 2015

Achieved by 100%. IMC Accounts, assets and liabilities have been audited

Nill There is inadequate compliance with Financial regulations. Internal control is not 100% effective

Review of internal control systems in 9 IMC Departments by June, 2016

Achieved by 100%. Evaluation of the effectiveness of internal control systems in 9 Departments of IMC have been done. 9 IMC Departments have been consulted and assured

Nill Activity is carried out in new strategic plan as it is continuous process

Conducive working environment improvedto 10 Internal Audit staffs by June, 2015

Achieved by 60%. 6 Internal Auditors haveattended various training

4 Internal Auditors have attended system audit training

Not achieved by 40% Activity is carried out in new strategic plan as it is continuous process

3.19 Result Area 18: Water

Target Target achieved Target not achieved Constraints

Risk of new infection ofHIV/AIDS to 22 staffs of water department reduce from 2012/2013 – 2016/2017

Achieved by 40% Not achieved by 60%. Budgeted fund not disbursed.

Stigma among staffliving with HIV/AIDS

Provision of Ant-corruption strategic knowledge to 22 staffs of water department ensured by 2016/2017

Achieved by 50% Not achieved by 50% Insufficient budget allocated.

Number of people served with quality andsafe water increase from 633,688 to 765,688 by 2017

Achieved by 68% Not achieved by 32% Insufficient Budget allocated.

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Target Target achieved Target not achieved Constraints

Increase SWASH services to the schools from 10 to 50 by 2017

Achieved by 42% Not achieved by 65% Insufficient Budget allocated

3.20 Result Area 19: Works

Target Target achieved Target not achieved Constraints

Risks of infections of HIV/AIDS to 69 staffs ofWorks department reduced by June 2017

Achieved by 50%. One training on HIV/AIDS preventing awareness have beenconducted to 69 staffs of Works Department

Not achieved by 50% The sustainable program needs to be established. Budget allocation for the activity in the next 5years plan

Provision of Ant-Corruption strategic Knowledge to 69 staffs of Works departments improved by June 2017

Achieved by 50%. 1training on effect of corruption has been conduct to 69 staffs.

Not achieved by 50% Budget allocation for the activity in the next 5years plan

500kms of roads constructed and maintained to good surfaces standard by June 2017

Achieved by 69%, 346.6 km was constructed

Not achieved by 31%. 153.43 km of earth roads have not been maintained.

Budget allocation for the activity in the next 5years plan

5 Bridges and Culverts constructed to good standards by June 2017

Achieved by 80%. 4 bridges and culverts were constructed

Not achieved by 20%. One bridge has not been constructed.

Lack of adequate funds

Conducive working environment to 69 Staffs of works department staffs improved by June 2017

Nothing has been done

Not achieved by 100%.The required office equipment was not purchased, i.e. 20 setsof Furniture, 6 Computers.

Lack of adequate funds

250 Kms of storm water drainages constructed and maintained to good standards by June 2017

Achieved by 20%. Desalting works have been done. Construction of Mnyamani storm water drain 0.2km,

Not achieved by 80%. The construction of storm water drainage at Samora / Luthuli in Kivukoni ward, and Beach Pemba in Mzinga Ward was not done

Lack of adequate funds

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SECTION FOUR

THE STRATEGIC PLAN FOR 2017/2018-2021/20224.1 Vision StatementThe vision of Ilala Municipal Council is to ensure that its community maintain peace, good governance and have sustainable development by year 2022.

4.2 Mission StatementThe mission of Ilala Municipal Council is committed to provide high quality and equity services to its community through effective and efficient use of available resources and good governance for sustainable development.

4.3 Strategic ObjectivesA. Services improved and HIV/AIDS infections reducedB. Effective implementation of the National Anti-corruption Strategy Enhanced

and Sustained C. Access, quality and equitable social service delivery improvedD. Quantity and quality of economic services and infrastructure improvedE. Good governance and administrative services enhanced F. Social welfare, gender and community empowerment improved G. Emergence preparedness and disaster management improved H. Management of natural resources and environment improved I. Information and communication Technology improved

4.4 Core ValuesThe implementation of this Strategic Plan is guided by the following core values:

a) Innovation: The Council shall ensure that staff and other partners useinnovative measures to address the community challenges and capitalize onthe available opportunities. Through these, the Council will take measuredrisks to business viable solutions, accept changes, and solve problemscreatively;

b) Partnerships: The Council will encourage and work in partnership withdifferent development partners to efficiently and effectively meet thecommunity socio-economic needs;

c) Continuous Learning: The Council will strive to be a learning organization bycontinuously adapting to changes and review its systems, structures,strategies, policies, culture and process as well as skills;

d) Customer Focus: The Council is committed to meeting needs/demands ofcommunity. This would be done by providing services at standard and optimalspeed while efficiently utilizing available resources;

e) Equity and Equality: The Council believes that provision of services to thecommunity should be equity and equality focused. Such that individuals,groups and communities that are marginalized will be given first priority;

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f) Outcomes-Focused: The Council strives to produce acceptable outcomes ofwhich the community could prove as significant positive changes;

g) Transparency: The Council works to ensure that service delivery istransparent and hence adhere to the principles of good governance;

h) Accountability: The Council is accountable to the community by providingdemand driven services at standard and optimal speed;

i) Team Work: The Council believes that optimal outcome can be realized ifteam work spirit becomes as an engine of service delivery;

j) Efficiency: The Council believes that there is a need to prudently use theavailable resources to ensure that achieve cost effective impacts;

k) Integrity: The Council will cultivate a high level of honest, passion andcommitment in the process of service delivery.

l) Integrity: Maintain ethics in delivering services to Council’s customers andadherence to their respective professional Code of Conduct

4.5 Strategic Plan Matrix

4.5.1 Result Area 1: Human Resource Management and Administration Strategicobjectives

Target Strategies PerformanceIndicators

A. Services improved and HIV/AIDS infections reduced

Capacity building program to 8983 Municipal staffs on HIV/AIDS preventive measures by June 2022.

Provide training to Municipal staffs

Number of Municipal staffs trained

Provide financial support to all Municipal staff who infected with HIV/AIDS to curter for nutrition demands

Provide financial support to HIV/ AIDS infected staff

Number of staff supported financially

B. Effective implementation ofthe National Anti-corruption Strategy Enhanced and Sustained

Capacitate 8,983 Municipal staffs, 25 Municipal Integrity committee members and100 community members with National Anti-Corruption Strategy by June 2022

Budget allocation, Capacity building to Municipal staffs on National Anti-Corruption Strategy

Number of Municipal staffs, Municipal integrity committee members and community members capacitated

D. Quantity and quality of economic servicesand infrastructure improved

Construction of MunicipalHQ office block, 10 new ward offices and 20 new Mtaa level offices by June2022

Budget allocation Number of block and offices constructed

E. Good governance and administrative services enhanced

400 staffs from different department within Municipal to undertake training on good governance by June,

Capacity building to Municipal staff on good governance

Number of staffs equipped with good governance skills and/or knowledge.

82

Strategicobjectives

Target Strategies PerformanceIndicators

2022

Employ qualified staffs for 13 Municipal departments and 3 sections by June 2022

Budget allocation yearly

Number of staff employed with their qualification and departments/ section they belong

Improve administrative and working environmentfor 8,983 Municipal staffsby June 2022.

Budget allocation Number of council staff whose administrative and working environment improved and the type of improvement provided

Improve working allowances for 159 Mitaa Chairpersons by June 2022

Budget allocation Number of Mitaa Chairpersons whose allowances improved

Promote 2500 Municipal staffs by June 2022

Allocate budget for promotion processes, Provide promotion letters to qualified staff

Number of staff promoted

Improve documents and filing system within council by establishing anelectronic filing system by June 2022

Budget allocation forestablishment of electronic filing system

Established ElectronicFile Tracking System in place

Provide orientation to 200 new recruited staffs on good governance by June 2022

Conducting training needs assessment and training staff on good governance issues

Number of new recruited staff trainedon issues of good governance

Enhance good governance to 240 technical advisor in theCouncil to visit and conduct good governance principles on various projects in 36 wards by June, 2022

Identify the technical advisers in the Council, Capacity building to technical advisors in the Council on good governance

Number of technicaladvisors identified Number of technicaladvisors enhanced with good governance program

83

Strategicobjectives

Target Strategies PerformanceIndicators

Human resource officers equipped with tools and equipment (6 cabnet,12 computers, 6 scanners,6 printer and 2 motor vehicle) by June, 2022

Budget allocation and purchase required equipment and tools.

Number of tools and equipment purchased

4.5.2 Result Area 2: Planning Statistics and MonitoringStrategic objectives

Target Strategies Performance Indicator

C. Improve access, quality and equitable social service delivery

Plan and budget preparation implemented from75% to 85%

To facilitate preparation of O&M of development project in 36 wards

Conduct budget review and reallocation

Coordinate training on project record management and procurement procedures to WEO’s and MEO’s

Allocate fund

Number of wards supported and implemented with projects

Budget document Number of WEO’S and

MEO’S with improved data

management and record system

D. Increase quantity and Quality of social servicesand Infrastructure

Effective Monitoring in implementing Development Projects in the Municipality ensured by June 2022

-To facilitate availability of working tools and equipment-Action Plans and working schedules well implemented

Allocate fund

Number of developmentproject monitored and evaluated

84

Strategic objectives

Target Strategies Performance Indicator

Implementation of203 Municipal Development projects improved from 75% to 85% by June 2022

Facilitate preparation of municipal plan and budget

Facilitate preparation of LAACand assessment report

Facilitate preparation of CDR and CFR and quarterly progress report

Allocate fund

Number of development project implemented

LAAC document report CDR,CFR and

quarterly progress report document

Efficiency in service delivery ofmunicipal Development Projects ensured by 2022

Conduct monitoring and evaluation of 15TASAF sub project

Supervise the implementation of DMDP project.

Conduct monitoring and evaluation of Ilala Municipal projects by procuring land-cruiser hardtop

Conduct refresher training to 320 staffs on O&OD

Facilitate community initiatedprojects

Preparation of Ilala Municipal Action Plan

Facilitation of constituent Fund meetings, development projects and follow

Number of TASAF sub project monitored

Number of car purchased

Number of staff trained

Number of project monitored

Number of investmentproject identified and implemented

Action plan document report

Number of meetings conducted

85

Strategic objectives

Target Strategies Performance Indicator

up Allocate fund

Development of Municipal Investments improved from 1 project to 8 by June 2022

Loan repayment of 2 graders to TIB

Payment of Suppliers Debts

Allocate fund

Amount of loan repaidfor 2 grades

Amount of loan repaidand supplier debts paid.

Working environment for Planning ,statisticsand Monitoring office improved byJune 2022

Facilitate availability of working tools and equipment.

Allocate fund

Number of department with improved data management and record system

Availability of Data bank

Administration of working environment of Municipal PlanningDepartment Officeensured by June, 2022

Ensure working tools and equipment of Planning Department are in place

Offer annual leave to 20 staff of Planning Department

Conduct short course training to planning department staff

Allocate fund

Number of computers, printers and photocopy machines available

Number of staff paid annual leave travel

Number of staff attend short course training

Council Socio - Economic profile and Strategic Planannual/midterm reviewed and updated by June 2022

Review and update socio-economic profile

Conduct annul and midterm review for council Strategic Plan

Facilitate availability of funds for review.

Approved current Socio-Economic profile.

Reviewed council Strategic Plan

Funds allocated and released for .review

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Strategic objectives

Target Strategies Performance Indicator

Allocate fund

4.5.3 1 Result Area 3: Agriculture Irrigation and CooperativesStrategic objectives

Target Strategies PerformanceIndicator

A. Services improved and HIV/AIDS infections reduced

Improve awareness of HIV/AIDS preventive measures among 40 extension staff by June 2022

Capacity building to extension officers

Number of extension officers trained

B. Effective implementation ofthe National Anti-corruption Strategy Enhanced and Sustained

Capacity building to 40 department staffs on anti-corruption strategies by June 2022

Provide training to department staffs

Number of department staffs trained

C: Improve access, quality and equitable social services delivery

25 groups of farmers and 40 Agricultural extension staffs capacitated on improved agricultural technologies by June 2022

Enhance vegetable production to FIVE farmers groups by establishing farmers field school at Kinyamwezi Ward Resource Centre

Number of farmers receiving extension services

Facilitate 40 department staffs to attend short and long courses by June 2022

Budget allocation, coordinating and supervising the training program

Number of department staffs facilitated

Conduct crop productivitytraining to 50 farmers groups, and 40 extension officers by June 2022

Budget allocation Number of farmers and extension officerstrained

Establish 3 demonstration plots (1 in each farmers’ center) in Kinyamwezi, Mbondole and Kidugalo farmers’ resource centers by June 2022

Budget allocation, identify supervisors and area to construct the demo-plots

Number of demonstration plot established

Facilitate availability of Budget allocation for Number of extension

87

Strategic objectives

Target Strategies PerformanceIndicator

extension kits for 40 extension officers by June2022

purchasing extension kits

kits purchased and given to extension officers

Facilitate 5 famers’ day (1 every year) in Municipal by June 2022

Budget allocation Number of farmers’ day conducted

Establish 1 urban agriculture demonstration plot by June 2022

Budget allocation, identify supervisors and area

Availability of urban agriculture demonstration plot

Facilitate the participation of 15 staffs from 3 units of the department (i.e. Agriculture, Irrigation andCooperatives) to attend National/International festivals and scientific conferences by June 2022

Budget allocation Number of department staff facilitated

Improve knowledge on irrigation technology for 100 irrigators in the Municipal by June 2022

Budget allocation fortraining

Number of irrigators trained

Provide land use education to 4 farers groups in Municipal by June 2022

Budget allocation fortraining

Number of farmers trained

Improve supervision of 250 Cooperative Societies by June 2022

Supervising meetings (i.e. General meetings, Board meeting etc), inspection of and auditing of book of accounts, conduct trainings

Number of cooperative society supervised

Sensitize and Mobilize 60 cooperative Societies by June 2022

Budget allocation forinitial meetings in establishment of cooperative society

Number of cooperative societies sensitized and mobilized

D. Increase quantity and Quality of social services and Infrastructure

Enhance implementation of Comprehensive DADPSFunded Projects by June 2022

Assist supervision monitoring and evaluation of ongoing projects, Construct processingunit phase II at Kinyamwezi Ward Resource center

Number of DADPS funded projects implemented

88

Strategic objectives

Target Strategies PerformanceIndicator

Improve of 10 extension delivery infrastructures by June 2022

Rehabilitate Deep water well and pipes,and construct wire fence across Kinyamwezi Ward Resource Centre

Number of improved extension delivery infrastructure

G. Emergence preparedness anddisaster management improved

Capacitate 20 Wards and 100 Mitaa on agricultural disaster preparedness and management by June2022

Training to respective people at Ward and Mitaa levels

Number of community members capacitated

4.5.4 Result Area 4: Livestock and Fisheries Strategic Objective

Targets Strategies Performance Indicator

A. Services improved and HIV/AIDS infectionsreduced

Capacitate 55 Livestock and Fisheries officers on awareness of HIV/AIDs infection by June 2022

Create awareness onHIV/AIDS Infection

Number of officers capacitated on HIV/AIDS infection awareness

B. Effective implementation of the National Anti-corruption StrategyEnhanced and Sustained

Capacitate 55 Livestock and Fisheries officers on Anti-corruption strategiesby June 2022

Create awareness to officer on effects of corruption.

Number of officers capacitated on anti-corruption strategies

C. Improve access quality and equitable social services delivery

Improve working environment for 20 meat inspectors by June 2022

Facilitate purchasingof edible ink, Uniform and technical material formeat inspection in the abattoir ,

Number of meat inspectors whose working environmentimproved, and the type of improvementthey have received

Improve working morale and motivation to 55 Livestock and Fisheries staffs by June 2022

Provide livestock andfisheries required staffs working allowances and working gears

Number of staffs whose working morale have improved and the type of the morale they received

Enhance 10 livestock andfisheries staffs and 10 livestock and fisheries farmers to participate in national festivals/conferences by June 2022

Budget allocation Number of people (staff and farmers) enhanced to participate festivals and conferences

89

Strategic Objective

Targets Strategies Performance Indicator

Enhance 12 Livestock and Fisheries staff to attend professional meetings by June 2022

Budget allocation Number of staff enhanced to attend professional meetings

Facilitate 8 LDF, hides and skin committee meetings each year by June 2022

Budget allocation Number of LDF committee meetings facilitated

Conduct 4 rounds of veterinary facilities inspection in the Municipality each year byJune 2022

Budget allocation Number of inspections conducted to veterinary facilities each year

Conduct 2 rounds vaccination campaign against FMD, NC, Blackanthax and CBPP inall wards

Budget allocation Number of vaccination campaign against FMD, NC, Blackanthax and CBPP conducted

Conduct 20 Newcastle vaccination campaign (1 in every 3 month) in 36 Ward by June 2022

Budget allocation Number of Newcastlevaccination campaign conductedin every Ward

Conduct seminar to 30 livestock officers on diseases detection and control by June 2022

Budget allocation forthe training

Number of livestock officers trained on disease detection and control

Conduct practical trainingto 50 livestock feed businessmen on livestockfeeds quality by June 2022

Budget allocation forthe training

Number of livestock feed businessmen trained

Facilitate 100 local chicken producers by June 2022

Rehabilitate poultry raising shed, supportthem with improved poultry breed

Number of local chicken producers facilitated

Capacity building to 100 fish farming groups in theMunicipal by June 2022

Training in Chanika, Msongola ,Buyuni, Majohe ,Kivule, Mzinga and Zingiziwa Wards

Number of fish farmers trained

Facilitate 100 training to fish processors to reduce postharvest loss by June 2022

Budget allocation Number of fish processors trained

Improve 50 fish ponds in the Municipal by June 2022

Budget allocation Number of fish pondsimproved

90

Strategic Objective

Targets Strategies Performance Indicator

Improve infrastructure of 6 Municipal abattoir by June 2022

Budget allocation forimproving abattoirs in Vingunguti (Cow and goats), Kinyerezi(pork), Kivule (3 chicken)

Number of abattoirs improved

Conduct 8 rounds of patrol, monitoring, control and surveillance in MCS each year By June2022

Budget allocation Number of patrol, monitoring, control and surveillance conducted

E. Good governance and administrative services enhanced

Improve 10 livestock and fisheries offices by June 2022

Rehabilitate livestock and fisheries offices,

Number of office rooms rehabilitated.

Purchase of working tools/ equipment, 10 computers, 10 printers and 5 photocopy machine by June 2022

Budget allocation Number of working tools/ eqipment purchased

G. Emergence preparedness and disaster management improved

Capacitate 55 department staffs on disaster preparedness and management by June2022

Training to respective staff

Number of staffs capacitated

4.5.5 Result Area 5: Community Development and Social Welfares and Youth

Strategicobjectives

Target Strategies Performanceindicators

A. Services improved and HIV/AIDS infectionsreduced

Enhance awareness of 106 community development staffs on HIV/AIDS preventive measures in 36 Wards by June 2022.

Undertaking regular and supportive supervision for HIV/AIDS activities, Support CHAC to attend zonal meetings and capacity building training.

Number of staff enhanced

Establish 100 income generating groups of PLHIV and 60 out of the groups provided with financial support by June 2022.

Financial support to people living with HIV/AIDS

Number of PLHIV groups supported financially

Reduce risk of HIV/ AIDS infections in the Municipal by 50% in

Support primary and secondary schools establish HIV/AIDS

Number of new HIV/AIDS infections

91

Strategicobjectives

Target Strategies Performanceindicators

collaboration with department of health andother stakeholders by June 2022

campaigns, Support CSO’s implement Municipal prevention strategy

B. Effective implementation of the National Anti-corruption StrategyEnhanced and Sustained

Capacitate 106 Department staff strategies for combating petty and grand corruption by June 2022.

Conducting training to staffs on impact ofcorruption

Number of staff trained

Mainstream GBV and VACissues to 106 community development staff and victim of GBV and VAC in 36 Wards by June 2022

Conducting training sessions on gender policy, and provide assistance to victims of GBV and VAC

Numbers of people trained, and Numberof people assisted inGBV and VAC issues

Support social service to 40,000 orphans and mostvulnerable children are in36 wards by June 2022.

Supporting children with school material, psychosocial support, legal services, temporary shelter and fit person

Number of people supported and type of groups the supported

Monitor 7 children homes and 250 Day Care Centers in 36 Wards by June 2022.

Establishment of 1 Municipal children home, Identify all day care centers, Provide support supervision to children homes and Day Care Centers, Support children homes with essential support materials

Number of children homes and day care center monitored

Support different social needs to 40,000 elderly in 36 wards by June 2022.

Providing identity cards to elderly people, Formation of Mtaa, ward and Municipal Elderly councils, Formation of Elderly economic groups

Number of elderly supported with social needs

Support social services to10,000 people with disabilities in 36 Wards by June 2022.

Providing assistive devices to PWDs, Identification of people with disabilities, Formation of People with disabilities

Number of PWDs supported

92

Strategicobjectives

Target Strategies Performanceindicators

economic groupsAssist 10,000 people withdifferent family problems in 36 Wards by June 2022

Provide reconciliationservices to unstable marriages, Provide maintenance services to children born out wedlock, Facilitate provision oflegal service , DNA service, adoption service to applicants

Number of people assisted

Promote informal sector activities in 36 Wards by June 2022.

Conduct survey and establish informal sector operations by June 2022.

Number and type of informal sector promoted

Commemoration of 5 Youth Weeks (1 every year) are done in 36 Wards by June 2022

Participation on Uhuru Torch Rally, Facilitate youth economic generating groups participate in Youth Week exhibition

Completion of Youth week event

Provide education on adolescence reproductivehealthy and entrepreneurship to 1000youth groups in 36 Wardsby June 2022

Provide psychosocial care and support to young generation. Conduct sensitizationworkshop to young generation

Number of people trained

Enhance registration of 250 CSOs and promote informal sector in 36 Wards by June 2022

Conduct mapping of CSO’s and facilitate their registration. Creating awareness on national economicEmpowerment policyEmpower and, Promote informal sector Provide loans to women and Youths

Number of CSO enhanced

Reduce drug abuse and its impacts in 36 Wards by June 2022.

Facilitate formation of rehabilitation center for drug addicts Facilitate sensitization meetings on drug abuse

Number of people trained and Number of rehabilitation center formed

G. Improve Support 2000 individuals Assisting victims of Number of disaster

93

Strategicobjectives

Target Strategies Performanceindicators

Emergency and Disaster management.

who face different disasters in 36 Wards by June 2022

disasters with humanitarian needs

victims assisted withhumanitarian needs.

Establish159 Mitaa disaster management committees in Municipal by June 2022.

Formulate disaster committees at Municipal, ward and Mtaa level

Number of Mitaa disaster committees formed

4.5.6 Result Area 6: Primary EducationStrategic

ObjectivesTarget Strategies Performance

IndicatorsA. Services improved and HIV/AIDS infectionsreduced.

Reduce risk of HIV/AIDS infections to 300 primary school reduced in 36 Wards by June 2022

Capacity building to teachers and pupils

Number of people capacitated

B. Effective implementation of the National Anti-corruption StrategyEnhanced and Sustained

Provide awareness on anti-corruption strategy to 121 government nurseryand primary schoolshead teachers and 36 Wards educationcoordinators by June 2022

Conduct training to government nursery and primary schools head teachers and Wards Education Coordinators on impact of corruption,provide awareness on compliance on laws, regulations andguideline.

Number of people trained

C. Access to quality and equitable social services delivery improved.

Improve teaching and learning environment in all levels of primary education in 36 Wards by June 2022

Provision of teachingand learning materials, Conduct competition betweenschools in academic,sports and games, environmental, sanitation and hygiene.

Number and type of improvement provided

Facilitate arts, culture and film activities in 36 Wards by June 2022

Provision of teachingand learning materials, Conduct competitions on arts and cultural activities, Training on culture and arts issues to teachers and pupils.

Number of cultural and arts activities facilitated in primary schools.

94

Improve working environment of 3,990 pre-primary and primary school’s teachers in 36 Wards by June 2022

Capacity building to subjects’ teachers, Motivation to teachers who did well, Balance number of teacher inschools,

Number of teacher improved and type of improvement done

Maintain provision of school meals, capitation and examination expenses for standard iv and standard vii in 36 Wards by June 2022

Timely disbursementof free education funds to Head Teachers and Ward education officers’ allowances.

Amount of funds received by Head teachers and Ward education officers for meals capitation and examination

Establish and strengthen children hygiene and sanitation clubs in 121 primary schoolsin 36 Wards by June2022

Sensation of community and other stakeholders on sanitation issues, Preparation and dissemination of communication information material,Promote and sensitize school health program

Number of clubs in primary schools established and strengthened.

D. Quantity and quality of economic services and infrastructure improved

Increase student enrollment from 14,8200 to 17,8998 in 36 Wards by June2022

Budget allocation Number of primary schools’ pupils enrolled

Construct primary school classes with the capacity to carry the increase of pupils enrolled from 148200 to 178998 in 36 Wardsby June 2022

Mobilize funds to facilitate construction of primary school classes

Number of classes contracted

Construct 20 pre-primary classes and20 latrines in 36 Wards by June 2022

Mobilize funds to facilitate construction of classes and latrines for pre-primary pupils

Number of pre-primary schools' classes and latrines

Improve learning and teaching environment for 9 special primary schools Municipal

Sensitize the community and other stakeholders tofinancial and in kind contribution to

Number of special primary schools with improved learning and teaching environment.

95

by June 2022 support the plan

Strengthen 39 adult’s classes in 36Wards by June 2022.

Sensitize the community and other stakeholders tofinancial and in kind contribution to support the plan.

Number of adults classes strengthened

F. Improve social welfare, gender and community empowerment.

Improve knowledge on gender violence issues at schools and homes among the pupils by June 2022

Training pupils, teachers, ward education coordinators and school committee members on gender based violence issues

Number of teachers, ward educational coordinators and school committee member and pupils trained on genderbased violence issues

G. Improve emergence preparedness and disaster management

Capacitated 121 primary schools with the knowledge to manage disastersby June 2022

Procure emergency preparedness kit, Establishment of replacement team atschool levels, Conduct training to teachers school committee and pupils on emergency

Number of schools capacitated

4.5.7.1 Result Area 7: Secondary EducationStrategic Objectives

Target Strategies Performance Indicators

A. Improved services and reduce HIV/AIDS infection

Provide HIV/AIDS prevention measures to teachers and students in 98 secondary schools by June 2022

Create awareness to secondary students on HIV/AIDS

Number teachers and students provided with knowledge on HIV/AIDS prevention measures

B. Enhance, sustainand effective implementation of the National Anti-corruption Strategy

Provide anti-corruption strategies awareness to 150 MSEO’s staff and 98head of schools by June 2022

Increase awareness on good governance,accountability and transparent on publicfunds.

Number of MSEO’s staff and head of schools capacitated on anti- corruption strategies

96

Provide awareness on anti-corruption Strategies to procurement officers and accountants in 98 secondary schools by June 2022

Increase awareness on good governance,accountability and transparent on publicfunds.

Number of procurementofficers and accountantsin secondary schools capacitated on anti-corruption strategies

C. Improve access, quality and equitable social service delivery

Improve teaching and learning environment for 98 secondary schools in Municipal by June2022

Sensitize education stakeholders, budgetallocation, prepare list of teachers for promotion

Number of people with improved learning and teaching environment, and the type of improvement provided

Improve water and electricity services in 51 secondary schools by June 2022

Budget allocation for improvement of water and electricity systems

Number of secondary schools improved their water and electricity services

Provide self-awareness education to all students in 98 secondary school byJune 2022

Budget allocation Number of secondary school student trained

Provide funds for meals, capitation and examinations to52 secondary schools in Municipalby June 2022

Budget allocation Amount of fund provided in each school

Provide environmental protection awareness to all students in 98 secondary schools by June 2022

Budget allocation Number of secondary school students trained

Facilitate UMISETA and inter-schools competitions in 98 secondary schools by June 2022

Budget allocation Number of secondary schools facilitated in UMSETA and inter-schools competitions

Award to 100 secondary school students who did well in their form IV and form VI NECTA examinations by

Budget allocation Number of students awarded

97

June 2022Support students with special needs in special schools with their needs by June 2022

Provide Students with disabilities with special materials such as earring aids and white sticks

Number of students supported

D. Improve increased quantity and quality of economic services and infrastructure

Increase enrolment of students in 98 secondary schools in Municipality from13,265 to 126,530 by June 2022

Set enough budget to facilitate pupils’ enrolment

Number of pupils enrolled

Improve furniture in98 secondary schools in Municipalby June 2022

Budget allocation, sensitize other stakeholders to contribute for the purchase of furniture

Number and type of furniture improved

Construct 50 classrooms, 206 latrines and 100 teachers’ houses for98 secondary schools in Municipalby June 2022

Budget allocation Number of classrooms, latrines and teachers’ houses contracted for secondary schools in the Municipal

4.5.8 Result Area 8: Health Strategic Objectives

Target Strategies Performance Indicators

A. Improved services and reduce HIV/AIDS infection

Reduce prevalence of HIV/AIDS to staffsin health department from 7.1% to 6.7% by June 2022

Budget allocation Number of staffs facilitated

Add VCT centers from 73 to 90 by June 2022

Identify areas for service provision, provide tools, equipment and staff

Number of VCT improved

B. Effective implementation of the National Anti-corruption StrategyEnhanced and Sustained

Capacitate 36 staff in health department on anti-corruption strategies by June 2022

Training to staff, formulate anti-corruption clubs, Print posters and fliers on anticorruption campaigns

Numbers of staffs capacitated on anti-corruption strategies

C. Access, quality and equitable social service

Increase supply of medicine, medical equipment and

Incorporate budget into Comprehensive Council Health Plan

Number of medicine, medical equipment and diagnostic supplied

98

Strategic Objectives

Target Strategies Performance Indicators

delivery improved diagnostic supplies in 36 health facilities from 70% to 90% by Juni 2022

(CCHP), Promote utilization of Community Health Fund (CHF)

Increase enrolment of Tiba kwa Kadi (TIKA) members from 0% to 50% by 2022

Sensitization of community through general assembly meeting on benefits of being a member in CHF

Number of TIKA members enrolled

Increase nutritional service centres from 28 to 70 by June 2022

Budget allocation Number of Nutritional centres increased

D: Increase quantity and Quality of social services and Infrastructure

Construct council Hospital by 2022

Set special request of fund to the centralGovernment Solicit fund from other stakeholdersIncorporate into Comprehensive Council Health Plan (CCHP) yearly.

Availability of constructed Municipal Hospital.

Provide 36 health facilities with enough medicine, dental and laboratory supplies by June 2022

Solicit more funds to facilitate availability of those and Incorporate into Comprehensive Council Health Plan (CCHP)

Number of HFs provided with enough medicine ,dental and laboratory supplies

Number of houses for health workers increased from 34 to 45 houses by June 2022

Mobilize community to participate in contribution of fundsand materialsIncorporate budget into Comprehensive Council Health Plan (CCHP

Number of houses built

Renovate of OPD at Amana Hospital by June 2022

Solicit more funds to facilitate completeness of OPDand Incorporate into Comprehensive Council Health Plan (CCHP)

Renovated OPD at Amana Hospital

99

Strategic Objectives

Target Strategies Performance Indicators

Increase employment for health professionalsand social welfare at all levels from 1,640 in 2017 to 2,140 by 2022

Recruit enough and skilled staff Human Resource for Health (HRH) and Social welfare at all level c

Number of health professionals social welfare and at all level employed

Increase communityawareness on preventive, curativeand social welfare service from 60% to80% by 2022

Broadcasting health issues through Radio, fryers, leafletsand Posters

Number of people trained

Capacity building to350 health service providers on emergency and disaster management by June 2022

Empower knowledgeand skills to staff on emergency management

Number of health providers capacitated

4.5.9 Result Area 9: Trade and FinanceStrategic objectives

Targets Strategies Performance indicators

A. Improve servicesand reduce HIV/AIDS infection

Improve the knowledge on HIV/AIDS preventivemeasures to 134 staffs of finance and27 of trade by 2022

Conduct seminar to staffs of Finance andTrade.

Number of staffs trained

B. Enhance, sustainand effective implementation of National Anti -corruption Strategy

Provide anti-corruption education to Finance and Trade staffs by June 2022

Conduct seminar to staffs for Finance and Trade department on anti-corruption education

Number of staff educated on anti-corruption strategies

C. Improve access, quality and equitable social services delivery

Increase revenue collection in Municipal from 55 billion to 85 billion by June 2022.

Improve tax payers centers, (NBC Bank is willing to support on this), increase theefficiency of LGRCIS, regular visits to tax payers

Amount of revenues collected

Establish tax payersdata base in Municipal by June

Budget allocation Availability of Tax Payersdata base

100

Strategic objectives

Targets Strategies Performance indicators

2022Construct 5 new markets and rehabilitation of 10 old markets by June2022

Budget allocation Number of market contracted and rehabilitated

E. Good governance and administrative services enhanced

Improve preparation of all financial reports (i.e. Monthly, Quarterly and Annually) and submit on time by June 2022

Prepare annual budget on time, Prepare monthly andquarterly Income and expenditure reports, Prepare Departmental Annual estimate

Number of financial report prepared and submitted on time

4.5.10 Result Area 10: Urban Planning and LandsStrategicObjective

Target Strategies PerformanceIndicators

A. Improve services and reduced HIV/AIDS

Capacitate department staffs with preventive measures on HIV/AIDS by 2022

Capacity building to department staffs on HIV/AIDS preventive measures

Number of department staffs capacitated

B. Effective implementation of the National Anti-corruption StrategyEnhanced and Sustained

Capacitate all department staff onanti-corruption strategies at work place by June, 2022

Provide awareness through seminars/workshop/

Number of staff trained

C. Improve access/quality and equitable social services delivery.

Improve 15 unplanned settlement areas byJune, 2022

Regularize the squatter areas in Chanika, Kizinga and Kitunda

Number of squatterareas improved

Enhance marginalized people to access formal land by June,2022

Produce plots with low costs

Number of marginalizedpeople accessed formal land

Informal settlements growth in Municipal Council reduced byJune, 2022

Conduct seminars andmeetings on how to control and administerurban land use development to their areas in all wards

Number of seminars andmeetings on how to control and administer urban land use development conducted

Provide license to 5,000 informal

Making awareness through meetings and

Number of informal settlement license

101

StrategicObjective

Target Strategies PerformanceIndicators

settlement by June, 2022

advertisement about importance of license, Provide informal settlement license

provided

Update 4,000 expired informal settlement license by June, 2022

Update the expired informal settlement license

Number of updatedinformal settlementlicense

D. Increase of quality and quantity of social services and infrastructures

Survey 500 plots for public use publicbuildings, gardens and open spaces within Municipal by June, 2022

Buying total station and RTK instruments, facilitation of survey activities (transport, purchase of beacon etc)

Number of plots surveyed

provide 160 tips forguiding and controlling infrastructure in newly areas by June2022

Prepare 160 tips for guiding and controlling infrastructure in new areas

Number of tips for guiding and controlling infrastructure provided

Prepare 3 redevelopment schemes at Buguruni, Tabata and Mchikichini areas by June, 2022

Prepare redevelopment schemes at Buguruni, Tabata and Mchikichini

Number of redevelopment schemesprepared

E. Good governance and administrative services enhanced

Improve working environment for all department staffs by June, 2022

Rehabilitate all department offices rooms (offices), Municipal to buy the essential tools/equipment -30 computers, 5 photocopiers, 2 Scanners, 2 Plotter A0,8 file cabinets, 4 motorvehicles, 20 AC conditions, 50 Chairs, 40 Tables

Number of department staffs whose working environment improved and type of the improvement received

Improve working skills of 57 staffs in the department by June 2022

Provide regular training/seminars/workshop to the staffs, Provide training on theethos of ethics and integrity and on anti-corruption strategies and measures of transparence and

Number of staffs whose working skills improved and the type of improvement they received

102

StrategicObjective

Target Strategies PerformanceIndicators

integrity

4.5.11 Result Area 11: Environmental Conservation and Solid Waste Management

StrategicObjective

Target Strategies PerformanceIndicators

A. Improve Services and Reduce HIV/AIDS Infection

Capacitate 50 staffs in Waste Management andEnvironment Conservation Department on HIV/AIDS prevention measures by June, 2022.

Provide training programs on HIV/AIDS protection

Number of staffs trained

B. Effective implementation ofthe National Anti-corruption Strategy Enhanced and Sustained

Capacitate all department staff on anti-corruption strategies at work place by June, 2022

Provide awareness through seminars/workshop/

Number of staff trained

D. Increase Quality and Quantity of Social Services and infrastructures.

Increase solid waste collected and disposed to Kinyamwezi dumpsite from 55% to 85 %by June, 2022.

Purchasing and hiring of waste collection equipment, payment to waste management service providers

Amount of solid waste collected

Establish environmental information database by June, 2022.

Conduct Research on Environmental Parameters, Train environmental databasehost.

Availability of environment information data base

Construct recovery, transfer station, landfill and compost Facilities by June,2022.

Allocate suitable areas for implementation of the projects Issue tenders for projects implementation, purchase of required equipment

Number of recovery, transfer stations, landfill and compost facilities constructed

Plant 3,000,000 seedlings of trees, within 36 Wards of Municipal by

Identify areas for planting treesSet Infrastructures for watering of planted trees

Number of seedlings planted and maintained

103

StrategicObjective

Target Strategies PerformanceIndicators

June, 2022.

Upgrade Zingiziwa Zoo to Recreation area by June, 2022.

Seek for Partner in Private Sector (PPP) to fund the project,

Upgraded Zingiziwa Recreational area.

Improve solid waste management chain system by June, 2022.

Implement of 3Rs (Reduce, Recycle and Recovery) Mechanism.

Availability of improved solid waste management chain

Establish Municipal Environment Fund by June 2022

Identification of Stakeholders, Organizing Environmental Fund Raising Activities

Existence Of Municipal Environmental Fund

F. Improve social welfare, Gender and community empowerment

Facilitate community awareness on environmental best practices in all 36 Wards by June, 2022.

Conduct World Environmental Day where all residents participate in environment conservation activities, Attend SabaSaba and NaneNane Exhibitions where different environment conservation activities are exhibited,Conduct regular trainings through Ward Environmental Committees

Number of community members facilitated

Strengthen enforcement system on the Management of Environmental Resources (Air, Water, Land etc.)in 36 Wards within Municipality by June, 2022.

Review of Municipal Bylaw,Establish mobile court,Establish environmental watchdogs,Establish environmental pressure groups.

Availability of enforcement system for managing environmental resources

104

StrategicObjective

Target Strategies PerformanceIndicators

Establish communication system on information about climate change disasters by June, 2022.

Development of the system, public awareness on how to use the system

Availability of climate change disaster information system

Strengthen pollution control and managementin 36 Wards by June, 2022.

Impose penalties to pollutersPurchase Four (4) Mini Vans to facilitate enforcementPurchase of Scientific equipment (Sound/NoiseMeters, PH Meters, Gas Identifier, Water Parameters)

Number of Wards strengthened on pollutioncontrol and management

Improve liquid waste management practices in 36 Wards within Municipal by June, 2022

Arrangement of quarterly meetings with stakeholders for Liquid Waste Management

Number of Wards improved on liquid waste management

Involve environment department in environmental assessments activities (i.e. EIA’s, EA, SEA, EMP e.t.c) of development projects within Municipality by June, 2022

Environment Officers involved in Review Process for different Projects submitted within Municipal, Participation on Technical Meeting (TAC Meeting)

Number of department staff attended in environmental assessments for various development projects

Formulate 100 community based groups (CBOs) for managing environmental resources (Water, Air, Land)by June, 2022.

Formulation and Identification of Community Groups

Name and type of environment based groups (CBOs) formulated

105

4.5.12 Result Area 12: Beekeeping SectionStrategic

ObjectivesTarget Strategies Performance

IndicatorsA. Services improved and HIV/AIDS infections reduced

Capacitate 5 bee section officers on awareness of HIV/AIDs infection by June 2022

Create Awareness on HIV/AIDs infection

Number of officers capacitated

B. Effective implementation ofthe National Anti-corruption Strategy Enhanced and Sustained

Capacitate anti-corruption strategies to 5 bee section officers by June 2022

Create Awareness to officer on effects of corruption

Number of officers capacitated

H: Management ofnatural resources and environment improved

Construct 1 bee field demonstration plot at Msongola Ward by June, 2022

Allocation of fund Availability of bee demonstration plot

Improve environment for bee apiary site in20 Wards within the Municipal by June, 2022

Allocation of fund Number of Wards with improved bee apiary sites

Manage bee apiary and protection of Zingiziwa forest at Msongola Ward by June, 2022

Maintain the forest boundaries, and plant trees

Number of bee apiary managed and availability of forest reserve

Provide beekeepers and bee product dealers with education by June, 2022

Conduct training and seminars to beekeepers and bee product dealers

Number of beekeepers and bee product dealers trained

4.5.13 Result Area 13: Legal and Security SectionStrategic Objective

Target Strategies Performance Indicators

A. Services and reduce HIV/AIDS infection improved

Capacity building to 45 legal section staff with HIV / AIDS prevention measures

Development training program to legal section staff

Number of section staff capacitated

106

Strategic Objective

Target Strategies Performance Indicators

by June 2022B. Effective implementation of the National Anti-corruption Strategy enhanced and sustained

Capacity building to 45 legal section staffswith strategies for combating petty and grand corruption by June 2022

Development training program to legal section staff

Number of section staff capacitated

E. Good Governanceand Administrative Services enhanced

Enforce Municipal laws and bylaws in 36Wards by June 2022.

Supervise and create awareness on laws and bylaws at Ward level, Organize and coordinate preparationof new bylaws and amendment

Number of Wards enforced Municipal laws and bylaws

Deliver legal advice to the council statutory meetings, Municipal departments, sections and public atlarge by June 2022

Attend and participate in municipal statutory meetings, Monitor all the municipal departmental operations to insure that the Municipal operations are in compliance with the law.

Number of legal advice delivered

Represent Municipal in all courts of laws and cases by June 2022

Facilitate prosecution of all cases in the City Court

Number and type of cases represented

Improve working environment of 45 legal section staffs byJune 2022.

Provide section staff with required allowances, tools and equipment and motivation

Number of legal section staffs whoseworking environments improved, and the type of improvement received.

Enhance capacity building to 10 legal departmental staffs by June 2022.

Provide short course training and professional course training to section staffs

Number of staff attended training and professional courses.

Supervise and Manage 36 Ward tribunals in Municipal by June 2022

Provide training to all Members of 36 Ward tribunals

Number of Ward tribunals supervisedand managed

107

4.5.14 Result Area 14: Election SectionStrategic

ObjectivesTarget Strategies Performance

IndicatorsA. Services improved and HIV/AIDS infections reduced

Capacitate10 section officers on awarenessof HIV/AIDs infection by June 2022

Create awareness on HIV/AIDs infection

Numbers of section officers capacitated

B. Effective implementation of the National Anti-corruption Strategy Enhanced and Sustained

Capacitate 10 sectionofficers on anti-corruption strategies by June 2022

Create awareness on effects of corruption

Numbers of officers capacitated with anti-corruption strategies

E. Good governanceand administrative services enhanced

Improve working environment to 10 staffs in election section by June 2022

Coordinate election daily activities

Number of section staff whose working environment improved

Enhance by-election in 159 Mitaa and 36 Wards by June 2022

Budget allocation and awareness to community

Number of Wards and Mitaa whose by-election enhanced

G. Emergence preparedness and disaster management improved

Enable disaster occurrences are mitigated on ongoingelection processes byJune 30 2022

Identify areas affected,Identify damages emerged, and its immediately impactsImmediately pull, resources/facilities in need.

Number and type of disaster mitigated onongoing election processes

4.5.15 Result Area 15: Procurement Management SectionStrategic

ObjectivesTarget Strategies Performance

IndicatorsA. Services improved and HIV/AIDS infections reduced

Train 30 section staffson the effects of HIV/AIDS by June, 2022

Provide training to section staff on effectsof HIV/AIDS

Number of staff trained

B. Effective implementation of the National Anti-corruption Strategy Enhanced and Sustained

Capacity building to 30 PMU staffs in combating corruption by June, 2022

Provide training to PMU staff on the effectof corruption through seminar and workshops

Number of staffs capacitated

D. Increase Quality and Quantity of Social Services and infrastructures.

Build strong room andrehabilitation of 5 offices for PMU by June 2022

Allocation of funds for building of strong room and Rehabilitation of Procurement office

Availability of constructed strong room and number of rehabilitated offices

108

StrategicObjectives

Target Strategies PerformanceIndicators

E. Good governanceand administrative services enhanced

Improve public procurement procedure awareness in 36 Wards by June 2022

Facilitate community on the procurement procedures

Number of community memberstrained on procurement procedures

Maintain assets register by June 2022

Updating asset register by codding assets and equipment

Number and type of asset present

Conduct 5 stock taking by June 2022

Counting of Municipal assets

Number and type of stock taking conducted

Facilitate procurement process of 4 investment projects through PPP by June 2022

Conducting procurement process using PPP

Number and type of assets procured

Capacity building to 46 PMU staff by June 2022

Budget allocation Number of staff capacitated

Capacity building to 36 WEOs on Procurement Procedure by June 2022

Allocate funds to meetthe requirements

Number of WEOs capacitated

Capacity Building to 52 Councilor on procurement procedures and management of contract by June 2022

Allocate funds to meetthe requirements

Number of Councilors capacitated

Capacity building to 169 Head of school on procurement procedures by June 2022

Allocate funds to meetthe requirements

Number of head of Schools capacitated

Capacity building to 7member of Tender Board on procurement procedures by June 2022

Allocate funds to meetthe requirements

Number of Tender Board Members capacitated

Capacity building to the 19 Head of Departments and Sections on procurement procedures and contract management

Allocate funds to meetthe requirements

Number of HoDs andSections capacitated

109

StrategicObjectives

Target Strategies PerformanceIndicators

by June 2022

4.5.16 Result Area 16: Information Communication Technology and Public Relation

Strategic objective

Targets Strategies Performance indicators

A. Services improved and HIV/AIDS infections reduced

Train 11 Information Technology, Communication and Public Relation staff on HIV/AIDS prevention measures by June 2021

Provide training to Information technology communication and public relation staff on HIV/AIDS prevention measures

Number of staff trained on HIV/AIDS prevention measures

B. Effective implementation of the National Anti-corruption Strategy enhanced and sustained

Capacitate 11 Information Technology, Communication and Public Relation staffs on combating petty and grand corruption by June 2022

Increase awareness and compliance on laws, regulations and guideline.

Number of Information Technology, Communication and Public Relation staffsCapacitated on combating petty andgrand corruption

C. Access, quality and equitable social services delivery improved

Improve networking system within Municipal by connecting all offices by June 2022

Connect Fiber optic with TTCL network

Available networkingsystems in the Council

Train 7 ICT staff on system monitoring byJune 2022

Allocate funds for training and purchase of equipment

Number of ICT staff trained

Publish 20 Municipal Newsletter by June 2022

Produce 20 Newsletter Number of Newsletters produced

E. Good Governanceand Administrative Services enhanced

Create awareness on Municipal bylaws and regulations to 159 Mitaa Chairpersons and community members by June 2022.

Develop awareness programs through:Media, Publications and Exhibitions

Number of Mitaa Chairpersons and community memberscapacitated

110

Strategic objective

Targets Strategies Performance indicators

Create awareness on environmental cleanliness to Municipal citizens created by June 2022

Allocates Funds for training.Consultancy

Number of Municipal citizens capacitated

Create awareness on Municipal taxes to 159 Mitaa Executive Officers by June 2022

Allocates Funds for training.Consultancy

Number of Mitaa Executives Officers Capacitated on Municipal Taxes

Improve complaints handling system at 159 Mitaa by June 2022

Prepare and establish complaints handling system at Mitaa level

Number of Wards whose complaints handling system improved

Increase ICT and Public Relations staffsfrom 11 to 40 by June2022

Communicating with HRM office for employment processes

Number of staff employed and their qualifications

4.5.17 Result Area 17: Internal AuditStrategic

ObjectivesTarget Strategies Performance

IndicatorsA. Services improved and HIV/AIDS infectionsreduced

Train 5 Internal Audit unit staffs on HIV / AIDS prevention measures by June 2022

Develop training program to section staffs HIV/AIDS preventive measures

Number of staffs trained on HIV/AIDS prevention measures

B. Effective implementation of the National Anti-corruption StrategyEnhanced and Sustained

Capacity building to 5staffs of Internal Auditunit section on combating petty and grand corruption provided by June 2022

Increase awareness and compliance on policies, regulations and guidelines.

Number of Internal audit staffs capacitated on petty and corruption

E. Good governance and administrative services enhanced

Reduce audit queries from 30% to 10% by June 2022

Strengthen Pre-audit and internal audit unitsPromote close supervisions and Adherence of Local Government Financial Memorandum.

Number of audit queries

111

StrategicObjectives

Target Strategies PerformanceIndicators

Improve Internal Audit activities and timely preparation and submission of audit reports by June 2022

Strengthen Pre-audit and internal audit unitsPromote close supervision and adherence of Local Government Financial Memorandum. Close supervisions of projects (Value for Money)

Number of audit reports improved

Improve working environment to 5 Internal Auditors by June 2022

Allocate sufficient funds from financial year budget, support with working tools/ equipment, motivations and required allowances

Number of staffs whose working environment improved

Improve audit skills and techniques to Internal Auditors by June 2020

Train Internal Auditorsin modern audit techniques

Number of audit staffs trained

4.5.18 Result Area 18: Water

StrategicObjectives

Target Strategies PerformanceIndicators

A. Improve services and reduce HIV/AIDSInfection.

Provide knowledge and skills on HIV/AIDSinfections to 22 staffsof water department by June 2022.

Conduct seminar to water department staffs of on HIV/AIDS infection

Number of staff capacitated on HIV/AIDS infection.

B: Enhance sustainable and effective implementation of the National Anti – corruption Strategy.

Provide knowledge of anti-corruption strategic to 22 staffs of water department by June 2022.

Conduct seminar to staffs of water department on the effect of corruption

Number of staff capacitated on anti-corruption strategies

C: Access, quality and equitable social services delivery Improved.

Improve working environment for 22 Water Department staffs by June 2022.

Support office management, Facilitate budget of water department.

Number staff whose working environment improved, and the type of improvement they received

112

StrategicObjectives

Target Strategies PerformanceIndicators

Enhance operation and maintenance of100 water schemes by June 2022.

Availability of repairing/rehabilitation tools/equipment for maintenanceSupervise water user association.Provide technical assistance.

Number of water projectsenhanced.

Strengthen Community Water andSanitation Team (CWST), and department staffs on supervision and monitoring the implementation of 10 Water supply and sanitation projects in 36 Wards and 159 Mitaa by June 2022.

Capacitate CWST Number of people strengthened

Increase number of households with sanitation facilities from 56% to 95% by June 2022

Sensitization meetings.

Number of households with sanitation facilities

Increase SWASH services to schools from 65% to 85% by June 2022.

Provide sanitationfacilities to the schools.Training students on self-hygiene.

Number and type of SWASH services provided

Increase WASH services to health Centre’s from 50% to 80% by June 2022.

Create awarenessand Sensitization meetings

Number and type of SWASH services provided

D: Increase quantity and quality of social services and infrastructure

Increase number of people served with quality and safe water from 765,688 to 1,200,000 by June 2022

Identify water sourcesConduct surveyRehabilitation of existing project.

Number of people havingaccess of clean and safe water.

113

StrategicObjectives

Target Strategies PerformanceIndicators

Increase coverage of water and sanitation services and expand network to 36 Wards from 72% to 90% by 2022.

Identify water sourcesConduct surveyRehabilitate the existing project.

Number of Wards with access to water and sanitation network

Capacitate establishment and registration of 50 water user associations (COWSOs) in Municipality by June 2022.

Train and formulate COWSOs, RegisterCOWSOs

Number of COWSOs established, registered and capacitated.

Construct 7 water projects and provided with clean and safe water supply among 36 Ward through Rural Water Supply and Sanitation program by Junev2022.

Conduct project design.Develop proposalIdentify water sources.

Number of water project constructed

4.5.19 Result Area 19: WorksStrategicobjective

Target Strategies Performanceindictor

A. Services improved and reduced HIV/AIDS infection

Reduce risks of infections of HIV/AIDSto 71 staffs of Works department by June 2022

Conduct one seminar to 80 staffs of works department on awareness of HIV/AIDS infection

Number of staff facilitated

B. Effective implementation of National anti- Corruption strategy enhanced and sustained

Provide anti-corruption strategies awareness to 71 staffs of Works departments by June 2022

Conduct one seminar to staffs of works department on anti-corruption strategies

Number of staff trained on anti-corruption strategies

C. Access, quality and equitable socialservices delivery improved

Improve working environment to 71 staffs of works department by June 2022

improve required allowances, provide tools and equipment

Number of staffs whose working environment improved , and the type of improvement thy received

Capacitate 20 staffs Provide short Number of staffs

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of the 4 works department sections with necessary working skills by June 2022

course and long term course to staffs.

attended training on different professional.

Construct and maintain 250km of storm water drainage in Municipal by June2022

Completion of construction of beach Pemba storm water drain,Desalting of existing storm water drains at city center area and Buguruni

Number of km of storm water drain constructed and maintained.

Improve Municipal mechanical workshopby June 2022

Purchase physical instruments and tools to be used inMunicipal workshop

Number and type of tools/equipment improved

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SECTION FIVE

IMPLEMENTATION, MONITORING, EVALUATION, REVIEW, RISKS MANAGEMENTAND ASSUMPTIONS

5.1 ImplementationThe Municipal Director (MD), who is the Chief Executive Officer of the Council, shall beresponsible and accountable for the implementation of this Strategic Plan. The MD,with the support of the Council Management Team, shall regularly report to the FullCouncil with regards to the Plan implementation and its overall performance. Sincethe Plan cuts across all Departments/Sections, it is advisable that a Planning,Statistics and Monitoring Department is dedicated to coordinate and provideoversight on the implementation, monitoring and evaluation of the strategicactivities. Thus, the respective Departments and Sections shall be responsible for theday to day implementation of the Plan with the support of stakeholders from within(higher to lower levels of the Council) and outside the Council. The plan ofimplementation provides the following information:

Activities and sub-activities for each of the outputs; Milestones (targets) for the activities; Time frame (the dates within which the activities are to be accomplished) Duration of implementing each activity; Responsible (a person in-charge of each activity); Quantification of inputs; and Cost implications.

5.2 MonitoringMonitoring is a systematic and continuous collection and analysis of data for thepurpose of comparing how well the Strategic Plan is being implemented againstexpected results. The data and performance indicators continuously generatedthrough monitoring are used as early warning signs to alert the Council ManagementTeam (CMT) to constraints and opportunities requiring attention and action with theaim of improving chances of success in the Strategic Plan implementation. Monitoringfocuses on resources activities and results. Strategic Plan monitoring is an integralpart of day-to-day management. Its purpose is to provide the information by whichmanagement can identify and solve implementation problems, and assess progress inrelation to what was originally planned. Monitoring is therefore a tool for identifyingstrengths and weaknesses during implementation of Strategic Plan and for providingstakeholders with sufficient information to make the right and timely decisions.Monitoring is usually carried out to ascertain whether the Strategic Plan activities arebeing implemented as planned, and if not, why. Listed below are some of the areasthat are normally monitored in a Strategic Plan: Time/schedule performance: Time is monitored in relation to technical and

financial performance. Time in the context of a Strategic Plan is planned to informactivity schedules.

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Cost/Budget (cost performance/financial) monitoring: This monitorsbudgeted costs compared to actual costs incurred during implementation of aStrategic Plan.

Work quantity (input – output) performance: It is important to monitor both thequality and quantity of inputs and outputs.

Work quality (Technical performance): This monitors how far the plannedtechnical specifications have been carried out. Technical specifications here referto aspects like: Is it the right standard? Is it the right dimension? Is it the right mixof inputs?

Activity monitoring determines whether the planned activities are beingimplemented or not. If so, are they timely and within the projected resourcelimits?

Process monitoring at the local government level looks at other process relatedperformance. In this case it is vital to monitor compliance to the local governmentlaws and regulations, i.e. local government planning, finance management,procurement, and contract management procedures.

Monitoring reports shall be prepared monthly, quarterly, semi-annually and annuallyand shall be presented by the Head of the planning statistics and monitoringdepartment to the CMT and Full Council. There are number of formats of the progressreports at the Council. Table 27 presents monitoring tools of this Plan.

Table 26: Monitoring ToolsReporting/analysis Validation Participation Annual project report Quarterly/progress report Work plans Project delivery reports Substantive project

documentation

Field visits Spot check visits External

assessment/monitoring

Client surveys Evaluations

Outcome groups Steering committees Stakeholder meetings Focus group discussions Annual reviews Midyear and Quarterly

reviews

5.3 EvaluationThere are various types of evaluation depending on the basis of categorization. Thebasis may include coverage or scope, timing, who does the evaluation and acomparison of input – output relationship.

a) Coverage Partial evaluation: covers some aspects of the Plan as opposed to the entire

Strategic Plan; Comprehensive evaluation: covers all aspects of the Strategic Plan and is

usually done mid-way through the Plan implementation to determine whichcourse the Plan should take or after Plan completion to determine what impactit has made.

b) Timing

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Ex- ante evaluation or baseline assessment: carried out before activities areundertaken to gauge viability and need assessment to justify activities;

Ex-post evaluation: carried out when the activities have been completed; On-going evaluation (formative/mid-term review): takes place at intervals

during the implementation in order to ascertain the continuing validity of theassumptions of the Strategic Plan to establish whether it is on track to meet itsmission;

Terminal evaluation: done at the end of the Plan life to determine itsrelevance.

c) Who does the evaluation (agents)? Built in self-evaluation: conducted by those directly involved in the

implementation; Participatory evaluation: staff and external evaluators consult with the

beneficiaries; External evaluation: carried out by individuals outside the implementing team.

d) Input-output relationships: Performance appraisal: focuses on the three elements of the Plan (technical,

time and cost); Audits: focus on financial performance; Results evaluation: taken at or towards the end of the Plan to determine

whether the Strategic Plan targets and strategies have been used to achievethe planned objectives;

Cost/benefits assessment: to ascertain whether benefits realized from theStrategic Plan actually justify the resources expended to achieve them;

Impact studies: inform whether the Plan actually made the desired impact.

These types of evaluations shall form the basic inputs of updating and rolling over theplanned but unexecuted activities of the Plan. During evaluation, performanceindicators or evidence that shows the extent of the strategic plan implementationprogress will be developed. These will be a base to determine success or failure ofthe plan. Moreover, these will help in collecting useful data and in search for requiredevaluation tools and information sources. Performance indicators as a unit of successwill be both quantitative and qualitative.

5.4 ReviewPlan review is important in order to remain focused in realizing the Council corevision, mission, strategic objectives, strategies and targets. Plan reviews shall betriggered by the results of evaluation activities. That is, plan reviews are meant to beresponsive to the shortcomings in the course of plan implementation. There shall beminor plan reviews annually, medium plan reviews after one and half years and amajor Plan review after five years.

5.5 Strategic Risks Management and Assumptions Both internal and external events and scenarios that can inhibit Council’s ability toachieve its strategic objectives represent strategic risks, which are the focus of

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strategic risk management. Strategic risk management can be defined as the processof identifying, assessing and managing the risks associated with the organization’sbusiness strategy. As part of its risk management activities, the Council shall conductannual review of risk factors that may have an impact on its ability to achievestrategic outcomes. Risk factors change over time as a result of changes in differentfactors such as changing economic, social, political, technological and otherconditions that directly impacts the operations of the Council. The following are thekey risk areas that could impact the ability of the Authority to achieve its strategicoutcomes together with the planned mitigation actions. For the objectives of thisStrategic Plan to be achieved, the following risks were identified for mitigation assummarized in Table 28.

Table 27: Types of Risks and their Associated Mitigation MeasuresRisk Description Type of

risk/Category

Likelihood of the risk

Impact of the risk

Risk mitigation

Existence of harmful Virus in ICT system

There is possibility of virus to attackcouncil’s ICT system

Technological Risk

High Loss of council’s data andDamage of software

Installation of strong antivirusestablishment of backup systemactive internet services Presence of local area network

Hacking of information

There is possibility of hackers to hack the council’s server

Technological Risk

High Loss of confidentiality

To have a specified strong network security (installation of cyber ram)Use of manual works

Poor loan recovery

There is possibility of loan beneficiaries to fail to recover unforeseen circumstances

financial Medium Loss of trust to donor Loss of capital

Effective screening of loan beneficiaries

Shortage and delay Disbursement of fund from central government and other development partners

Expected fundfrom central government delay

Financial risk

High Delay and un implementation of some development project

To establish more sources of funds

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Risk Description Type of risk/Category

Likelihood of the risk

Impact of the risk

Risk mitigation

Inadequate financial controls and procurement processes resulting in inefficiency, andpossibility of fraud and non-compliance to legislation

Inefficient internal controls

Financial risk Medium Delay and un implementation of somedevelopment project

MD, Full Council and CMT,Establish adequatefinancial controls Apply appropriate procurement processes Periodic examination of financial controls and procurement processes

The main assumptions of the 2017/2018-2021/2022 Strategic Plan are as follows: a) Availability of financial and non-financial resources.b) Existence of stable and harmonious relationship between the Council and other

key stakeholders.c) Existence of social, political and economic stability in the country.d) Planned expenditures and revenues are based on the actual figures of each

financial year.e) New sources of revenues are approved and become operational in each

financial year.f) Due to the expected increase of a number of employees, personnel expenses

and subvention from the Central Government are expected to increase overthe life time of this Plan.

g) Effective internal arrangement and mechanisms for the implementation of thePlan

h) During the life span of this Strategic Plan, working tools of the different typesand other capital expenditures are expected to be purchased.

i) The successful implementation of this Strategic Plan requires effectivemobilization of sufficient financial and non-financial resources.

j) Continued conducive political and socio-economic environmentk) Continued willingness of stakeholders to support and respond effectively to

the needs of customers and community at large in implementing the strategicplan

l) Improved conditions for effective staff retention and motivation.m) Timely disbursement of fund from Central government and other development

partners.n) Continued provision of technical support, policies, guidelines and financial

support from respective ministrieso) Continues stability and improved economic growth of the countryp) Continued good leadership at the Council levelq) The envisaged strategic outcomes reflect the anticipated developments in the

Council; and

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r) Positive response of stakeholders to environmental conservation initiatives inthe lower levels of the Council.

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